Written by DROPS.ST.
When a wholesale customer asks for work beyond the agreed service, assess the change before promising it. Establish the original scope, extra effort, effect on timing and person authorised to approve the new arrangement.
DROPS gives the discussion a concrete order reference. Customer-linked items preserve the selected products and quantities, while named wholesale packages clarify what those selections mean. The team can compare the agreed purchase with an added service request instead of treating both as one unclear message.
Service-change assessment and approval remain in your approved business process; shop order records do not establish native project scope, extra-work costing or change approval.
Find the starting agreement
Record the order or commercial reference and the service already agreed. Identify deliverables, timing, included work and unresolved conditions.
Use the actual accepted document rather than someone's recollection. If versions differ, resolve that with the quote version-control guide.
A product quantity correction and an added service are different decisions. One changes the purchased selection; the other may add reporting, coordination or a new delivery arrangement. Both need the appropriate process.
BDC describes a statement of work as recording scope, deliverables, timing and delivery expectations. Those categories help establish the operating baseline here; this guide does not determine any document's legal effect. BDC: statement of work.
Describe the change in one sentence
Replace “can you handle the extra details?” with a specific requested outcome. For example: “Prepare four weekly order summaries for the approved business contact.”
Record who requested it, which order or relationship it concerns and when the answer is needed. Mark missing information instead of treating it as an included task.
Clarifying the request does not approve it. Staff may acknowledge it while the responsible person assesses the impact.
Use a change-impact check
| Factor | Question | Evidence to record |
|---|---|---|
| Scope | What is added or replaced? | Original and requested deliverable |
| Effort | What work and review are required? | Tasks and estimated time |
| Timing | What other commitments change? | Proposed schedule and dependencies |
| Commercial basis | Is extra review or pricing needed? | Authorised business decision |
| Operating suitability | Can this service be provided as proposed? | Necessary product, channel or destination checks |
| Ownership | Who may approve and perform it? | Responsible people and next action |
Keep the assessment proportionate. A short additional report needs a short task estimate, not a new project-management system.
Include checking and coordination time, not just the visible output. Also identify whether the request creates recurring work: “every week” differs from a one-off clarification.
Hypothetical example: four reports add two hours
A fictional wholesale arrangement includes the agreed order and ordinary handoff. The customer asks for four manually prepared weekly summaries afterward.
Staff estimate twenty minutes to prepare each summary and ten minutes to check it:
4 × (20 + 10 minutes) = 120 minutes, or two hours.
The owner reviews who can do the work, which information is appropriate to include and whether the service fits the agreed commercial arrangement. They then approve, revise or decline the request through the normal process.
The calculation is invented planning arithmetic, not a DROPS time benchmark or a native scheduled-report capability. Replying “yes” before the review would commit the team without resolving those questions.
Record the outcome, including unchanged work
State what was approved, the service dates, responsible person and any conditions. Distinguish it from what remains unchanged in the original order.
If further information is needed, retain a pending decision and review point. Do not quietly begin the added work while describing the answer as undecided.
Where the outcome changes products or quantities, reconcile the customer-linked order through the supported process. Use the customer-approved correction guide; a service note alone does not update the operational selection.
Check completion against the added deliverable
At handoff, the next responsible person should know the accepted task, evidence location and completion condition. “Customer asked for more help” is not an actionable instruction.
After the task, record whether the specific deliverable was completed and what remains open. Review repeated extra-work requests when setting the next service arrangement instead of assuming each exception belongs in every future order.
Keep the purchase context clear with DROPS
Choose DROPS when wholesale package choices and customer-linked order items should anchor the commercial discussion. Staff have a specific purchase to compare with the additional work, while the website and connected Telegram shop use a common catalogue and order system.
Explore DROPS and open the demo shops. Bring an agreed fictional order and one extra-service request. Inspect the order context, then use the impact check to agree the work your team can actually deliver.