Capital Transportation Logistics Sales Staff Implementation 2012 Transportation

Capital Transportation Logistics Sales Staff Implementation 2012 Transportation Management Consultants 1

a team of professionals with a combined experience of over 150 years in transportation, freight auditing, payment, and process improvement. We are committed to quality customer service. Our Mission…deliver success to our customers through cutting edge technology and process design that helps reduce transportation logistics costs and improve productivity in today’s intensely competitive environment. Transportation Management Consultants 2

Executive Staff Department Managers Paul St. Germain Laura Walsh Ryan Verranault Richard Haney Nick Cooney Erin Verranault Gregory Cooney Transportation Management Consultants Karen Byron Mary Niedzwieki 3

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1999 2001 • Capital Transportation Logistics is founded by CTL Executive, Dick Haney • CTL expands its services to include full in-house Freight Bill Audit Service • Our first on-line Transportation Management System is rolled out to client base 2003 (Trans. Rater +) • CTL Brokerage is formed to handle our client needs in additional modes; 2005 Truckload, Rail, International, Air, Ocean 2006 • Reporting and Freight Bill Audit and Payment becomes 100% paperless for all CTL Customers. We are one of the first in the industry to do so • CTL moves into current Headquarter offices in Nashua, NH as we continue to grow and expand our on-site team 2010 2012 • Acquired in February 2012, Capital Transportation Logistics (CTL) in Nashua, NH, becomes part of the RRTS TMS business segment managed through GTS Transportation Management Consultants 5

A unique world class transportation management solution originally developed for GE Capital and their 600 companies that they owned or controlled Transportation Management Consultants 6

CTL's 4 -Step Process Discounted Pricing Carrier Selection Freight Payment Management Reporting A Proven and Measured Approach Reduces Transportation Costs (between 8 -15% or more) Optimizes choice for low cost carrier selection and service modes Improves Cash Flow (4 -8% additional savings) Uses detailed analytics to ensure continued savings Transportation Management Consultants 7

1 Transportation is a commodity, and our consortium purchasing power allows CTL to negotiate prices that our Clients typically cannot obtain on their own. We contract with top-tier carriers. We manage over $150 M in LTL Freight Domestically Results to Customer: 8 -15% Reduction in Transportation Spend Improves Productivity by taking the time consuming negotiating process out of the process and allowing personnel to focus on other tasks at hand Transportation Management Consultants 8

1 2 CTL’s on-line Trans. Rater optimizes carrier selection, transit times, and pricing. The easy-to-use software allows Clients to make the best shipping decisions and prioritizes low-cost and best service. Able to integrate to ERP and even further enhance cost savings and productivity. Results to Customer: Balances your Customer needs while Trans. Rater providing cost reductions to your bottom line Improves productivity and simplifies the process by showing all options on one screen versus visiting multiple applications and websites to obtain data Transportation Management Consultants 9

1 2 3 CTL’s 40 -point, in-depth pre-payment audit captures information from carrier invoices, bills of lading, delivery receipts, an inspection reports; corrects errors; and processes and consolidates all freight bills into one easy-to-read weekly invoice for payment. Results to Customer: Saves an additional 4 -8% savings in carrier errors alone Improves productivity by CTL capturing general ledger detail and cost center allocations Transportation Management Consultants 10

1 4 2 The final stage of the process delivers actionable management reports, providing a real-time overview of transportation information specific to your operations. We believe if you can measure a cost, you can control it. Results to Customer: 3 Provides timely and accurate transportation management performance reports Improves productivity by building a database that can ensure transportation compliance and highlight opportunities for additional savings Capital. Works Transportation Management Consultants 11

Hard Savings § § § Lower rates - 8% - 15% Reduced processing costs 80% Audit Recovery 4% - 8% Soft Savings § § § More informed customer services decisions Balance customer needs and costs Access to logistics expertise Comprehensive shipping data history Improved productivity Finance Operations Purchasing Customer Service Transportation Management Consultants 12

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Best § § § CEO President CFO Controller Caution VP of Operations Caution Worst § § § Director of Logistics Transportation Manager Traffic Manager Warehouse Manager Purchasing Manager Transportation Management Consultants 15

§ § § Director of Logistics Transportation Manager Traffic Manager Warehouse Manager Purchasing Manager Transportation Management Consultants 16

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§The decision could impact a customer §Results have a significant financial impact §The decision effects multiple departments §It requires a vendor change §The decision could change their image in the marketplace or the community Transportation Management Consultants 18

Must Do’s Prospecting messages § Be specific; no fluff, no maybe’s § Time specific for all deliverables § Never miss a delivery date § Don’t bruise their ego with questions they don’t have the answers to Less than 20 seconds § § Why How Much How Soon Transportation Management Consultants 19

