Thus being, four types or forms exist (4) to make outsourcing, nominated: Traditional, strategical, international Outsourcing and the transformacional. 1.4.1-Outsourcing traditional Is about the displacement of not strategical services of a company for another one. This practical of subcontratao has been used has much time as form of concentration in the central business of the company, alliviating the management of complementary services. 1.4.2-Outsourcing strategical Includes a gamma of on functions the main activity of the company. The strategical paper of suppliers in nets of outsoucing has evolved of the simple reduction of the costs for an establishment of relations of cooperation between the company-customer and its main suppliers, what it includes the allotment of the responsibilities in the improvement of the technologies, flexibility and efficiency in the operational chain. 1.4.3-Outsourcing International When the subcontratao relation is not limited only in a national space, being established between companies of different countries. In this type of subcontratao, for times, one obtains more reduced prices and a beneficial exchange of experiences and knowledge, over all of technological order. 1.4.4-Outsourcing Transformacional Is perhaps the existing form most advanced of outsourcing in our days and that it can be assigned as a partnership with another company in order to obtain a fast, substantial and supported development in the level of performance of the companies. 1.5-Advantage and disadvantages of outsourcing As any another one management technique, outsourcing has its more-values and its respective deficiencies or anomalies, which we start to describe: Advantages? It allows the release of human resources, technician and financier for the critical activities of the company; It dislocates the approach of the organizativos processes for the one of the satisfaction of the necessities of the customers; Access the technologies and the not existing specialists inside of the organization; The raised penetration in new industries or markets with barriers to the entrance; performance of activities of difficult management or control; It can serve of base to the drawing of a new organizacional structure and increase the flexibility and the rapidity of adaptation to the alterations of the involving way; It can constitute a catalytic element of projectos of would reengenharia of processes; It can allow the access to best the practical ones of the industry and to become an important astroroof of benchmarking; It makes possible a more rational and efficient afectao of resources, making with that these are used when only necessary; It can be a form of partilhar the risks of the business with the subcontratado one.