Our Clear Commitment:

NextLeap

Agenda

• PLP discussion

• The customer pyramid & our objective

• UTi’s Sales Challenge

Agenda

• PLP discussion

Primary Logistics Partner

Partner – We cherish intimate, long-term relationships that drive mutual benefit.

Logistics – While we deliver customized supply chain solutions, services and information through our worldwide network, our core transaction business remains freight forwarding, customs brokerage, order management, and value-added warehousing.

Primary – We aim to be the customer’s first choice and largest source of logistics services in a direct relationship.

1 6 11 16

2 7 12 17

3 8 13 18

4 9 14 19

5 10 15 20

NextLeap Target

20 Strategic Customers

Dow Corning

How Many Potential PLPs Could UTi have?

Branch 5,000 Local PLPs = 250 branches X 20 PLPs

Country 980 Country PLPs = 49 Countries X 20 PLPs

Region 80 Regional PLPs = 4 Regions X 20 PLPs

Global 20 Global PLPs

6,080 PLPs Worldwide

Agenda

• PLP discussion

Customer Pyramid

Dollars

TimeQuality

PLP Customers

Quantifi

Solutions

Relationships

• Local• Global

(Built On Trust)

OurCustomer

You(UTi)

Reachfor yourAdvice

Brings“you”

in earlyShares“more”

Info(Coach)

Helps“you”helpthem

Helps“you”

improvequality

(Must be ableTo create solutions)

Treats“you” as

“you” want(Must have

an “O” focus)

MutualRespect

(Must be ableto create intimacy)

Trusts“your”

instincts &judgment

Gives“you”

the benefitof doubt

Lower stresslevel

(Must Perform& Do What

Is Promised)

“you” arecomfortable

in interactions(Must be Consistently

Creating Value)

Protects

ProvidesCover

LessBureaucracy

in gettingnext job

Repeatbusiness

Refers“You”

PaysBills

Outputs

MakesTime for “you”

Availability

What is a “Trusted Advisor”?

Agenda

• PLP discussion

Q 1-4 Q 5-8 Q 9-12 Q 13-16 Q 17-20Q 0

UTi NextLeap Operating Profit Growth

We Must Grow GREATER THAN 20% per year

625750

UTi NextLeap Net Revenue Growth

Q 1-4 Actual

Q 5-8 Budget

Q 9-20 Projected

NextLeap Goal

TheMind

Possible Reactions

Here we goAGAIN ! ! !

How do theyexpect me to

Grow MORE than 20% each year?

This is out ofmy control ! ! !

They EXPECTme to do too

much ! ! !Too manypriorities

We don’t havethe resources & no

one will approvemore ! ! !

SCARY! How do

I do it???

What’sin it forme ?

This costsMoney ! ! !

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

Possible Actions

Be An Active Participant

RIGHT People on the Bus…. In the RIGHT Seats

Active Management(Governance)

UTi Sales Model: No more resources….work smarter

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

IncentiveProgram

Measurement

ImplementationResources

ReallocateResources

SalesProcess

KnowledgeSharing

SalesTraining

CommunicatingExpectations

Accountability

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

Objective of SSP & War Room

Increase Profit & Size of the Deal

Increase Probability of Deal Closure

Reduce Competitive Risk

Reduce Time in Sales Cycle

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

PLP PLP PLP

PLPPLPPLP

PotentialCustomers

PotentialCustomersPotential

CustomersPotential

Customers

PotentialCustomers

UTi Sales Process

PotentialCustomers

Filters:Can UTi deliver competitive advantageIdeal customer profile / War RoomTargeted vertical industriesRequire a wide range of Supply Chain Services

Opportunity Strategies DriveDCS War Room Process

Regional War Room

GlobalTop 10

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

Global War Room

Branch War Room

Contract 10 EMENA 10 Americas 10 Asia-Pacific 10 Africa 10

RegionalTop 10

DCS’s Top 2-3 DCS’s Top 2-3 DCS’s Top 2-3 DCS’s Top 2-3 DCS’s Top 2-3

BranchTop 10

PLP PLP PLP

PLPPLPPLP

PotentialCustomers

PotentialCustomersPotential

CustomersPotential

Customers

PotentialCustomers

UTi Sales Process

PotentialCustomers

Filters:Can UTi deliver competitive advantageIdeal customer profile Opportunity strategyWar Room

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

Active Management (Governance)

Customers

PeopleAdministrativeActivities

Operations& Finance

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

Expectations

CustomerReference-able

20% organicRevenue Growth

& MarginGrowth

ExceedYour

Budget(More than

20% Growth)

Get Results

Team Work- Other sales members- Ops- Finance

33% ofyour timewith yourcustomers

selling

War Room

OpportunityStrategies

SolutionSellingProcess

Reports

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

Rewardthe People

Who succeed

PeopleWho Failto AttainThe Goal

WithdrawRewards

AdditionalCoaching

ReplaceThem

“Get the PeopleIn the Right Seats”

Leaders major Job Responsibility

Measure

Local Sales:Net Revenue

DCS:Net Revenue& MBOs

Discuss How to get theResults

Use SalesProcesses& Tools:

a) Trainingb) Toolsc) Formsd) Processese) Productsf) Solutions

Provide aClear

Messageof What Needs

to be Done

ExceedBudget:

More than20%

Growth

Hold Sales Staff Accountable

New Net Rev = salary New Net Rev = greater than salary New Net Rev = 2 times salary

Local & DCS Sales

6 Months Review 9 Months Review 12 months Review

Local Sales: 2-3 times salary in NEW Net Revenue generation

DCS Sales 3-5 times salary in NEW Net Revenue generation

Minimum Target:

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

PLP Database Tour

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

SalesTraining

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

Accountability

Reg Pres(Coo)

Reg Pres(Pacific)

Reg Pres(EMENA)

Reg Pres(Africa)

C. De ManG. MillsC. Dale

B. Gates

E. Ray W. Mapham

Matrix DCS Sales Organization

G. Ochi

Direct Reporting Line

Indirect Reporting Line

Dual Reporting Line

Country MDor RVP

Reg VPSales & Mktg

Reg Pres

Branch Mgr

Local Sales

Matrixed Local Sales Organization

Direct Reporting Line

Indirect Reporting Line

Dual Reporting Line

Resource Plan:

Sell 20%More

MoreProductivity

HireMore Sales

Pay for themselves

DCSOrganization

IncentiveProgram

Measurement

ReallocateResources

SalesProcess

KnowledgeSharing

SalesTraining

Accountability

Sales Training

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

Enterprise PLP Projects

Customer

Selling

SSPSLA

Delivery

Customer Satisfaction

Product

PLP I PLP III

PLP II

TheMind

Possible Reactions

Here we goAGAIN ! ! !

How do theyexpect me toMORE than

GROW 20% ?

This is out ofmy control ! ! !

They EXPECTme to do too

much ! ! !Too manypriorities

We don’t havethe resources & no

one will approvemore ! ! !

SCARY! How do

I do it???

What’sin it forme ?

This costsMoney ! ! !

Active Management (Governance)

Customers

PeopleAdministrativeActivities

Operations& Finance

Why we need to do something?

“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 ?

Be Active

Our Clear Commitment

Our Clear Commitment:

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