Prospect: Hello, I’m Mr. CFO. What does your company do? We reduce a company’s shipping costs 8 to 15% using $150 million in buying leverage in 30 days without changes in their operations or quality of service. Message content – ALWAYS: • Clear • Concise • Compelling Mr. CFO, What other major expenses could you reduce by%% or $xxx in 60 days without investing a dime or changing your operations or quality of service? Transportation Management Consultants 20

Characteristics § § § How to Prospect Annual Sales $10 -$700 Million Use Several Modes; LTL, Parcel Annual LTL Spend $150 K-$10 M Freight is 5%-8% of COGS Private 80% Public 20% Manufacturer, Distributor, Ecommerce Ships Nationally Single or Multiple Locations Does not have a logistics department Limited logistics technology Used a 3 pl 25% - Not Used 75% Their Savings Expectations 5 -15% § § § § Sales. Logix – Hoover database CTL leads References Trade associations Marketing Partners – Agile Client Referrals Private Equity Transportation Management Consultants 21

Characteristics § § § § What to avoid Annual Sales > $10 M or < $700 M Only ships Parcel or International or TL Annual LTL Spend >$150 K or <$10 M Ship within 1 state only or is all international Has their own logistics department Used 3 pl 25% Not Used 75% Their Savings Expectations < 15% in Hard number savings § § § § Food Manufacturing (fresh) Beverage Products Agriculture, Forestry, Fishing Mining Utilities Construction Selective Transportation and Warehousing § Finance and Insurance § Services § Public Administration Transportation Management Consultants 22

C-Level Shipping Profile info § Are they interested in saving on logistics costs in the next 60 days? § What would be meaningful savings to them? § If we could meet their savings objectives would they consider doing business with CTL? § § § § Annual Spend LTL, Parcel Current Carriers Terms – PPA, PP Current 3 PL Provider Location Type Special Equipment Customer Type – Retail, Mfg, Whs Transportation Management Consultants 23

RED • Reluctance to commit to “Sequence of Events” • Decision maker pushes you to a lower level • Uncertain about critical information • Information without an appointment • Resistance and delay in getting data • Buying influence new to the job • A new person is brought into the deal • Overly friendly buyer to unknown salesperson Transportation Management Consultants 24

• Company Viability • Product/Services Fit • Support • Financial • Risk Transportation Management Consultants 25

13 Years of continuous growth and profitability Backing of a stabile Public Organization Management transportation experience Long term Client Loyalty Relationship with Carriers Transportation Management Consultants 26

• Complete integrated process for transportation management • Continued investment in new services to meet the needs of Clients • Customer needs drive the direction of new services • A proven process developed by GE to manage 600 operating units Transportation Management Consultants 27

• A dedicated Customer Service Team • Availability and response time • Depth of knowledge • Technology support tools Transportation Management Consultants 28

• No up-front investment • No internal resource required • Savings start in 30 days • Actual savings measured monthly • Fees based on savings Transportation Management Consultants 29

• No financial commitment • No change in operations • One year agreement • 30 days to implement • Rates protected by contracts with carriers Transportation Management Consultants 30

Meeting Stage Responsibility Suggested Attendees Timeline Time Decision Tuesday, July 17, 2012 1 Hr. Go/No Go Tuesday, July 24, 2012 2 Hr. Go/No Go Executive Overview: Company Overviews Joint Chief Executive Prospect Expectations Financial Executive CTL Process Review Operations Executive Benefit Summary Qualifications Operations Evaluation: Financial Executive Needs & Expectations Review Joint Operations Executive CTL Process & Features Presentation Joint Customer Service Mgr. Demonstration of Transrater and Capital. Works Joint Purchasing Mgr. Measurement & Control Features Review Joint Logistics Mgr. Productivity Benefits Joint Accounts Payable Supv. Savings Study Authorization Client Financial Executive Tuesday, July 24, 2012 Freight Bills Submitted Client Financial Executive Monday, August 06, 2012 Completion of Study CTL TM Analyst Study Results Review Meeting Joint Financial Executive Benefit Analysis: Projected Savings and Fees Review Monday, August 27, 2012 Thursday, August 30, 2012 2 Hr Operations Executive Thursday, August 30, 2012 Go/No Go Proposal Process: Client Experience Sharing Client Review Highlights of Business Agreement Joint TBD Thursday, September 06, 2012 1 Hr Resolution of Agreement Questions Joint Thursday, September 06, 2012 1 Hr Completion of Business Agreement Joint Go/No Go Tuesday, September 11, 2012 1/2 Hr Implementation Activities: Completion of Implementation Guide Client Financial Executive Kick Off Meeting Joint Operations Executive Tuesday, September 18, 2012 1/2 Hr Thursday, October 11, 2012 1 Hr. Transrater & BOL Training Joint Accounts Payable Supv. Thursday, October 11, 2012 1 Hr. Operations Monitoring Joint Logistics Mgr. Savings & Productivity Measurement of Savings Joint Review Mgt. Reports & Opportunities Joint Monitor Productivity Improvements Joint Monday, December 10, 2012 1 Hr. Transportation Management Consultants 31

