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Vision & Mission of SSF

Our Vision
To be the forum to create and disseminate knowledge for excellence in Business Process Management

Our Mission

  • To spread awareness of Value-Delivering Transformational Strategies for effective adoption of Business Process Management (BPM)
  • To establish Winning Practices that result from exchange of knowledge
  • To acknowledge, award and showcase Organizational Achievements & Professional Excellence
  • To build a strong network of thought leaders, experts, practitioners and change agents



Who We Are

Initiated in 2011, SSF is an interactive platform where industry experts, from diverse business domains and support functions, ideate and synthesize the ‘best-in-class’ to evolve the ‘best-in-context’ for organizations and therefore, excel in eventual BPM adoption. SSF focuses on BPM excellence through leadership, consolidation (captive & third party), transformation and effective systems & tools.

The journey so far

  • ​7 Annual Shared Services Conclave events, with participation of more than 750 delegates, and 120 plus speakers
  • 10 Pioneering Leaders and BPM Achievers felicitated for their invaluable contributions to the Industry & Society
  • 35 organizations awarded and recognized for Excellence
  • Periodical Leadership Interaction Events/ Round Tables/ Seminars for focused groups in different cities of the country
  • Published 6 Research papers, Process Edge (periodical SSF Journal), BPM books, and ‘first-of-its-kind’ Survey & Research reports on BPM & Shared Services, Trends and Best-Practices
  • PMM (Process Maturity Model) Framework, and many more….


Videos View All

Continuing with its objective to seamlessly disseminate knowledge, Shared Services Forum released two publications on the 7th Global Shared Services Conclave 2017
7th GSS Conclave 2017 – CXO Interaction on the Imperatives for Reshaping the Transformation Strategy

Presentation View All

Shared Services Foundation


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Case Study View All

ONGC embarked upon realignment of its multi-faceted business activities through the powerful medium of IT. The IT mission was realigned ‘To develop an integrated, flexible and standardized Information Technology architecture to position ONGC towards fundamental competitive advantage’.

Key initiatives taken during BPM Implementation/ Automation: FileNet enabled, progressive payment life cycle reduction from 90 days to 53 days further reduced to 17 days in Jun’13 with >85% payment on time through VPOT (Vendor Payment on Time) program. Fully automated in-house tool was developed for revenue reporting by integration of the billing systems with the ERP Oracle R12.

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  • Should a CPO's (Chief Processing Officer) KPI include sharing of procurement’s impact on the organization’s bottom line?

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