Answer first: decide whether you need more people or an owned outcome
If your managers will allocate and direct the work, recruitment or licensed dispatch is usually the relevant route. If an external team will own deliverables, method, quality and schedule, use a genuine project model. The contract label and daily operation must agree.
The three models
- Permanent recruitment keeps core knowledge and decisions in-house
- Worker dispatch in Japan uses a licensed employer while the client directs day-to-day work
- Project delivery puts team management, method, quality, schedule and outputs with the supplier
A practical selection scorecard
- Changing requirements and a strong internal PM: recruitment or dispatch
- Defined outputs and acceptance criteria: project delivery
- Long-term retention of knowledge: permanent hiring
- Several specialist skills needed quickly: project or blended team
- Buying outcomes rather than individual hours: align the contract and operating model as a project
Fix these items before mobilisation
Agree scope, exclusions, deliverables, acceptance criteria, RACI, meeting cadence, change control, security, escalation and handover. Comparing only monthly rates hides the boundary ambiguity that later becomes cost and delay.
A blended model can be stronger
The client can retain product ownership and site coordination while TAC owns specialist design, development or validation; permanent hiring can run in parallel for future core roles. One workforce-and-delivery plan makes skill and accountability gaps visible earlier.
How TAC supports the decision
TAC combines Japan placement and dispatch licences with IT and engineering project formation. From Tokyo, we design a fit-for-purpose talent, contract and delivery route across Japan, Korea, Taiwan and Hong Kong. Obtain case-specific legal advice where required.