Our OTR Service Offerings Over-the-Road Overview
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Investor Presentation November 2018 1 Our OTR Service Offerings - - PowerPoint PPT Presentation
Our OTR Service Offerings Over-the-Road Overview Investor Presentation November 2018 1 Our OTR Service Offerings Disclaimer and Forward-Looking Statements Over-the-Road Overview Forward-Looking Statements This presentation (the
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Forward-Looking Statements
This presentation (the “Presentation”) contains forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, and such statements are subject to the safe harbor created by those sections and the Private Securities Litigation Reform Act of 1995, as amended. Such statements may be identified by their use of terms or phrases such as "expects," "estimates," "projects," "believes," "anticipates," "plans," "intends," “outlook,” “strategy,” “focus,” “continue,” “will,” “could,” “should,” “may,” and similar terms and phrases. In this presentation, such statements may include, but are not limited to, statements concerning: any projections of earnings, revenues, cash flows, capital expenditures, or other financial items; any statement of plans, strategies, or objectives for future operations; any statements regarding future economic or industry conditions or performance; and any statements of belief and any statements of assumptions underlying any of the foregoing. Forward-looking statements are based upon the current beliefs and expectations of our management and are inherently subject to risks and uncertainties, some of which cannot be predicted or quantified, which could cause future events and actual results to differ materially from those set forth in, contemplated by, or underlying the forward-looking statements. The following factors, among others, could cause actual results to differ materially from those in the forward-looking statements: general economic conditions, including inflation and consumer spending; political conditions and regulations, including future changes thereto; changes in tax laws or in their interpretations and changes in tax rates; future insurance and claims experience, including adverse changes in claims experience and loss development factors, or additional changes in management's estimates of liability based upon such experience and development factors that cause our expectations of insurance and claims expense to be inaccurate or
expenditures, including equipment purchasing and leasing plans and equipment turnover (including expected trade-ins); expected fleet age; future depreciation and amortization; changes in management’s estimates of the need for new tractors and trailers; future ability to generate sufficient cash from operations and obtain financing on favorable terms to meet our significant
volumes; future asset utilization; loss of one or more of our major customers; our ability to renew dedicated service offering contracts on the terms and schedule we expect; surplus inventories, recessionary economic cycles, and downturns in customers' business cycles; strikes, work slowdowns, or work stoppages at the Company, customers, ports, or other shipping related facilities; increases or rapid fluctuations in fuel prices, as well as fluctuations in surcharge collection, including, but not limited to, changes in customer fuel surcharge policies and increases in fuel surcharge bases by customers; interest rates, fuel taxes, tolls, and license and registration fees; increases in compensation for and difficulty in attracting and retaining qualified professional drivers and independent contractors; seasonal factors such as harsh weather conditions that increase operating costs; competition from trucking, rail, and intermodal competitors; regulatory requirements that increase costs, decrease efficiency, or reduce the availability of drivers, including revised hours-of-service requirements for drivers and the Federal Motor Carrier Safety Administration’s Compliance, Safety, Accountability program that implemented new driver standards and modified the methodology for determining a carrier’s Department of Transportation safety rating; future safety performance; our ability to reduce, or control increases in, operating costs; future third-party service provider relationships and availability; execution of the Company’s current business strategy or changes in the Company’s business strategy; the ability of the Company’s infrastructure to support future organic or inorganic growth; our ability to identify acceptable acquisition candidates, consummate acquisitions, and integrate acquired operations; and our ability to adapt to changing market conditions and technologies. Readers should review and consider these factors along with the various disclosures by the Company in its press releases, stockholder reports, and filings with the Securities and Exchange Commission. We disclaim any obligation to update or revise any forward-looking statements to reflect actual results or changes in the factors affecting the forward-looking information.
Non-GAAP Financial Measures
This Presentation also contains references to non-GAAP financial measures, including Adjusted Operating Ratio, Adjusted Operating Income, and Adjusted Net Income attributable to controlling interest. Management believes the use of non-GAAP measures assists investors and securities analysts in understanding the ongoing operating performance of the Company’s business by allowing more effective comparison between periods. The non-GAAP information provided in this Presentation is used by management and may not be comparable to similar measures disclosed by other companies, because of differing methods used by other companies in calculating Adjusted Operating Ratio, Adjusted Operating Income, and Adjusted Net Income attributable to controlling interest. The non-GAAP measures used in this Presentation have limitations as analytical tools, and you should not consider them in isolation or as substitutes for analysis of the Company’s results as reported under GAAP. Management compensates for these limitations by relying primarily on GAAP results and using non-GAAP financial measures on a supplemental basis. Refer to the Appendix section of this Presentation for definitions of Adjusted Operating Ratio, Adjusted Operating Income, and Adjusted Net Income attributable to controlling interest and reconciliations of those measures to the most directly comparable GAAP measures.
