Our OTR Service Offerings Over-the-Road Overview
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Investor Presentation May 2019 1 Our OTR Service Offerings - - PowerPoint PPT Presentation
Our OTR Service Offerings Over-the-Road Overview Investor Presentation May 2019 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”) by U.S. Xpress Enterprises, Inc. (the “Company”) 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 otherwise impacts our results; impact of pending or future legal proceedings; future market for used revenue equipment and real estate; future revenue equipment prices; future capital 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 ongoing capital requirements; our ability to maintain compliance with the provisions of our credit agreement; expected freight environment, including freight demand, rates, capacity, and 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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Continuing Investment in Technology to Increase Momentum on Initiatives Focused on Driver Satisfaction and a Frictionless Order
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Significant Transformation Underway to Drive Accelerated Margin Improvement and Earnings Growth
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Leading North American Truckload Player with a Balanced Portfolio Enjoying Benefits of Scale
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Internal Improvements + Strengthening Balance Sheet = A Unique Growth Opportunity
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Business Model Designed to Take Advantage of All Cycles Complemented by a Diverse Customer Base
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‒ $1.8bn total operating revenue in FY 2018 ‒ ~6,600 tractors and ~15,000 trailers
maximize profitability
features ‒ ~ 2.2 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
96.1% 97.4% 95.7% 94.1% FY’17 FY’18 1Q’18 1Q’19
…and Continued Financial Improvement
Adjusted Operating Ratio (1) (%)
USX Adjusted Operating Ratio1
40 bps improvement 330 bps improvement
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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”)
Evolution of Dedicated Portfolio in 2018 Yielded an approximate 12% Increase in Revenue per Tractor Compared to the Prior Year
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
2018 Revenue (Ex. FSC) Breakdown by Division (1) (%)
Benefit to Portfolio Recent Trends
51% 32% 15%
+11.8% YoY increase in revenue per tractor per week Q1(2)
+18.9% YoY increase in
6.1% YoY decrease in average revenue per tractor per week in Q1(2)
Impacted by weather conditions, the transition
and the less favorable freight environment
The increase in utilization was primarily driven by the Company’s growth initiatives and improved execution.
Revenue decrease was more than offset by higher gross margin and sourcing third party capacity more efficiently.
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Retail 34% Food & Beverage 20% E-Commerce and Packages 14% Manufacturing 10% Consumer Products 9% 3PL 5% Paper & Packaging 3% Chemical 3% Automotive 3% Other 1%
Customer Mix Relatively Balanced Through Seasonal and Cyclical Swings Long-Standing Blue Chip Customer Base Utilizing Multiple Service Offerings
2018 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
Our top 50 customers represent 81% of our 2018 revenue
Retail mix is weighted towards discount retail and consumer products
7 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 $1.8bn in 2018 2018 Adj. OR: 94.1%
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
Going Initiatives
2014 2015 2016 2017 2018
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2019 Frictionless Order
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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 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 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 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
Outperformed Industry Peer Utilization Trends
USX OTR Utilization YoY Growth Industry Utilization YoY Growth (1) Pre-Initiatives Results of Initiatives
