A simple word that sends chills down the spines of service managers everywhere. It’s an easy problem to create and a difficult one to eliminate. But it’s not just the direct costs of having a backlog that hurt, the indirect ones are just as damaging to a business.
The overtime incurred by the field team to bring down the backlog is the most obvious cost. Initially, engineers will be happy to soak up those extra jobs and take the money but if the OT is sustained over a prolonged period of time, the resourcing team may well find it harder to get the engineers to keep doing it. Not forgetting the demotivating effect that those extra hours could have on the day-to-day productivity as the field team get tired and stretched.
Those longer intervention times could also instil a sense of negativity into the end customer. Delays will undoubtedly drive additional call traffic to the service desk and require additional management time to intervene and resolve the issues. Not a good place to be when contract negotiations roll around and the SLA data and customer feedback isn’t great.
Building a relationship with a trusted resource partner can help companies to manage their backlog differently by adding more engineers when they need them, with minimal risk and reasonable costs.