1. Debra S. Lackey
370 Sand Brook Court Noblesville IN 46062
Phone:(317) 896-2681 E-mail: dslackey370@comcast.net
OBJECTIVE
To obtain a position in the purchasing/supply chain environment that provides a challenging
opportunity to drive business results and will provide potential for personal growth within the
company.
PROFESSIONAL EXPERIENCE
Delphi Kokomo, Indiana
Delphi is a leading global supplier of mobile electronics and transportation systems, including
powertrain, safety, steering, thermal, and controls & security systems, electrical/electronic
architecture, and in-car entertainment technologies. Engineered to meet and exceed the rigorous
standards of the automotive industry, Delphi technology is also found in computing,
communications, consumer electronics, energy and medical applications.
Global Supply Management MR05 - Current (Delphi Electronics & Safety)
Direct Responsibility for the procurement and on-going management of various commodities. Focus was primarily on the North
America Region’s present and future requirements. Responsibility would include the initial negotiation for low cost pricing, obtaining
a minimum of 3.5% long term cost improvements, and 100% on time deliveries with supply base. Position was started during trying
times for the company and automotive industry. As a result, day-to-day activities would also entail emergency resourcing for
troubled suppliers or resolution of payment and/or shipping issues. Further highlights of Supply Chain responsibly follow:
• Periodic reviews of commodity spend to determine product and supplier growth potential. Analysis would provide the
necessary details to right size the supplier base, commonalize the products and identify areas for cost reduction and
technology voids. Details would often lead to establishing workshops to complete deep drive focus into overall areas
identified
• On-going participation with a Commodity Team to establish both short and long term strategies. These strategies would
consist of identifying the right number of suppliers to fulfill the global commodity requirements. Suggestions and/or
training towards how to enhance cost modeling to gain further understanding and lower overall costs. Joint discussion of
potential commercial issues for the company to minimize overall risk.
• Essential supplier development was gained by utilizing joint periodic reviews with top suppliers. The primary purpose
would be to discuss and analyze areas which drive costs and/or address continuous improvement efforts. Review would
also enable both parties direction as to how to better enhance the commercial relationship for the long term basis.
Business Strategy Manager JA02 - MR05 (Delphi Delco Electronics Systems)
Developed and implemented a tracking system for the Sales & Marketing Unit. The tracking system addressed revenue targets,
departmental budgets, PCE activity, and profit improvement initiatives. Responsibility also included material collection and
preparation for all S & M items for the Executive Council meetings, Quarterly Reviews, and special Divisional Reviews. Further
highlights of the Business Strategy Manager Position follow:
• Direct daily supervision of 2 ½ contact employees. Often utilizing a team approach concept during early morning meeting
to prioritize and address any potential timing gaps to assure the departmental job was completed 100% on time.
• The utilization of the tracking system would provide a complete analysis of key goals and targets for the business unit on a
quarterly basis. Additional software applications would then be utilized to pull the details into a presentation format for the
various required reviews at a departmental and divisional level.
New Business Development & Account Manager AU97- JA02 (Delphi Delco Electronics Systems)
Directly responsible for acquiring/managing the Powertrain related component activities associated with GMPT, Small Car/Truck
and Saturn accounts which represents over $900M in annual sales revenue to the corporation. Responsibility includes the negotiation
of price, delivery and specification of products with emphasis being placed upon full commitment to customer satisfaction. To assure
fulfillment of the customers’ needs daily communication and direction was provided to the engineering communities. Further
highlights of Sales Manager position follows:

2. • Jointly lead quarterly meetings with the customer to review status of product changes and commercial related details.
These meetings often would lead to an additional offsite with selected team members to focus on specific issues pertaining
to design, delivery, quality, and pricing.
• Position served as the initial customer contact for all questions and relevant issues. Once a better understanding was
gained towards the concern a decision would be reached as to how to appropriately distribute and coordinate internal teams
as necessary
• Jointly lead weekly team meetings to track and control on-going internal and external action items to assure all are
completed on time for both sides (end customer and internal tracking requirements).
