General Motors was returning to profitability post-financial crisis but was lagging compared to peer performance, causing some concern about future competitiveness. As a result they embarked on a major Procurement Transformation project, in part to support the execution of a Global Outsourcing consolidation study, including outlining future agreement elements and developing a future consolidation roadmap. The Indirect Procurement organization had central leadership, however a high degree of regional variability existed and created a challenging global execution environment.