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Significant Transformation Underway to Drive Accelerated Margin Improvement and Earnings Growth
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Business Model Designed to Take Advantage of All Cycles Complimented By a Diverse Customer Base
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Leading North American Truckload Player with a Balanced Portfolio Enjoying Benefits of Scale
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Internal Improvements + Extended Cycle + Strengthening Balance Sheet = A Unique Growth Opportunity
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Strong Demand Environment Coupled with Significant Supply Constraints Point to a Prolonged Cycle
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‒ $1.5bn total operating revenue in FY 2017 ‒ ~6,900 tractors and ~16,000 trailers
maximize profitability
scalable IT infrastructure in place
features ‒ Approximate 2.5 year average tractor age
base of Fortune 500 companies
U.S. Xpress is a Leading Truckload Carrier... …Scaled for Success with Network Breadth & Depth…
Terminal (13) Drop Yard (35) Brokerage (5)
1000+ 500 - 1000 200 - 500 100 - 200 50 - 100 20 - 50 0 - 20 Population per Square Mile by State
96.8% 98.2% 94.5% 94.6% 9ME’17 9ME’18 3Q’17 3Q’18
…and Continued Financial Improvement
Adjusted Operating Ratio (1) (%)
USX Adjusted Operating Ratio
230 bps improvement 360 bps improvement
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Source: Federal Reserve, U.S. Census Bureau, Consumer Confidence, ISM Manufacturing Index
Despite output growth held back by Hurricane Florence, Industrial Production increased 0.3% in September
0.3%
Robust Macro Economic Drivers Support Freight Demand Momentum … Activity in the manufacturing sector remains strong in September per PMI index
59.8%
Strong U.S. retail sales YoY growth in September
4.7%
Consumer Confidence Index for September (+ 3.7pts MoM) … Coupled with Significant Supply Constraints Shippers’ increasing reliance on carriers of scale
industries
rate of order cancellations
138.4
Tight supply environment expected to prolong the cycle
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committed rates, lanes and volumes
contracts after the initial contract term
scale to compete for larger contracts
Over-the-Road (“OTR”) U.S. Xpress Able to Flex Business Mix to Take Advantage of All Cycles
without volume or capacity guarantees
imbalance and price volatility
market environments
contractual and spot markets
and broker excess freight to third-party carriers to provide customers with more solutions
aggregate volume to prioritize company margins
high ROIC
Dedicated Brokerage
2017 Revenue (Ex. FSC) Breakdown by Division (1) (%)
Benefit to Portfolio Recent Trends
54% 33% 12%
+5.0% YoY increase in revenue per tractor per week Q3(2)
+54.0% YoY revenue increase(2)
+12.0% YoY increase in revenue per tractor per week Q3(2)
Utilization was essentially flat despite continued support to Dedicated Division and Hurricane Florence.
Sequential increase in utilization and tractor count as initiatives grain traction with driver retention percentage.
Revenue increase was primarily the result of a rise in load count and higher fuel prices.
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Retail 34% Food & Beverage 18% E-Commerce and Packages 14% Manufacturing 10% Consumer Products 9% 3PL 5% Chemical 3% Paper & Packaging 3% Automotive 3% Other 1%
Customer Mix Relatively Balanced Through Seasonal and Cyclical Swings Long-Standing Blue Chip Customer Base Utilizing Multiple Service Offerings
2017 Customer Mix 8 of our Top 10 Customers use all 3 of our service offerings
Relationships with 8 of our Top 10 Customers exceed 15 years
Recognized service commitment including Procter & Gamble’s 2017 Carrier of the Year
Retail mix is weighted towards discount retail and consumer products
8 New culture focused on profitability & accountability Service Offering Diversification Era Transformation Era
2015 and On
1985 1994 2004 2007 2015 2016
Celebrated 30 years in business
Completed go private transaction
IPO ($254mm Total Revenue for FY 1995)
Deregulation & Market Share Era
Eric Fuller becomes President
Achieved $1.0bn in Total Revenue for FY 2004
Founded by Max Fuller and Pat Quinn (50 trucks)
Total Revenue grew from $11mm in 1986 to $758mm in 2000 Average Adj. OR: 93%
internal growth and acquisitions 1985–2000 Total Revenue grew from $772mm in 2001 to $1.4bn in 2015 Average Adj. OR: 98%
2000–2015
2017
Three key tactical initiatives commence
Total Revenue grew to $1.5bn in 2017 Q3 2018 Adj. OR: 94.5%
transformational initiatives
Entrepreneurial & “siloed” culture focused on top line growth
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Fleet Renewal and Maintenance Redesign Program Customer Service Leadership and Culture Transformation Pre- Transformation Freight Selection to Prioritize Our Assets Load Planning Fleet Management
Fleet Quality & Productivity Culture Tactical Execution
2014 2015 2016 2017 2018
1 2 3
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Title Industry Experience (yrs) Year Assumed Current Role Eric Fuller CEO & President 18 2015 (President) 2017 (CEO) Eric Peterson CFO 15 2015 Max Fuller Founder, Executive Chairman 46 1985
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both promoting internal high performers and drawing tenured industry experience from respected peers.
