Our Clear Commitment:

2. Our Clear Commitment: NextLeap

3. Agenda • PLP discussion • The customer pyramid & our • objective • UTi’s Sales Challenge

4. Agenda • PLP discussion • The customer pyramid & our • objective • UTi’s Sales Challenge

5. Primary Logistics Partner Primary– We aim to be the customer’s first choice and largestsource of logistics services in a direct relationship. Logistics– While we deliver customized supply chain solutions, services and information through our worldwide network, our core transactionbusiness remains freight forwarding, customs brokerage, order management, and value-added warehousing. Partner– We cherish intimate, long-term relationships that drive mutual benefit.

6. NextLeap Target Dow Corning • 20 Strategic Customers

7. How Many Potential PLPs Could UTi have? Global 20 Global PLPs Region 80 Regional PLPs = 4 Regions X 20 PLPs Country 980 Country PLPs = 49 Countries X 20 PLPs Branch 5,000 Local PLPs = 250 branches X 20 PLPs 6,080 PLPs Worldwide

8. Agenda • PLP discussion • The customer pyramid & our • objective • UTi’s Sales Challenge

9. Customer Pyramid Quality Time Dollars Quantified Value Solutions PLP Customers • Local • Global Relationships (Built On Trust)

10. What is a “Trusted Advisor”? Less Bureaucracy in getting next job “you” are comfortable in interactions (Must be Consistently Creating Value) Reach for your Advice Brings “you” in early Shares “more” Info (Coach) Outputs Repeat business Lower stress level (Must Perform & Do What Is Promised) Refers “You” Our Customer You (UTi) Pays Bills Mutual Respect (Must be able to create intimacy) Helps “you” help them Warns Treats “you” as “you” want (Must have an “O” focus) Provides Cover Trusts “your” instincts & judgment Protects Helps “you” improve quality (Must be able To create solutions) Gives “you” the benefit of doubt Makes Time for “you” Availability

11. Agenda • PLP discussion • The customer pyramid & our • objective • UTi’s Sales Challenge

12. We Must Grow GREATER THAN 20% per year 20% 560 Q 1-4 Actual Q 5-8 Budget Q 9-20 Projected NextLeap Goal 404 UTi NextLeap Net Revenue Growth 1000 825 680 750 625 520 433 300 360 UTi NextLeap Operating Profit Growth 150 113 84 62 33 44 Q 1-4 Q 5-8 Q 9-12 Q 13-16 Q 17-20 Q 0

13. Possible Reactions What’s in it for me ? Here we go AGAIN ! ! ! We don’t have the resources & no one will approve more ! ! ! How do they expect me to Grow MORE than 20% each year? This is out of my control ! ! ! They EXPECT me to do too much ! ! ! Too many priorities SCARY! How do I do it ??? This costs Money ! ! ! The Mind Set

14. Possible Actions SCARY! How do I do it ??? • Do nothing, hope no one notices ! • Keep doing what I do and let • others generate the revenue for me • Be an active participant

15. Be An Active Participant RIGHT People on the Bus…. In the RIGHT Seats

16. UTi Sales Model: No more resources….work smarter Active Management (Governance) Implementation Resources Measurement Communicating Expectations Reallocate Resources More Productivity Accountability DCS Organization Sell 20% More Knowledge Sharing Sales Training Sales Process Incentive Program Hire More Sales Pay for themselves Resource Plan:

17. UTi Sales Model: No more resources….work smarter More Productivity Sales Process Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Communicating Expectations Reallocate Resources DCS Organization Accountability Incentive Program Measurement Sales Training

18. Objective of SSP & War Room Increase Profit & Size of the Deal Increase Probability of Deal Closure Reduce Competitive Risk Reduce Time in Sales Cycle By: Focusing management resources on the best opportunities Assigning the best talent to the best opportunities Aligning the global team to work in a coordinated fashion to improve our chances of winning Minimizing competitive risk by assigning a dedicated team to serve the customer

19. Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers UTi Sales Process Filters: Can UTi deliver competitive advantage Ideal customer profile / War Room Targeted vertical industries Require a wide range of Supply Chain Services PLP PLP PLP PLP PLP PLP PLP PLP Potential Customers

20. Opportunity Strategies Drive DCS War Room Process Global Top 10 Regional Top 10 DCS’s Top 2-3 Contract 10 DCS’s Top 2-3 EMENA 10 DCS’s Top 2-3 Americas 10 Asia-Pacific 10 DCS’s Top 2-3 DCS’s Top 2-3 Africa 10 Branch Top 10 Regional War Room Global War Room Branch War Room Local Sales Top 2-3 Local Sales Top 2-3 Local Sales Top 2-3 Local Sales Top 2-3 Local Sales Top 2-3

21. Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers Potential Customers UTi Sales Process Filters: Can UTi deliver competitive advantage Ideal customer profile Opportunity strategy War Room PLP PLP PLP PLP PLP PLP PLP PLP Potential Customers

22. UTi Sales Model: No more resources….work smarter Active Management (Governance) More Productivity Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Communicating Expectations Reallocate Resources DCS Organization Accountability Sales Process Incentive Program Measurement Sales Training

23. Active Management (Governance) Administrative Activities People 1 1 3 3 1 3 SALES Customers Operations & Finance

24. UTi Sales Model: No more resources….work smarter Communicating Expectations More Productivity Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Reallocate Resources DCS Organization Accountability Sales Process Incentive Program Measurement Sales Training

25. Expectations Exceed Your Budget (More than 20% Growth) 20% organic Revenue Growth & Margin Growth Customer Reference-able War Room 33% of your time with your customers selling • Team Work • Other sales members • Ops • Finance Opportunity Strategies Solution Selling Process Reports Get Results

26. UTi Sales Model: No more resources….work smarter More Productivity Accountability Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Communicating Expectations Reallocate Resources DCS Organization Sales Process Incentive Program Measurement Sales Training

27. Accountability Leaders major Job Responsibility Provide a Clear Message of What Needs to be Done Discuss How to get the Results Measure Accountability Exceed Budget: More than 20% Growth • Use Sales • Processes • & Tools: • Training • Tools • Forms • Processes • Products • Solutions Local Sales: Net Revenue DCS: Net Revenue & MBOs Reward the People Who succeed Withdraw Rewards People Who Fail to Attain The Goal Additional Coaching Replace Them “Get the People In the Right Seats”

28. Hold Sales Staff Accountable Minimum Target: Local Sales: 2-3 times salary in NEW Net Revenue generation DCS Sales 3-5 times salary in NEW Net Revenue generation

29. UTi Sales Model: No more resources….work smarter More Productivity Incentive Program Measurement Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Communicating Expectations Reallocate Resources DCS Organization Accountability Sales Process Sales Training

30. UTi Sales Model: No more resources….work smarter More Productivity Knowledge Sharing Sell 20% More Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Communicating Expectations Reallocate Resources DCS Organization Accountability Sales Process Incentive Program Measurement Sales Training

31. PLP Database Tour

32. UTi Sales Model: No more resources….work smarter More Productivity DCS Organization Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Communicating Expectations Reallocate Resources Accountability Sales Process Incentive Program Measurement Sales Training

33. Matrix DCS Sales Organization Direct Reporting Line CEO Indirect Reporting Line B. Gates G. Ochi C. Dale E. Ray RVPs COO MDs DCS G. Mills C. De Man W. Mapham Reg Pres (Coo) Reg Pres (Pacific) Reg Pres (EMENA) Reg Pres (Africa) Dual Reporting Line

34. Matrixed Local Sales Organization Direct Reporting Line Indirect Reporting Line Reg VP Sales & Mktg Reg Pres Branch Mgr Country MD or RVP Local Sales Dual Reporting Line

35. UTi Sales Model: No more resources….work smarter More Productivity Sales Training Sell 20% More Knowledge Sharing Hire More Sales Pay for themselves Implementation Resources Resource Plan: Active Management (Governance) Communicating Expectations Reallocate Resources DCS Organization Accountability Sales Process Incentive Program Measurement

36. Sales Training AMP SSP PSS (Professional Selling Skills) SSP (Solution Selling Process) AMP (Account Management Process) = = = “Face to face” meeting skills “Strategies” for improving sales success “Strategies” for building within accounts PSS

37. Enterprise PLP Projects PLP II Customer Satisfaction Selling AMP SSP SLA SOP Delivery PSS Product PLP I PLP III Tools I.T. Customer

38. Possible Reactions How do they expect me to MORE than GROW 20% ? What’s in it for me ? Here we go AGAIN ! ! ! We don’t have the resources & no one will approve more ! ! ! This is out of my control ! ! ! They EXPECT me to do too much ! ! ! Too many priorities SCARY! How do I do it ??? This costs Money ! ! ! The Mind Set

39. Active Management (Governance) Administrative Activities People SALES Customers Operations & Finance 1 1 3 3 1 3

40. Why we need to do something? Be Active “Every major global account is at risk” • Customers are asking for more performance to improve results • What you did in the past matters little, what are you doing for me now? • Competitive pressure • What happens to my P&L if I lose all major account business ?

41. Our Clear Commitment