This thesis describes CDR International's first board sponsored and senior executive approved and organized effort to leverage the labor arbitrage and service and performance opportunities existing in the global marketplace. I describe the initial phases of the formation of the outsourcing team, the challenges and political obstacles overcome and the decision making phase of this important organizational project. I argue that key factors for success of this initiative included a solid foundation of research, best practices, lessons-learned from comparable organizations, and most important, the formation of standard tools and methods for identifying and evaluating opportune functions for consideration. The development of these toolsets and methodologies has and continues to directly impact the decision making process. In correlation with the development and implementation of these standards and methods, and consistent with almost any organizational role, the importance of leveraging the organizational dynamics across the association was also vital. Accordingly, factors to success emanated from proper expectation setting, solid written and verbal communication skills, political and business savvy, and thoughtful and constructive organizational alliances. Although useful across a wide range of organizational roles, the mere importance and sensitivity of the outsourcing charter and its implications to bottom-line savings, top-line growth and the net effect to our career-minded employees, heighten the significance of those aforementioned traits.