Experienced Executive Management Team … … Supported by a Deep Bench of Top Talent “Win the Week”
Culture of Enterprise-level Profitability
Foundation for Key Tactical Initiatives
Key Actions Key Actions
Initiated a major shift in culture Focus on managing by core metrics: Rate, Truck Count, Utilization, and Cost Reconfigured daily operations to hold all employees accountable for metrics within their control Linked compensation to core metrics
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Aligned tractor specifications and financing for 475,000 mile trade cycle and operational application
Brought maintenance in-house to improve repair time, reduce downtime and minimize future maintenance issues
Eliminated “silo” approach to our Brokerage platform to increase visibility between segments
Redesigned freight flow between Truckload and Brokerage with proprietary optimization system
Freight Selection to Prioritize Our Assets Fleet Renewal and Maintenance Redesign Program
Our Previous Freight Strategy Our Freight Allocation Redesign
Third-Party Carriers Our Assets Third-Party Carriers Our Assets 1 2
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Almost none of our tractors need maintenance repairs between regular preventative maintenance intervals
Maintenance cost per mile down vs. 2015
Reduced fleet downtime improves driver experience and opportunity for utilization
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Load Planning
Key Actions
Decreased Driver Turnover
Fleet Management Customer Service
Increased Network Visibility and Balance
Increased Driver Take- Home Pay
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Initiated in September 2017 for OTR fleet
Instituted an approach that plans loads by drivers’ hours
Extensive process & systems changes
Leveraged trailer-tracking technology Initiated pilot program in October 2017; rolling out to the remainder of the Solo and Team fleets during 2018 Redesigned workflow Emphasize proactive interactions to anticipate and fix issues for drivers Initiated in January 2018 Redesigned customer service model Assigned experts in managing freight flows in and out of regions One responsible party per market Average Revenue Miles per Tractor per Week (%)
Results
Ability to Increase Utilization While Industry Utilization Decreased
USX OTR Utilization YoY Growth Industry Utilization YoY Growth (1) Pre-Initiatives Early Results of Initiatives
(1.0%) 5.9% 4.7% 5.8% 0.60% (1.4%) (2.6%) (2.7%) (1.8%) Q1 - Q3 '17 vs. Q1 - Q3 '16 Q4 '17 vs. Q4 '16 Q1 '18 vs. Q1 '17 Q2 '18 vs. Q2 '17 Q3 '18 vs. Q3 '17 (5.8%)
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0.2% 0.5% 1.8% (0.1%) (2.0%) (2.3%) (1.0%) (0.9%) Q4 '17 vs. Q4 '16 Q1 '18 vs. Q1 '17 Q2 '18 vs. Q2 '17 Q3 '18 vs. Q3 '17
What’s To Come
… Has Enabled us to Grow Our Seated Truck Count While Industry Tractor Count Decreased Our Commitment to What Matters to Our Drivers …
Maximize Take-Home Pay Optimize Available Hours Full Ride Scholarship Dedicated & Attractive Lanes Robust Training Platform
Truck, Inc., Marten Transport, Ltd. and Knight Transportation, Inc. Trucking Segment (prior to 2017, the year of its merger with Swift Transportation Company)
USX Average Tractor YoY Growth Industry Average Tractor YoY Growth
… And Maximizing Their Take-Home Pay …
Average Tractors YoY Growth (%)
(1)
Load planning initiative has increased OTR utilization
Increased utilization increases a driver’s take- home pay without increasing cost per mile
Safe & Efficient Fleet
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97.5% 95.6% 97.4% 97.4% 94.6% 85.0% 90.0% 95.0% 100.0% 2014 2015 2016 2017 YTD 18 Continuing Financial Improvement
