SIG Resource Center – COVID-19 Related Resources

Like most industries around the world, BPS was hit hard by the COVID-19 crisis at the start of 2020. The industry's initial response to the unprecedented disruption was marked by concerns around supply-side constraints impacting the fulfillment of services and quality levels, but these were soon allayed by successful service delivery through the expertise and commitment of BPS organizations. The industry swiftly adapted to the Work From Home (WFH) delivery model, fulfilled services, and maintained service quality levels. The COVID-19-induced crisis paved the way for the industry's evolution to BPS 4.0 - more dynamic, reliable, and significantly more agile in driving and addressing next-generation client needs.

In this study, we define BPS 4.0 and its value proposition and recommend ways for industry stakeholders to effectively capture value.

Use this template to report on lost revenue. It includes areas for reporting Unit, Account, Total Lost, Calculation Methodology, Internal Recharge / External Income, Good/Service/Activity Description, Details of Business Impact, Estimate Approved By.

This PPP Toolbox is designed to support nonprofit organizations as they navigate the Paycheck Protection Program. If you are looking for information to support a small business, you may find these tools useful, but they are designed primarily with the needs of nonprofit organizations in mind. 

Click here to navigate to the FMA website and toolkit. 


How does the Coronavirus impact template work? This Coronavirus impact tracking template pulls live data from the Global Cases of Coronavirus COVID-19 database, which is provided by the Center for Systems Science and Engineering (CSSE) at John Hopkins University.The institute's live dashboard tracks confirmed cases of the virus by region and country.

Click here to get started.


This risk assessment and calculator workbook will enable organizers to review the key considerations for hosting an event, and so inform their risk assessment of COVID-19 on the event. This will help organizers to understand and manage any additional from COVID-19. This should be reviewed regularly during planning and updated immediately prior to the handover to the operational phase especially in light of the rapidly evolving outbreak with reference to the updated guidance and situation reports on the WHO website. The COVID-19 risk assessment for the event must be coordinated and integrated with the host country's national COVID-19 risk assessment and should include input from the local public health authority, along with consulting WHO's updated technical guidance and ensuring that there is an up-to-date evaluation of the epidemiological situation.

In less than a year, the business world as we know it has completely changed. But not all change is negative. Elements of the workforce have arguably evolved at a faster pace than would have been possible pre-pandemic. In particular, the shift in corporate mindsets around remote and contingent workforces have seen a significant change almost overnight. And while it's impossible to predict how the world of work will look in the future, we look at the trends that will reshape the workforce. 

Success against procurement's growing list of objectives increasingly requires effective collaboration, with internal stakeholders and suppliers. The Covid-19 pandemic has only emphasized the importance of collaboration, as entire supply chains struggle with shrinking revenues and disruptions. Yet few procurement organizations collaborate well. This session will expand on the important topics of:

  • Where can collaboration deliver the most value?
  • How has the pandemic expanded the importance of collaboration?
  • How can you improve the scale and level of effective collaboration with suppliers?


The goal of transforming the Source-to-Contract (S2C) process is ultimately focused on achieving economies of scale to leverage global purchasing power and maximize savings, while driving process standardization for optimal efficiency.  However, achieving scale is dependent on achieving adoption at the local level by ensuring the transformed process accommodates local nuances – everything from language and culture to process variation to regulatory environment.

This session will feature a case study from Dow Chemical which will illustrate best practices for simultaneously achieving global scale efficiencies from Digital Transformation of S2C while also addressing adoption and change management challenges at the individual user level.

Human Resource Outsourcing (HRO) price managers often struggle to come up with appropriate pricing methodologies and benchmarks for HRO deals. The complexity and diversity of multiple subdomains within HR (such as benefits, learning and recruitment), geographical variations and the changing technology landscape, further add to the complexity of getting pricing right. Overall, price benchmarks do not vary significantly year-on-year unless a major external event causes an inflection in the pricing trend. In this research, we examine the various external factors and challenges that have impacted HRO pricing over the years. We also analyze the impact of COVID-19 on the HRO pricing trend and its implications for various stakeholders.

Across industries, US companies and their customers, are coming to terms with the one-two punch of China trade tariffs and the months-long shutdown due to COVID-19.  The perceived (real?) dependence on a single country to produce for the world is driving more and more organizations to seek alternatives sources of supply for direct materials and third-party manufacturing partners. Please join us for this keynote session, during which senior leaders of The Hackett Group will share their perspectives on how companies can reduce their dependence on China to diversify their production and supply chain capabilities.