5.9% 4.7% 5.8% 0.6%
Q1 - Q3 '17 vs. Q1
Q4 '17 vs. Q4 '16 Q1 '18 vs. Q1 '17 Q2 '18 vs. Q2 '17 Q3 '18 vs. Q3 '17 Q4 '18 vs. Q4 '17 Q1 '19 vs. Q1 '18
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100% Frictionless Order
Capitalizing on Digital Technologies to Create Competitive Advantages and Position U.S. Xpress as an Industry Leader Advance the Company’s technology initiatives focused on:
Eliminate the friction, frustration, and cost associated with “manual gates” and data entry Objectives:
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What’s To Come
… Has Enabled Us to Keep a Stable Truck Count in a Challenging Driver Market
Our Commitment to What Matters to Our Drivers…
Maximize Take-Home Pay Optimize Available Hours Full Ride Scholarship Dedicated & Attractive Lanes Robust Training Platform Safe & Efficient Fleet
Average Tractor Count
Redesigned Development Center(s)
6,190 6,205 6,300 6,245 6,299 6,201 6,295 6,275 Q2-17 Q3-17 Q4-17 Q1-18 Q2-18 Q3-18 Q4-18 Q1-19
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97.5% 95.6% 97.4% 97.4% 94.1% 93.0% 98.0% 2014 2015 2016 2017 2018 Continuing Financial Improvement
Adjusted Operating Ratio (1) (%) We believe our ongoing initiatives provide us with significant opportunity to continue to improve our Adjusted Operating Ratio1 over time
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Adjusted Operating Income1 Adjusted Operating Ratio1 Adjusted Net Income1
1See GAAP to non-GAAP reconciliation in the Appendix
Total Revenue (Excl. Fuel Surcharge)
5,050 26,455 11,534 22,892 18,520 31,835 14,854 16,038
Q2-17 Q2-18 Q3-17 Q3-18 Q4-17 Q4-18 Q1-18 Q1-19 338,463 402,808 356,378 413,887 390,489 422,530 382,858 375,312 Q2-17 Q2-18 Q3-17 Q3-18 Q4-17 Q4-18 Q1-18 Q1-19
98.5% 93.4% 96.8% 94.5% 95.3% 92.5% 96.1% 95.7%
Q2-17 Q2-18 Q3-17 Q3-18 Q4-17 Q4-18 Q1-18 Q1-19
510 bps 230 bps 280 bps 40 bps
(6,977) 11,285 (675) 16,129 879 19,494 1,159 7,312
Q2-17 Q2-18 Q3-17 Q3-18 Q4-17 Q4-18 Q1-18 Q1-19
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Average Revenue per Loaded Mile ($)
$2.05 $2.13
Q3 2017 Q3 2018
6245 6275
Average Revenue Miles per Tractor per Week (#)
1814 1768
Average Tractors (#)
Commentary
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) Current expectations for mid- single digit contract rate growth for 2019 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 Q1’18 Q1’19 Q1’18 Q1’19 Q1’18 Q1’19
contribution margin
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Redesigned competency based training
program designed to provide drives with enhanced skills and abilities
Formally launched in 2018 Savings being realized department
matures and as culture evolves
Disposition of U.S.-Mexico cross boarder
business in January 2019 will result in an approximate 3% reduction in non-driver headcount and will reduce other fixed
Opportunities to reduce insurance costs
and litigation fees through continued focus
in event recorders
Maintenance
Stringent preventative maintenance
program
Zero tolerance for exceptions
Driver Training
Procurement Overhead Efficiencies
Effective fuel surcharge program in place
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 $30.0 million
Focused on continuing to strengthen our balance sheet and reducing our leverage ratio which will further position us for future opportunities as they arise
($ in thousands)
Balance Percent of Capitalization Interest Rate
Interest Rate Cash and cash equivalents 2,095 $ Funded Debt Credit Facility - Term Loan
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192,500 26.2% 47.0% 4.75% 2.23% Credit Facility - Revolver
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0.0% 0.00% 0.00% Equipment debt
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193,406 26.3% 47.3% 4.90% 2.32% Real estate debt 18,715 2.5% 4.6% 6.75% 0.35% Miscellaneous debt
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4,546 0.6% 1.1% 3.25% 0.04% Total Funded Debt 409,166 $ 55.6% 100.0% 4.93% Stockholders Equity
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326,475 $ 44.4% Total Capitalization 735,641 $ 100.0%
margins range from 1.75-2.50%. As of 3/31/19 the margin is 2.25%.