• Required on-going tracking of sales revenue and profitability at the component level to assure that all sales goals and
metrics were kept on track.
• Team participation with the Start Center to work on potential program opportunities, identification of upcoming
technology gaps, and establish pricing targets to successfully win future opportunities
Emerging Products & Systems GPU Planning & Alliance Manager AU 1996 - JL 1997 (Delco Electronics)
Lead the GPU in the development and implementation of the business plan for the Emerging Products which represented an
average sales volume of $97M. Responsibility included assuring the GPU’s plan integrated with the overall corporate plan’s goals
and objectives, identifying/filling any critical gaps, and leading the efforts with all joint venture related activities.
Powertrain Business Manager MR 1995 - AU 1996 (Delco Electronics)
Directly responsible for managing the transmission and vehicle control module activities associated with the Allison Transmission,
GMPT Ypsilanti, and GM Truck Group accounts which represented over $500M in annual sales revenue to the corporation.
Responsibility included the negotiation of price, delivery and specification of products with emphasis being placed upon full
commitment to customer satisfaction. To assure fulfillment of the customers’ needs daily communication and direction was provided
to the engineering communities.
Marketing Research Manager 1992 - 1995 (Delphi Energy & Engine Management Systems, GM Corporation)
Directly involved with the daily activities pertaining to business planning, competitive analysis, marketing research, and strategic
pricing for the sensor and solenoid lines of business. Combined these business lines represent current sales of $160.5M with an
operating profit margin of 18 percent and a 34 percent sales growth potential during the five year business plan.
Sales Engineer - Business Manager International Sales 1988 - 1992 (Delco Remy Div., GM Corporation)
Initially provided support for various Non-Allied Asian Pacific (Daewoo, Delkor, Holdens, Honda, Isuzu, Toyota) and North
American (Chrysler, Ford) accounts. However, the majority of time (4 years) was directly responsible for the Honda, Nummi and
Toyota accounts which initially represented $28M in sales revenue for Delco Remy. An achieved 36 percent growth in sales revenue
during the duration of my account responsibility exemplifies my ability to grow and maintain battery sales and acquire new alternator
sales.
Quality Control Analyst - Project Engineer 1984 - 1988 (Delco Remy Div., of GM Corporation)
Direct responsibility for the quality, inventory accountability, and the assembling of the various suppliers’ incoming components
for the light duty alternators and starting motors being built in the pilot build area. This responsibility required me to effectively
supervise the hourly employees as a measure to assure all samples were delivered to customers 100 percent on time. It also required
the utilization of statistical process control methods to assure the quality of end products and efficient coordination with the various
engineering disciplines to acquire the necessary engineering change orders.
Quality Control Supervisor 1982 - 1984 (Delco Remy Div., of GM Corporation)
Direct supervision of the employees involved with the separation of the various by-product materials received from the Delco Remy
manufacturing plants and the employees involved with the loading and shipping of the material to the potential buyers. Coordinated
the necessary bidding procedures and awarded the contracts to the potential buyers of the by-product materials.
Quality Control Co-op Student 1979 - 1981 (Delco Remy Div., of GM Corporation)
Gained valuable knowledge and experience from various assignments. These assignments were throughout the following Delco
Remy organizations: industrial engineering, manufacturing supervision, plant engineering, product engineering, quality control, and
replacement sales.
Education
Ball State University Muncie, Indiana, B.S., Marketing and Management, December 1981, GPA 3.1
Independently financed and obtained undergraduate degree while balancing part time employment in Muncie, participation in the
co-op experience at Delco Remy, school grades, and sorority life.
Indiana Wesleyan University Marion, Indiana, M.B.A., 1991, GPA 3.7
Simultaneous completion of masters program through the University's Leap Program while being directly responsible for the daily
requirements and necessary travel of a sales account business manager.