According to Gartner’s ninth annual Women in Supply Chain survey, women now represent 40% of the supply chain workforce. But despite that progress, they remain underrepresented in senior leadership, especially at the VP level and above.
To explore what that path can look like, we spoke with Lisa Backlin, Group Vice President of Supply Chain at Parts Town Unlimited. Lisa has held leadership roles at Grainger, Eaton, and Home Depot, and brings a decades-long passion for operations, mentorship, and inclusive leadership. She shared stories about growing up in Chicago, discovering her calling in supply chain, and the power of showing up without ego.
Supply Chain 24/7: Tell us about your upbringing—where you grew up and what your childhood was like?
Lisa Backlin: I’m from Chicago, born and raised. My mom was an accountant, and my dad was an optometrist—but more of an inventor than anything else. I grew up in a house where it was normal to ask, “What happens if you plug this into that?” It was all about ideas, information, and experiments. We were also a tight-knit family—Friday night dinners, Sunday get-togethers. That sense of community definitely shaped me.
SC247: Can you discuss your grandmother and her impact on you?
LB: She and her sisters ran a store for husky men and boys on the South Side of Chicago. I watched her quietly price things down, tell people to pay later, or let them work off the cost. She did it with grace and humility. I thought that was incredible. I grew up seeing women work and lead with compassion—it was never an exception. That shaped how I lead to this day.
SC247: What inspired your commitment to community work, like the Akron-Canton Food Bank?
LB: We didn’t have much growing up, so I’ve always believed people should have what they need to fully contribute. That’s why I’ve been on the Akron-Canton Food Bank board for 12 years. It’s not a resume thing—it’s a heart thing.
Lisa’s grandmother holds court; Lisa poses with work friends at the Field Museum in Chicago; Lisa speaks to a group of Home Depot employees.
Finding Her Way
SC247: What were you like in high school and college?
LB: Not athletic, despite being tall. I tried out for the basketball team once, and I still haven’t recovered from that scar tissue. But I was social and curious—I loved connecting with people. In college, I didn’t excel academically. I made a conscious decision to focus on my social life, and I truly did. But I also built a lifelong network. I’m still close with the women I met in my sorority—we vacation together every year and do a Zoom book club. It’s 10 minutes of book talk and then, “Can I get your advice on something at work?”
SC247: Did college shape your perspective in other ways?
LB: Absolutely. I came from a financially challenged background, and college exposed me to a world I hadn’t seen before. It made me realize how little I knew. It was a growing-up experience. Being in a sorority helped too—the community service, event planning, and required participation added a bit of structure and discipline that I needed at that age.
SC247: How have those early friendships influenced your career?
LB: Hugely. These women have seen me through every phase of life. That network has been invaluable—both personally and professionally. We support each other, share advice, and keep each other grounded. It’s the definition of community.
Early Career & The Power of Mentorship
SC247: What led you to your first job—and how did you end up at the Field Museum?
LB: My first job was at the Rehabilitation Institute of Chicago. I didn’t know what I wanted to do—I just needed to pay rent and live with my friends. After a rough performance review, I went out for Thai food to clear my head and ended up across from DePaul’s career center. I started flipping through job listings and found one at the Field Museum. That’s where I met Lucy Bukowski, one of my most important mentors.
SC247: Tell us more about Lucy and why she was such an important mentor.
LB: Lucy saw something in me and said, “You don’t need fixing. You need reps.” She gave me experience, not judgment. Within two years, I went from basic grant compliance to representing the museum in D.C. at subcommittee meetings. She shaped my view on mentoring—not about changing someone, but about giving them the right experiences to grow.
SC247: What was it like to speak with members of Congress about your work?
LB: It was nerve-wracking but empowering. I had the chance to speak to members of the House and Senate about the challenges nonprofits face when managing federal funding. I was junior, but Lucy empowered me to own my work and speak with confidence. That experience taught me how impactful it is when someone believes in you.
“I moved to Ohio to run a 600-person facility. I was terrible at first, trying to use every tool I had instead of learning what the team actually needed. But I figured it out, and I fell in love with the work.”
Stepping Into Supply Chain
SC247: How did you find your way into supply chain?
LB: After a few years at the museum, I realized my brain worked more like a builder—value propositions, frameworks, optimization. I applied for a role at Grainger, initially in internal controls, but they placed me in finance. That’s where I met Gloria Ysasi-Diaz, who said, “You should run our inventory planning team.” I said, “I’ve never done inventory.” She said, “But you can.” And that’s how it all began.
SC247: What made you fall in love with operations?
LB: The first time I visited a fulfillment center, I was hooked. How do you stay motivated when the customer isn’t in the room? How do you improve a process that’s repetitive? I moved to Ohio to run a 600-person facility. I was terrible at first, trying to use every tool I had instead of learning what the team actually needed. But I figured it out, and I fell in love with the work.
SC247: Did you face challenges as a woman in the industry?
LB: Absolutely. Vendors would talk to the man on my team instead of me. My husband and I call it “window to notes”—the moment when someone who ignored you starts writing down what you’re saying. I’ve had to prove myself over and over. That’s why I focus so much on mentoring now. I don’t want the next generation to go through that.
Lessons in Leadership
“I always try to mentor five or six people at a time, but more broadly, I try to create a culture where mentorship is embedded—where visibility and development are the norm.”
SC247: What kind of leadership culture do you try to build?
LB: I reward people who spotlight their teams. If you want to succeed with me, show me how well you’ve picked and developed talent. Titles can get in the way of exposure—I try to bring the right people into the room and give them visibility.
SC247: How has mentorship played a role in your career?
LB: At Grainger, Eaton, and Home Depot, I led women’s resource groups. At Home Depot, I ran the Women in Supply Chain group. I always try to mentor five or six people at a time, but more broadly, I try to create a culture where mentorship is embedded, where visibility and development are the norm.
SC247: What advice do you give women entering the field?
LB: Do it. Supply chain lets you be strategic and tactical, collaborative and curious. You can make an impact quickly. I speak about this every year at Case Western. The field is exciting, fast-moving, and finally getting the academic attention it deserves.
Parts Town and What’s Next
SC247: What led you to join Parts Town Unlimited?
LB: I had amazing experiences at Grainger, Eaton, and Home Depot, but I was looking for something different. Parts Town offered a unique culture. It’s low-ego, collaborative, and driven.
SC247: What makes the culture at Parts Town stand out?
LB: There’s a lightness here—a joy. People are passionate, but there’s also respect and kindness. Everyone is an owner. When I arrived, there was a massive Women’s History Month sign-up on my first day. That meant a lot. We also embrace innovation and smart risk-taking. It’s the perfect place to bring everything I’ve learned throughout my career.
SC247: What excites you most about the future at Parts Town?
LB: I get to support multiple divisions with unique customer needs and help develop strategies that unite us. The culture here allows me to focus on rising-tide initiatives—things that help everyone grow. I’ve loved this work for decades, but this culture is a gift. I’m grateful to be here now.