Sequence 1. 2. 3. 4. 5. Why have a Sequence? Executive Overview Operations Evaluation of CTL Benefit Analysis & Agreement Review Agreement Execution Implementation § § § § § Control vehicle for the sales cycle Pain, Reasons & Visions Bite size chunks – buyer feels in control Both Buyer and Seller in control-Win win Buyer accepts plan by changing Until buyer changes, they don’t own it Seller can stop early is buyer not on track with commitments Seller can close on the major steps Provides a measure of completion Transportation Management Consultants 32

§An introduction to Capital Transportation Logistics §Review how our savings process helps another company §Learn more about your business and transportation management objectives §At the end of the meeting we can mutually agree on moving forward or not. §Is there anything you’d like to add. Transportation Management Consultants 33

What to Review in Executive Presentation �CTL Introduction �GE Story � 4 Part Process Review ◦CTL Website or Power. Point �How we move forward ◦BA Example ◦Summary of Shipping Profile ◦Sequence of Events �Close Transportation Management Consultants 34

Ever had this happen? § § § § Decision maker leaves after 10 minutes People you don’t know show up IT and the Firewall block Conference room not available Projector gone Can’t Login Unbearable internet speed Or heard this? § § § § We need to shorten the time We can use my office Want to meet the traffic manager Thought Seymour would be interested I’ll need an extension cord You can use my computer Let’s get our IT person Transportation Management Consultants 35

Freight is not on their radar Not willing to switch carriers Can’t get anyone interested Happy with their current 3 pl provider Freight is not a significant expense Not willing to provide bills for BA Overconfident that they have the best rates Service is more important than savings “We have some very unique shipping needs” “We don’t pay for freight, we bill our customers” Have had a bad experience with 3 pls “Other studies showed no savings” Transportation Management Consultants 36

What is it? What do you need? A statistically accurate analysis of LTL shipments that demonstrates the savings from CTL’s lower rates § Minimum of one month’s worth of freight bills § All Locations § Represent a typical month § If bills can’t be provided a datafile will do § Minimum requirements(origin, destination, class, weight, total paid, carrier used) Transportation Management Consultants 37

Shipping Profile Summary – Review to ensure they agree and it is correct before moving forward Benefit Analysis – Review entire study and end result savings to bottom line Summary of Savings & Fees – Review Executive Summary and how CTL is compensated Business Agreement – Review LOA and contract – leave with Transportation Management Consultants 38

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Wrong contact level The Salesperson has failed to sell management on the value. The Salesperson sold only rates and not the process The Salesperson did not get an if then upfront commitment. The Salesperson failed to sell the prospect’s organization The Salesperson did not react to Red Flag issues CTL rates were not competitive. Savings were not enough to consider changing Failure to negotiate a Win business agreement Transportation Management Consultants 41

Letter of Authority Agreement Review Agreement Preparation Transportation Management Consultants 42

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Does this sound familiar? ? § § § How’s it going Have you reviewed my proposal yet Hang in there CTL My boss has been really busy with his/her trip to Mars Don’t worry When did that happen, I’m shocked Transportation Management Consultants 46

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Customer Demographics § § § Pain Points in 2009 § § § Industry – Automobile Parts Manufacturer Employees – 10, 800 2011 Sales - $765. 37 M Current 3 PL no solutions No audit process High costs Expedited & LTL Freight Audit Savings since becoming CTL client = $193, 861. 41 Transportation Management Consultants 49

Customer Demographics § § § Industry –Chemical Manufacturer Employees – 2, 100 2011 Sales - $728. 77 M Pain Points in 2003 § § 3 Divisions & 14 offices 25 different carriers No audit process No Visibility Freight Audit Savings since becoming CTL client = $709, 995. 13 Transportation Management Consultants 50

Customer Demographics • • • Industry –Home Furniture - Ecommerce Employees – 900 2011 Sales - $500 M Pain Points in 2009 • • No way to estimate shipping costs on web 1 carrier No audit process No Visibility Freight Audit Savings since becoming CTL client = $506, 447. 84 Transportation Management Consultants 51

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§ 10 New Qualified prospects a month § Resulting in 1 new customer a month § Minimum $2 million in LTL spend to CTL in a year § Mandatory Weekly Sales Meeting § Submit Prospecting Report Weekly § Meeting Expectations? § Keeping Pipeline full § Qualified Prospects? § Saleslogix Reporting Transportation Management Consultants 53