1. PETER J. LONGIOTTI 248-391-1906
Metro Detroit, MI • https://www.linkedin.com/in/peter-longiotti-28a8378 • pjlongiotti@att.net
VP / DIRECTOR – SUPPLY CHAIN / QUALITY MANAGEMENT
Global Strategic Sourcing / Continuous Process Improvement / Procurement / Logistics / SAP /
Cost Reduction / Budgets / Contracts / Negotiations / Supplier Relations / Customer Relations /
Strategic Alliances / Change Management / M&A Integrations / Supplier Quality Management /
Restructuring / Team Building / Training / Staff & Organizational Development / Lean Six Sigma /
Value Stream Engineering / TQM / Kaizen / Kanban / Agile / Red X / Customer Satisfaction / CRM /
Audits / Quality Centers / Customer Service / Internal Controls / Dispute Resolution / Planning /
Performance Improvement / Business Process Reengineering / Industrial & Product Engineering /
Knowledge Transfer / IP / Defect Reduction / Compliance / Offshoring / Product Improvement /
Systems / Forecasting / Voice-of-the-Customer
As a versatile supply chain, procurement and quality management executive, I have an outstanding
record of contributions at MAHLE and Delphi Thermal Systems (as well as other former divisions of the
General Motors/Delphi family of companies). I have directed operations that consistently exceeded
demanding corporate and customer expectations while contributing to exceptionally strong revenue, profit
and market share growth.
With a proven record as a change agent, I have spearheaded major business transformation initiatives,
including successful business unit startups, product launches, performance and quality turnarounds, cost
reduction programs and post-merger & acquisition transitions. I have engineered and led teams to
implement strategic sourcing, purchasing, process, logistics, systems and relationship management
improvements that propelled quality and customer satisfaction to record levels.
At your organization, I could make a strong impact by:
! Optimizing procurement systems, processes & technologies to boost performance
! Ensuring world-beating levels of quality, responsiveness & customer satisfaction
! Identifying & seizing cost reduction opportunities in low-cost emerging markets
! Forging profitable strategic alliances with suppliers, contractors & customers
! Fostering innovation, continuous improvements & organizational excellence
! Aligning supply chains with business development & corporate objectives
! Aggressively negotiating with vendors to keep a tight lid on expenses
! Enabling organizations to adapt to change with nimble agility
! Building, training & motivating top performing teams
Comfortable living and managing in multicultural settings, I have directed operations in 20 countries on
four continents. My broad responsibilities have included management of budgets in excess of nearly $1B
and teams of multidisciplinary professionals of up to 220 around the globe. I am conversant in Spanish.
Colleagues and customers alike have described me as a visionary strategist, natural leader, keen analyst
and shrewd negotiator. Leveraging a shirtsleeves management style that balances empowerment and
accountability to surpass expectations, I pride myself on inspiring motivational and mentoring skills.
My education includes a Bachelor of Industrial Engineering degree from Kettering University
(formerly known as General Motors Institute), as well as ongoing professional development training.

2. PETER J. LONGIOTTI PAGE 2
pjlongiotti@att.net • https://www.linkedin.com/in/peter-longiotti-28a8378 • 248-391-1906
CAREER HISTORY & SELECTED HIGHLIGHTS
Integration Manager, Purchasing/Logistics, MAHLE, a global automotive parts manufacturer, 2015-
Present. Tapped to lead the post-merger integration of purchasing, logistics and supplier quality
operations following MAHLE’s acquisition of Delphi Thermal Systems. Completed the transition far ahead
of schedule. Generated more than $12.7M in savings. Key contributions include:
Saved tens of millions in a post-merger transition. MAHLE needed to integrate Delphi
Thermal after acquiring the firm for $727M in 2015. Asked to lead the transition of all
purchasing and logistics operations. Developed a strategic roadmap with detailed
milestones for migrating systems, processes, staff and suppliers. Identified redundancies
and synergies, enabling a 25%+ headcount reduction by 2018. Currently achieved
$12.3M in total purchasing and labor savings to date with an additional $4.5M in saving
projected by 2018.
