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5th ANNUAL GLOBAL INDUSTRIALS AND BASIC MATERIALS CONFERENCE JUNE 5, 2014
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This presentation and discussion may contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “expects,” “anticipates,” “intends,” “estimates,” or similar expressions are intended to identify these forward-looking statements. These statements are based on J.B. Hunt’s current plans and expectations and involve risks and uncertainties that could cause future activities and results of operations to be materially different from those set forth in the forward-looking statements. For further information, please refer to J.B. Hunt’s reports and filings with the Securities and Exchange Commission.
Disclosure
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• Industry-leading intermodal franchise
• Specialized dedicated business
• Independent brokerage and management services
• Full service truckload model
Differentiating Factors
4
Supply Chain Solutions
5
Diversified and Complementary
Intermodal Dedicated Integrated Truckload
23% 59%
7% 11%
6
$-
$1
$2
$3
$4
$5
$6
$7
2009 2010 2011 2012 2013 2014E
Billi
ons
Strong Revenue Growth
Intermodal Dedicated Integrated Truckload
7
Top 25 Customer Service Usage
8
0% 20% 40% 60% 80% 100%
1 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
How Customers Buy 2007
Intermodal
Dedicated
Integrated
Truckload
9
How Customers Buy 2014
Intermodal
Dedicated
Integrated
Truckload
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
1 2 3 4 5 6 7 8 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25
10
• Driver recruiting and retention
• Capacity constraints
• Government regulations CSA Map21 HOS CARB
• Omni-channel impact
• Turning “Big Data” into knowledge
Top 5 Industry Challenges
11
12
Industry-Leading Intermodal Network
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• 100% company-owned containers and chassis
• Disciplined asset management - balance
• Methodical stacking proves advantageous
• 85% dray provided by company assets
Company Assets
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Intermodal Keys to Success • Revenue per load quality
• Unique and growing rail relationships
• Asset utilization
• Maintain market share
• Balance network
15
Intermodal Capital Expenditures Cumulative asset investment
$0
$500
$1,000
$1,500
$2,000
$2,500
2010 2011 2012 2013E 2014B
Mill
ions
16
17
Dedicated Capital Expenditures Cumulative asset investment
Mill
ions
$0
$200
$400
$600
$800
$1,000
$1,200
$1,400
2010 2011 2012 2013E 2014B
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Revenue by Category
Other Manufacturing
Glass Final Mile
Agri Food
Retail $0
$200
$400
$600
$800
$1,000
$1,200
$1,400
$1,600
2010 2014B
Mill
ions
19
20
Customer Growth by Shipper Site January 2007
21
Customer Growth by Shipper Site April 2014
22
Customer Growth by Shipper Site Branch locations
23
Customer Growth by Shipper Site Potential branch locations
24
Integrated Sales
$0
$100
$200
$300
$400
$500
$600
$700
$800
$900
$1,000
2007 2008 2009 2010 2011 2012 2013 2014E
Mill
ions
Asset Direct
25
26
Stabilizing our Fleet
0
1,000
2,000
3,000
4,000
5,000
6,000
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
B IC Company
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• World class safety and service
• Maximized efficiency
• Improved utilization
• Quality of revenue
Truckload Keys to Success
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Combined Market Response
$0
$200,000
$400,000
$600,000
$800,000
$1,000,000
$1,200,000
2007 2008 2009 2010 2011 2012 2013 2014E Integrated
Truckload
Gro
ss R
even
ue (M
illio
ns)
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2014 Financial Expectations
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62% 22%
10% 6%
2014 Revenue
10 – 12% Anticipated Annual Increase
Intermodal Dedicated Integrated Truckload
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75%
20%
3% 2% 2014 Operating Income
11 – 15% Anticipated Annual Increase
Intermodal Dedicated Integrated Truckload
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$304 $348
$25 $23 2014 CAPEX
$700 Million
Replacement Growth
Facilities Technology
In millions
33
2014 CAPEX In millions
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• Grow Intermodal • Grow Dedicated • Grow Integrated • Move Truckload to sustainability • Deploy capital – equipment, stock, dividend
Our Strategy