Adjusted Operating Ratio (1) (%) Upside Potential From Ongoing Transformation Initiatives and Extended Freight Market Strength 1 …With Additional Upside Opportunity 2 500+ bps Industry Operating Ratios expected to return to ~2015-cycle levels in the next ~18 months (2) ~89%
the Adjusted Operating Ratios represented in the chart
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Total Revenue (Excl. Fuel Surcharge) Adjusted Operating Income1 Adjusted Operating Ratio1 Adjusted Net Income1
1See GAAP to non-GAAP reconciliation in the Appendix
331,842 382,858 338,463 402,808 356,379 413,887 1,026,684 1,199,553
Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17 YTD 18
1,928 14,854 5,050 26,455 11,534 22,892 18,512 64,201
Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17 YTD 18
99.4% 96.1% 98.5% 93.4% 96.8% 94.5% 98.2% 94.6%
Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17YTD 18 330 bps 510 bps 230 bps 360 bps
(4,432) 1,159 (6,977) 11,285 (675) 16,129 (12,084) 28,573
Q1-17 Q1-18 Q2-17 Q2-18 Q3-17 Q3-18 YTD 17 YTD 18
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Average Revenue per Loaded Mile ($)
$1.94
Q2 2017 Q2 2018
$2.16 6,205 6,201
Average Revenue Miles per Tractor per Week (#)
1,802 1,839
Average Tractors (#)
Continued Momentum
Rate Tractor Count Utilization
Recent Operating Metrics Illustrative Sensitivity
Each 1% movement in rate per mile ($0.02) will have a ~$10 million impact on annual net income(1) Each 1% movement in average tractors (~65 tractors) will have a ~$3 million impact on annual net income(2) Each 1% movement in revenue miles per tractor per week will have a ~$3 million impact on annual net income(3) Rate environment is robust and expected to persist Full roll-out of our Fleet Management initiative Marginal reduction in driver turnover has material impact on seated tractor growth Utilization impacted by a change in customer shipping patterns in the Dedicated Division Rate increases negotiated July 2018 3Q’17 3Q’18 3Q’17 3Q’18 3Q’17 3Q’18
contribution margin
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Increased utilization improves driver
take-home pay without increased driver wage per mile
Hired a VP of Procurement and launched
a formal program in Q2 2018
Recent 7% headcount reduction of non-
driving personnel created efficiencies
To complete installation of event recorders
in Q2 2018
Expected to reduce insurance costs and
litigation fees
Maintenance
Stringent preventative maintenance
program
Zero tolerance for exceptions
Driver Wages
Procurement Overhead Efficiencies
Effective fuel surcharge program in place Recent elimination of fuel hedging
program & costs
Fuel Enhanced Safety / Insurance
The Company Is Focused On Managing Its Fixed And Variable Costs
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Debt reduction as result of IPO proceeds combined with June 2018 refinancing decreased annual interest expense by approximately $30.0 million(3)
Focused on continuing to strengthen our balance sheet and reducing our leverage ratio which will further position us for future opportunities as they arise
Capitalization Table with Cost of Debt Capitalization September 30, 2018 Cost of Debt
($ in thousands)
Balance Percent of Capitalization Interest Rate
Cash and cash equivalents $ 6,110 Funded Debt Credit Facility - Term Loan1 197,500 18.2% 4.34% 2.14% Credit Facility - Revolver1
4.34% 0.00% Equipment debt2 173,371 16.0% 4.68% 2.03% Real estate debt 19,349 1.8% 6.81% 0.35% Miscellaneous debt2 10,207 0.9% 3.25% 0.08% Total Funded Debt $ 400,427 36.9% 4.60% Stockholders Equity3 $ 684,439 63.1% Total Capitalization $ 1,084,866 100.0%
margins range from 1.75-2.50%. As of 9/30/18 the margin is 2.25%.
