Volume, coverage gaps and cost per contact are the three signals worth acting on — and the ones that mean you should wait.
Most teams consider outsourcing at the wrong moment: either far too early, when the process is still changing weekly, or far too late, when service has already degraded and churn is visible in the numbers.
The healthiest trigger is repeatability. If the same twenty contact reasons account for most of your volume, and each has a defensible answer, the work is documentable — and documentable work is delegable work.
The second trigger is coverage. A local team cannot economically cover nights and weekends at low volumes. An offshore pod can, and the cost of leaving overnight contacts unanswered is usually larger than the cost of covering them.
The third is cost per contact. Once you can measure it, you can compare it. If your fully loaded cost per contact is climbing while quality is flat, capacity is the constraint, not effort.
Wait if your product is changing weekly, if nobody internally owns quality, or if you cannot name the metrics you want moved. Outsourcing amplifies whatever process you hand over — including a bad one.