Capitalization Table with Cost of Debt Capitalization March 31, 2019 Cost of Debt
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Continuing Investment in Technology to Increase Momentum on Initiatives Focused on Driver Satisfaction and a Frictionless Order
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Significant Transformation Underway to Drive Accelerated Margin Improvement and Earnings Growth
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Leading North American Truckload Player with a Balanced Portfolio Enjoying Benefits of Scale
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Internal Improvements + Strengthening Balance Sheet = A Unique Growth Opportunity
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Business Model Designed to Take Advantage of All Cycles Complemented by a Diverse Customer Base
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Commentary Operating Statistics
1.Excluding fuel surcharge revenue
Over-the-Road
U.S.-Mexico cross border investment, weather, and increased supply pressuring the spot market Dedicated
business and to focus growth on higher performing accounts Consolidated
Dedicated division partially offset by temporary headwinds in our Over the Road division Brokerage
available capacity relative to our customers’ demands
Dedicated Average revenue per tractor per week1 $3,961 $3,544 $417 Average revenue per mile $2.337 $2.183 $0.154
1,695 1,623 72 Average tractors 2,658 2,623 35 Consolidated Average revenue per tractor per week1 $3,762 $3,721 $41 Average revenue per mile $2.128 $2.051 $0.077
1,768 1,814 (46) Average tractors 6,275 6,245 30 Three Months Ended March 31, Over the road 2019 2018 Change Average revenue per tractor per week1 $3,616 $3,850 ($234) Average revenue per mile $1.985 $1.972 $0.013
1,822 1,952 (130) Average tractors 3,617 3,622 (5) Brokerage Brokerage revenue $46,244 $54,541 ($8,297) Gross margin % 17.5% 14.0% 3.5% Load count 33,819 39,250 (5,431)
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Non-GAAP Reconciliation - Adjusted Operating Income and Adjusted Operating Ratio (unaudited) Quarter Ended March 31, (in thousands) 2019 2018 GAAP Presentation: Total revenue 415,363 $ 425,708 $ Total operating expenses (402,725) (410,854) Operating income 12,638 $ 14,854 $ Operating ratio 97.0% 96.5% Non-GAAP Presentation: Total revenue 415,363 $ 425,708 $ Fuel surcharge (40,051) (42,850) Revenue, excluding fuel surcharge 375,312 382,858 Total operating expenses 402,725 410,854 Adjusted for: Fuel surcharge (40,051) (42,850) Mexico transition costs (3,400)
359,274 368,004 Adjusted operating income 16,038 $ 14,854 $ Adjusted operating ratio 95.7% 96.1%
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Non-GAAP Reconciliation - Truckload Adjusted Operating Income and Adjusted Operating Ratio (unaudited) Quarter Ended March 31, (in thousands) 2019 2018 Truckload GAAP Presentation: Truckload revenue 369,119 $ 371,167 $ Truckload operating expenses (359,277) (358,664) Truckload operating income 9,842 $ 12,503 $ Truckload operating ratio 97.3% 96.6% Truckload Non-GAAP Presentation: Truckload revenue 369,119 $ 371,167 $ Fuel surcharge (40,051) (42,850) Revenue, excluding fuel surcharge 329,068 328,317 Truckload operating expenses 359,277 358,664 Adjusted for: Fuel surcharge (40,051) (42,850) Mexico transition costs1 (3,400)
315,826 315,814 Truckload adjusted operating income 13,242 $ 12,503 $ Truckload adjusted operating ratio 96.0% 96.2%
1 During the first quarter, we incurred expenses related to the exit of our Mexico business totaling $3,400.
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Non-GAAP Reconciliation - Adjusted Net Income and EPS (unaudited) Quarter Ended March 31, (in thousands, except per share data) 2019 2018 GAAP: Net income attributable to controlling interest 4,721 $ 1,159 $ Adjusted for: Income tax provision 1,901 593 Income before income taxes attributable to controlling interest $ 6,622 $ 1,752 Mexico transition costs
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3,400
10,022 1,752 Adjusted income tax provision 2,710 593 Non-GAAP: Adjusted net income attributable to controlling interest 7,312 $ 1,159 $ GAAP: Earnings per diluted share 0.10 $ 0.18 $ Adjusted for: Income tax provision attributable to controlling interest 0.04 0.09 Income before income taxes attributable to controlling interest 0.13 $ 0.27 $ Mexico transition costs 0.07
0.20 0.27 Adjusted income tax provision 0.05 0.09 Non-GAAP: Adjusted net income attributable to controlling interest 0.15 $ 0.18 $
1 During the first quarter, we incurred expenses related to the exit of our Mexico business totaling $3,400.