Delphi Thermal Systems (Delphi Thermal), a global leader in thermal solutions for the automotive,
HVAC and other industries. Steadily promoted, roles include:
Director, Global Supplier Quality & Advanced Quality Processes, 2015. Assigned to revitalize
the global quality operation following a major restructuring. Planned integration of the operation in
advance of MAHLE’s acquisition of the Delphi Thermal division from its parent Delphi Automotive,
including an SAP migration. Managed budgets to $14M and staff to 50. Moved to MAHLE after the
merger. Notable achievements include:
Avoided $470K in costs with an interim tech solution. Delphi Thermal needed a
stopgap replacement for its supplier issue management system as part of the divestiture
from its parent. Seeking to avoid unnecessary IT costs while waiting for M&A deal to
close, worked with IT to develop a low-cost temporary tracking/reporting solution.
Avoided hundreds of thousands in potential system development, support and licensing
costs while providing a nearly seamless short-term alternative. Concurrently, put in place
a project plan for moving to an SAP Pool4Tool environment.
Director, Global Supply Management, North America, 2013-2015. Directed in global supply
chain operations for North America. Spearheaded cost, strategic sourcing, quality, logistics, training
and other improvements. Managed budgets to $312M and staff to 52. Significant accomplishments
include:
Surpassed challenging budget objectives. Tasked with turning around a longstanding
weak record of material cost reduction performance in Delphi Thermal’s North American
region. Strengthened training, metrics and accountability. Set aggressive savings targets.
Took advantage of the firm’s broad global leverage to lead renegotiations with existing
suppliers while seeking out new strategic sourcing partnerships in low-cost markets. Cut
direct material costs ~3%, saving $8.6M YoY, and indirect costs ~10%, saving $3.9M
year-over-year on a total $305M annual purchase value (APV). Beat operating budget
savings targets by 10%.
Resolved a delicate supply chain quality issue. A top-five global automotive OEM had
a warranty issue on a Delphi order. Led internal engineering analysis to identify to source
of the defect. Traced the flaw to a supplier that admitted only partial responsibility and
claimed that full coverage of the defect could drive them out of business. Held the threat
of cutting off the supplier as leverage to negotiate $650K in rework costs. Recovered all
potential losses while protecting a critical customer relationship worth tens of millions
annually to Delphi. Fully settled the issue on Christmas Eve.
Director, Global Supply Management & Global Supplier Quality, 2010-2013. Directed a major
material cost improvement program. Provided oversight for commercial activities for all of the

3. PETER J. LONGIOTTI PAGE 3
pjlongiotti@att.net • https://www.linkedin.com/in/peter-longiotti-28a8378 • 248-391-1906
division’s business lines, including new markets and supplier quality. Managed budgets in excess
of $990M and staff in excess of 150. Major contributions include:
Turned around quality at an offshore plant. A key Delphi Thermal plant in Mexico
suffered quality/productivity problems in the rollout of a major new product program for a
US truck manufacturer. Asked to step in to cure the issues. Avoided any interruptions in
the 24/7 plant while setting up new processes, training, systems and controls, including
hourly quality review meetings. Kept a constant personal presence on the plant floor and
communications with customer. Took first-time quality metrics from 50% to 90% in less
than six months. Handing off hands-on control to local management, saw continued
gains, hitting >95% first-time quality within a year.
Overcame a strategic sourcing challenge in China. A major new product rollout in a
Delphi Thermal joint venture in Shanghai was threatened by the looming business failure
of a key local manufacturing equipment supplier. Negotiated a steep discount with the
supplier, securing guarantees the $1M equipment would be installed and fully functional
on time. Also procured all IP and know-how to ensure continuing serviceability. Avoided
any delays in production startup, meeting all expectations of a global transportation
equipment customer on a product worth tens of millions.
Implemented supplier management/quality processes at a key client. A global
automotive and equipment manufacturer required Delphi Thermal to utilize its inefficient
supplier management forms, processes and systems. Seeing an opportunity to improve
performance, assembled and led a team of supplier quality engineers to make a
presentation to the client’s senior management. Proved the efficacy and efficiency of
Delphi’s methods and procedures, convincing the client to relent on their burdensome
requirement. Learned later that the client adapted many of the methods in their own
internal operations.
