Demand planning
A practical view of matching a nearshore team's working day to the customer's reasons for contact.
The working question
Volume alone does not describe a contact operation. A launch, a billing cycle and a service disruption create different mixes of work. Planning should distinguish predictable demand, repeat contact and exceptional events before deciding what coverage is needed.
The approach
Combine recent contact patterns with known business events and the expertise each contact type requires. Reserve time for coaching, knowledge updates and team communication rather than treating every available hour as queue capacity. Agree how changes are communicated between client and delivery teams.
The review
After an event, compare the assumptions with the actual mix of questions. Identify which demand was foreseeable, which arose from unclear communication and which required a new response. Feed those lessons into the next planning cycle rather than treating each peak as unrelated.