Catherine Moran Email and Phone Number

Responsible for the strategy and execution in driving global consistency across 3rd party-managed distribution center operations, while optimizing processes and championing capabilities to ensure customers benefit from a strong Microsoft branded experience• Led the development of a comprehensive and repeatable plan to foster an environment of inventory accuracy in partnership with global senior distribution leadership. The resulting routines and plans enabled our 3rd party warehouse partners to successfully book a physical inventory and complete a system-to-system reconciliation • Identified critical distribution center capabilities, created supporting business cases, and then facilitated the implementation of the capabilities. One such effort, re-shrinkwrapping otherwise perfect devices that previously would have been liquidated, saved roughly $3M annually in previously lost sales • Led a global quality improvement initiative to reduce defects negatively impacting Microsoft’s retail, commercial, and online customers. Championed the implementation of dedicated QA teams with clear roles and responsibilities and defined audit routines to achieve <0.10% defect rate from the previous 0.7% defect rate

Senior operations leader with experience in all facets of warehouse operations - Inbound, Outbound, Warehousing, Inventory Control, Quality Control and Facilities Operations. Led large teams across multiple shifts in a variety of warehouse types - a food distribution center (DC), a highly automated general merchandise DC, and an import warehouse. • Led the conversion of (DC) operations from 3rd party to Target-led operation, resulting in a fully staffed, successful conversion completed ahead of plan and on budget.• Onboarded new warehouse leadership team - led with vision to drive team engagement, commitment to corporate cultural expectations, and operational excellence• Championed and piloted food network performance scorecard development to improve critical 3rd party DC partnerships. This initiative established a building baseline, gap analysis identification, and a measurable root cause action plan. • Achieved all department commitments in performance-to-budget, leader and team member engagement, leadership development, and safety metrics• Exceeded Overall Leadership Index goals each year - measuring team engagement relative to my leadership contribution• Awarded Senior Group Leader of the Year for FY 2011, 2012, 2015, and 2016

Vendor-Distribution Center OptimizationLed the headquarters team responsible for identifying, analyzing, and solving for Target distribution network vendor optimization opportunities.• Established a newly reorganized team and developed the team’s vision/mission/objectives to ground team and cross-functional partners in our role within the organization• Actively developed a project pipeline by leveraging HQ, field, and vendor partnerships, with a commitment to prioritization and execution based on corporate goals and financial impact• Defined, developed, and implemented the food network optimization business process for identifying and resolving vendor related negative impacts on the Target food network. This resulted in improved DC efficiencies, lower cost of goods, improved cross-team collaboration (e.g. buyer, transportation, DC), and deeper Target-vendor partnerships. • Achieved Overall Leadership Index score of 98% against a corporate benchmark of 87% with recognition for creating a positive team environment, investing in my team, and fostering an environment of accountability.

Distribution Food Supply ChainLed Quality Control teams responsible for assessing supply chain produce freshness and owned network food safety processes.• Developed the infrastructure and the necessary processes required to meet regulatory requirements associated with the organic integrity of produce and food safety within Target’s distribution network.• Established leadership and process development for the newly created Quality Control field teams as a result of Target’s strategy in transitioning from food wholesalers to direct vendor relationships.• Leveraged vendor partnerships and USDA experts to develop an industry-leading training experience for field and buying teams designed to provide optimal freshness for Target’s guests.• Developed and implemented Target's first ever banana ripening strategy, enabling 20% positive comps year-over-year.• Led a 6Sigma project to positively impact Guest Survey Freshness scores - received network recognition for my role in achieving a sustainable Green score post-project implementation.• Received Grocery Pyramid award for leading cross-functional produce freshness initiatives – recognition as a result of establishing a collaborative partnership between merchandising, supply chain, and field leaders to achieve Green metrics.• Achieved Overall Leadership Index score of 100% against a corporate benchmark 84%, demonstrating positive team engagement and a commitment to employee retention.

Defined short and long-term supply chain expectations for vendors shipping to Target relative to industry practices, and onboarded the team that would assess and improve vendor performance to achieve those expectations.• Leveraged wholesaler and vendor partnerships to develop industry knowledge on vendor capabilities and metrics to ensure expectations were in line with industry practices • Secured cross-functional alignment on the logistical performance expectations and departmental roles to facilitate optimal vendor performance with key Merchandising and Distribution leaders• Received Best Company Ever award for role in transition to direct vendor distribution of grocery – corporate recognition for seamless transition of vendor partnerships and improved supply chain performance in achieving instock goals• Achieved Overall Leadership Index score of 92% against a corporate benchmark of 86%, with recongition for setting a vision and empowering the team to execute against the vision

Developed the strategy and defined/onboarded the team needed to improve vendor performance for Target.com vendors shipping directly to the guest or into Target’s fulfillment centers.• Established and led a cross functional steering committee with senior executive sponsorship to develop the roadmap for sustainable Target.com vendor performance improvements - enabled top-down alignment on objectives, the resources needed, and the plan to execute against the defined roadmap, resulting in Target’s ability to drive vendor accountability in meeting Target.com’s instock goals for key vendors representing 75% of Target.com’s sales• Onboarded and led the team needed to develop and implement the infrastructure needed to achieve defined vendor performance goals• Leveraged industry and Merchandising partnerships to define and implement vendor performance requirements designed to ensure guest satisfaction relative to product availability (Fill Rate) and speed-to-ship (On Time Ship)• Implemented a vendor compliance program to assess chargebacks for vendors not meeting defined performance expectations• Achieved Fill Rate and On Time Ship goals, improving by 17% and 24% respectively

Responsible for pairing software developers with hardware manufacturers, consumer packaged goods companies, and retailers to identify and achieve promotional marketing objectives.• Led the team that developed the software marketing plan, negotiated the digital licensing fees and necessary contractual terms, and executed against the marketing timeline• Lead negotiator – resulting in mutually beneficial promotional programs and profitable licensing opportunities for retailers, PC manufacturers, software developers, and consumer packaged goods companies such as General Mills, Dell, IBM, Best Buy, and Electronic Arts