The term 'shaping demand' is very popular catch all phrase that stands for everything that you need to do to morph demand to align with supply. In blunt terms, if you can sell profitable projects with a high offshore ratio, end to end scope of execution and a favorable resource mix then you have managed to 'shape demand'.

The intent is good, but I feel the focus should be a little different. Projects where the demand is aligned to the supply have a better chance of succeeding, other things remaining the same. However, ultimately it is problems that give rise to needs and needs in turn create demand for services. 

You cannot 'shape demand' unless you help the customer in the demand creation process. The way to do this is by focusing on the problem and helping the customer distill it into needs. Doing this does two things: One> You really, really understand the customer. Not from a vendor viewpoint of service lines and offerings but from a viewpoint of the problem as the customer sees it -with visibility and leverage into all the intangibles that go into the customer's buying decision. The vendor essentially becomes a participant in the decision and is thus in a position to shape the form and structure of the decision and not just the outcome. You don't just win the prize, you get to decide the prize - add any bells and whistles needed, before you win it.

Two> Even if your are less capable that your competition in execution, the customer sees you as a cut above the rest of the vendors who are running around trying to 'sell' their services. You have as much skin in the game as the customer.
You have a far better chance of aligning demand to supply, by not trying to shape demand, but instead, taking a consultative approach to selling that focusses on problems and needs. The demand shaping will take care of itself!