Director, Global Supplier Quality; Product Line Purchasing Manager, Thermal New Markets,
2007-2010. Directed development and implementation of Best Practices and standardized
processes for managing supplier quality worldwide. In 2008, asked to take on additional concurrent
responsibility for sourcing, program management and procurement for Thermal Powertrain Cooling
and New Markets business units. Achievements include:
Cured a critical supplier error with no production interruptions. A distributor’s failure
to order fasteners jeopardized a major Delphi Thermal contract with a leading automotive
manufacturer. Sourced alternate supply options, going directly to the distributor’s own
hardware and plating vendors. Maintained close, transparent communications with the
customer, apprising them on progress of validating the new supply chain. Expedited all
phases of the process. Enabled 100% on time delivery. Secured an 8% discount on the
parts by eliminating the middleman while securing payment for the expedited processing
and shipping from the distributor. Protected an account worth $200M annually.
Paved the way to 7.5x segment growth with a deft product solution. A leading
HVAC/control systems maker attributed premature field failures of a new product to a
component sourced by Delphi Thermal from one of its suppliers. Conducted a formal,
highly-confidential meeting with both the customer and supplier. After three days of
heated debate, traced the root cause of the failure to issues on the part of the supplier
and the customer’s application. Forged consensus among all parties on a mutually
agreeable solution involving changes to supplier processes and customer product design.
Leveraged the resolution to growth annual business with the customer and other
accounts in the category from $8M to >$70M annually.
Previous roles at the General Motors/Delphi/Packard Electric family of companies include Director
of Customer Satisfaction; Quality Director, North America; Engineering Manager, Mexico Technical

4. PETER J. LONGIOTTI PAGE 4
pjlongiotti@att.net • https://www.linkedin.com/in/peter-longiotti-28a8378 • 248-391-1906
Center; and Quality Manager, Mexico East Operations. Began career in quality engineer roles
while at General Motors Institute. Contributions in the roles include:
Cut defect rates 66.6% & production interruptions 87.5%. Delphi Thermal quality
metrics fell short of expectations. Tasked with turning around the Global Supplier Quality
organization. Launched an aggressive revitalization initiative. Developed rigorous new
processes, systems and training. Realigned management and staffing with mission
critical issues. Established Best Practices and conducted regular compliance audits.
Took defect rates from 30 PPM to <10 PPM. Cut supplier defect induced production
disruptions from 8 to <1 per year.
Maintained quality & satisfaction during a reorg. Delphi Thermal needed to ensure
quality did not suffer during its 2005 Chapter 11 bankruptcy reorganization. Put in place
processes and systems to protect performance. Conducted regular site visits to address
issues. Ensured open lines of communications with all suppliers and customers.
Continued to define opportunities to enhance quality during fix/close/sale of plants
throughout the firm. Maintained defect levels at >20 PPM throughout the restructuring,
meeting or exceeding all customer expectations.
Revitalized sagging quality, delivering triple-digit improvements in defects. Delphi’s
Harrison Radiator division was losing business to due to defects and falling customer
satisfaction. Asked to take over quality management and turnaround performance.
Utilizing Red X practices, evaluated all quality management processes and implemented
improvements. Strengthened training, oversight and accountability. Empowered
customers staff at all levels to escalate potential issues to expedite cures. Elevated
quality metrics, including reducing defect rates from 150 PPM to <20 PPM in two years.
Continued the improvements, achieving single-digit PPM rates. Retained and/or
recovered hundreds of million of dollars in potential lost revenue.
Instrumental in successful tech center startup in Mexico. Asked to join a group of
leaders creating a new Delphi Corp. engineering center in Juarez to replace previous
operations in the US. Leading the effort for the Delphi Packard division, played a key role
in defining and implementing a multitude of Best Practices and building a multidisciplinary
team drawn from existing talent and new hires. Supplying technical and engineering
expertise from 200 professionals to all divisions of the company globally, the center was
a resounding success, receiving outstanding feedback from stakeholders enterprise wide.
Authored a paper that guided process improvements at GM. While earning a
Bachelor degree at General Motors Institute, authored an undergraduate thesis entitled
“Packard Electric Value Analysis.” The paper, which examined possible improvements to
methods utilized at GM/Delphi’s Packard Electric subsidiary, received high marks.
Several of its key recommendations were picked up by management and implemented at
successfully Packard and continue in use many years later.
EDUCATION
Bachelor of Industrial Engineering from Kettering University (formerly General Motors Institute).
Other training includes a Leadership Development program at Center for Creative Leadership.
PERSONAL INFORMATION
Married with one child. An avid cyclist, I have recently participated in several charity bike tours, including
the Michigan Tour de Cure, as well as several Grand Fondo rides and road races. In my spare time, I
enjoy travel and sampling fine food and wine.