CENTROS DE SERVIÇOS COMPARTILHADOS NA ADMINISTRAÇÃO PÚBLICA BRASILEIRA: UMA ESTRATÉGIA PARA EFICIÊNCIA E REDUÇÃO DE CUSTOS?

Abstract

The Shared Services Center model - Shared Services Center - SSC, has been highlighted for the fact that it provides different organizations with improvements in operational performance and business efficiency. In Brazil, from the year 2000, there was an intensification in the dissemination and implementation of innovation in different companies, in the most varied economic activities. Currently, the model is a consolidated reality in numerous organizations headquartered in the country. This article, as part of a more complex process on the feasibility of implementing SSC at the Brazilian Agricultural Research Corporation - Embrapa, seeks to fill the gap in the Brazilian literature, both theoretically and empirically, presenting referential frameworks on the process of implanting Center technology. of Shared Services - SSC in Brazilian entities and the initial results obtained by the state companies of the federal public sector, which opted for it. The consolidation of the data used the qualitative and quantitative research method, using the case study approach, supported by bibliographical and documental research. It was concluded that the reality of the use of SSCs in the national public sector evolves timidly, although, the information prospected in the federal state companies indicate good results obtained with the implementation of the SSC, explaining significant savings in its operations, and that probably these benefits can also be extrapolated to a broader context in the Brazilian State, seeking to respond to growing expectations, such as access to the service when 'citizens' want it, and not when it is offered.