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platform
fleet
Leading Truckload Carrier
supply / demand imbalance and price volatility
exposure to ~10%
persist
Portfolio Mix & Industry Tailwinds
in core metrics
from full roll-out of tactical initiatives
from increased driver retention
savings
Transformation Initiatives
conservative leverage profile
savings
strategy
long-term planning
Balance Sheet Strength
Accelerating Profitability Growth
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Dedicated Average revenue per tractor per week1 $ 3,791 $ 3,612 $ 179 Average revenue per mile $ 2.281 $ 2.068 $ 0.213
1,662 1,747 (85) Average tractors2 2,690 2,440 250
Commentary Operating Statistics
Consolidated Average revenue per tractor per week1 $ 3,885 $ 3,564 $ 321 Average revenue per mile $ 2.156 $ 1.938 $ 0.218
1,802 1,839 (37) Average tractors2 6,201 6,205 (4) Three Months Ended September 30, Over the road 2018 2017 Change Average revenue per tractor per week1 $ 3,957 $ 3,533 $ 424 Average revenue per mile $ 2.072 $ 1.861 $ 0.211
1,910 1,898 12 Average tractors2 3,511 3,765 (254) Brokerage Brokerage revenue $ 65,060 $ 42,255 $ 22,805 Gross margin % 13.6% 13.7% (0.1%) Load count 42,891 36,929 5,962
1.Excluding fuel surcharge revenue 2.Average tractors exclude tractors in Mexico
Over the Road
year as a result of an 11.3% increase in rate per mile Dedicated
as result of contract rate increases and freight mix changes which lowered utilization Consolidated
changes in the near term Brokerage
basis drove revenues
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Non-GAAP Reconciliation – Adjusted Operating Income and Adjusted Operating Ratio (unaudited) Twelve Months Ended December 31, Three Months Ended September 30, Nine Months Ended September 30, (in thousands) 2017 2016 2015 2018 2017 2018 2017 GAAP Presentation: Total revenue $ 1,555,385 $ 1,451,205 $ 1,541,103 $ 460,227 $ 390,126 $ 1,335,693 $ 1,124,152 Total operating expenses (1,526,777) (1,423,474) (1,493,490) (437,335) (378,592) (1,277,929) (1,108,001) Income from operations $ 28,608 $ 27,731 $ 47,613 $ 22,892 $ 11,534 $ 57,764 $ 16,151 Operating ratio 98.2% 98.1% 96.9% 95.0% 97.0% 95.7% 98.6% Non-GAAP Presentation Total revenue $ 1,555,385 $ 1,451,205 $ 1,541,103 $ 460,227 $ 390,126 $ 1,335,693 $ 1,124,152 Fuel surcharge (138,212) (103,182) (144,668) (46,340) (33,747) (136,140) (97,468) Revenue, net of fuel surcharge 1,417,173 1,348,023 1,396,435 413,887 356,379 1,199,553 1,026,684 Total operating expenses 1,526,777 1,423,474 1,493,490 437,335 378,592 1,277,929 1,108,001 Adjusted for: Fuel surcharge (138,212) (103,182) (144,668) (46,340) (33,747) (136,140) (97,468) Fuel purchase arrangements (8,424) (7,983) (13,369)
IPO-related costs1
1,380,141 1,312,309 1,335,453 390,995 344,845 1,135,352 1,008,172 Adjusted operating income $ 37,032 $ 35,714 $ 60,982 $ 22,892 $ 11,534 $ 64,201 $ 18,512 Adjusted operating ratio 97.4% 97.4% 95.6% 94.5% 96.8% 94.6% 98.2%
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Non-GAAP Reconciliation - Adjusted Net Income (unaudited) Twelve Months Ended December 31, Three Months Ended September 30, Nine Months Ended September 30, (in thousands, except per share data) 2017 2016 2015 2018 2017 2018 2017 GAAP: Net (loss) income attributable to controlling interest $ (4,060) $ (16,524) $ 4,102
$ 16,129 $ (675) $ 17,903 $ (13,559)
Adjusted for: Income tax benefit (17,187) (8,448) (209)
1,679 (1,008) 1,081 (7,203)
Income before income taxes attributable to controlling interest $ (21,247) $ (24,972) $ 3,893
$ 17,808 $ (1,683) $ 18,984 $ (20,762)
Fuel purchase arrangements 8,424 7,983 13,369
Debt extinguishment costs in conjunction with IPO1
(12,823) (16,989) 17,262
17,808 (1,683) 33,174 (18,401)
Adjusted income tax provision (benefit) (14,028) (5,438) 4,791
1,679 (1,008) 4,601 (6,317)
Non-GAAP: Adjusted net income (loss) attributable to controlling interest $ 1,205 $ (11,551) $ 12,471
$ 16,129 $ (675) $ 28,573 $ (12,084)
1 In connection with the IPO, we paid off our existing term debt and recognized early extinguishment of debt and certain prepayment penalties.