1 New York Investor Meeting February 9, 2006 Forward-lookingForward-looking StatementStatement DisclaimerDisclaimer

Today’s presentations and discussions will contain forwarding-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “expects,” “believes,” “anticipates,” “intends,” estimates,” or similar expressions are intended to identify these forward-looking statements. These statements are based on Swift Transportation’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 about these risks and uncertainties, please refer to Swift Transportation’s reports and filings with the Securities and Exchange Commission.

3 PresentationPresentation SummarySummary

ff WelcomeWelcome && OverviewOverview Bob Bob Cunningham,Cunningham, CEOCEO andand PresidentPresident ff SalesSales Mark Mark Martin,Martin, ExecutiveExecutive ViceVice PresidentPresident ff NetworkNetwork ManagementManagement Jeff Jeff Riley,Riley, ExecutiveExecutive ViceVice PresidentPresident ff OperationsOperations Richard Richard Stocking,Stocking, ExecutiveExecutive ViceVice PresidentPresident ff BreakBreak ff IntermodalIntermodal Mark Mark Young,Young, EVPEVP IntermodalIntermodal ff SummarySummary andand GoalsGoals Bob Bob Cunningham,Cunningham, CEOCEO andand PresidentPresident &&

GlynisGlynis Bryan, Bryan, ExecutiveExecutive ViceVice PresidentPresident andand CFOCFO ff QuestionsQuestions && AnswersAnswers ff LunchLunch withwith ManagementManagement TeamTeam

4 StrongStrong ManagementManagement TeamTeam

Bob Cunningham President and CEO

Glynis Bryan Jeff Riley Richard Stocking Mark Martin EVP and CFO EVP – Western Region EVP – Central Region EVP – Eastern Region

Sam Cowley Steve Attwood Barbara Kennedy Michele Calbi EVP and General Vice President Vice President Vice President Counsel

Mark Young Bob Lyman Mike Ruchensky EVP - Intermodal VP Mexico Operations VP – CIO

Seasoned management team highly focused on operational improvements

5 CompanyCompany HistoryHistory

ffFoundedFounded inin 19661966 withwith 11 trucktruck inin Phoenix,Phoenix, AZAZ ffLargestLargest publiclypublicly tradedtraded truckloadtruckload transportationtransportation companycompany ƒƒ ApproximatelyApproximately 18,00018,000 tractors,tractors, 52,00052,000 trailerstrailers andand 20,00020,000 driversdrivers ffHistoryHistory ofof strongstrong growthgrowth ƒƒ 22%22% CAGRCAGR inin revenuerevenue sincesince 19901990 IPOIPO ƒƒ 20%20% CAGRCAGR inin netnet earningsearnings sincesince IPOIPO ffComprehensiveComprehensive NorthNorth AmericanAmerican serviceservice networknetwork ƒƒ OrganizedOrganized regionallyregionally utilizingutilizing decentralizeddecentralized managementmanagement structurestructure ƒƒ 3333 majormajor terminalsterminals inin thethe USUS andand MexicoMexico ffRecentlyRecently announcedannounced expansionexpansion ofof IntermodalIntermodal businessbusiness withwith acquisitionacquisition ofof 5,3005,300 containerscontainers

6 $600$600 BillionBillion TruckloadTruckload MarketMarket

Truckload Industry $620 Billion* in Revenue for 2005 Top Truckload Carriers ($ in millions) 2005 Company Revenue

$300B 1. Schneider National $3,500 2. Swift Transportation 3,197 $320B 3. J.B. Hunt 3,128 4. Landstar System 2,518 5. Werner Enterprises 1,972 6. U.S. Xpress Enterprises 1,164 For-Hire Truckload Private Fleet Truckload 7. Covenant Transport 643 8. Knight Transportation 567 9. Heartland Express 524 10. Celadon 437 Total of Top 10 $17,650 2.8%

*Estimated based on ATA Reported 2004 numbers of $600B with 3% growth

7 TruckloadTruckload IndustryIndustry DynamicsDynamics

CostCost PressuresPressures ffDriverDriver ShortageShortage Disadvantages ƒƒ DriverDriver WagesWages ƒƒ RecruitmentRecruitment CostsCosts ƒƒ TrainingTraining ExpensesExpenses Pressure on OR ffFuelFuel CostsCosts ƒƒ UnpredictableUnpredictable spikesspikes ffEPAEPA CompliantCompliant EnginesEngines ƒƒ EquipmentEquipment CostCost ƒƒ FuelFuel EfficiencyEfficiency Advantages ƒƒ UltraUltra LowLow SulfurSulfur FuelFuel ffHoursHours ofof ServiceService RulesRules Tight Capacity ffInsuranceInsurance Private Fleet Conversions

8 MarketMarket EnvironmentEnvironment

Favorable Advantages of Current Market + Environment for Cost Pressures Characteristics = Large TL Carriers

Tight Capacity Strong GDP Leverage to Increase Rates and Private Fleet Increasing Imports Fuel Surcharge to Conversions from Pacific Rim Cover Costs Shippers Need Ability to be More Large Carriers Selective with Freight

9 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

Top Line Growth Bottom Line Growth ffTruckTruck growthgrowth whilewhile ffIncreaseIncrease raterate andand fuelfuel productivityproductivity perper tractortractor waswas surchargesurcharge revenuesrevenues belowbelow peerspeers ffIncreaseIncrease utilizationutilization andand ffFlatFlat operatingoperating ratioratio increaseincrease returnreturn onon equipmentequipment ffReduceReduce deadheaddeadhead ffCostCost containmentcontainment ffAccountabilityAccountability

10 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

All Freight is Good Freight Network Management

ffIfIf thethe trucktruck waswas moving,moving, wewe ffPrioritization/optimizationPrioritization/optimization werewere happyhappy toolstools ffAcceptedAccepted loadsloads thatthat werewere ffMicromapMicromap notnot optimaloptimal forfor ourour networknetwork ffBalancedBalanced loadsloads withwith priceprice andand traffictraffic laneslanes andand fitfit ffAcceptedAccepted loadsloads thatthat werewere notnot adequatelyadequately pricedpriced

11 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

Trucks, More Trucks Active Fleet Management ffExcessiveExcessive emphasisemphasis onon ffManagingManaging fleetfleet sizesize throughthrough fleetfleet growthgrowth troughstroughs andand peakspeaks inin demanddemand ffAcquiredAcquired truckstrucks inin slowslow periodsperiods ffMinimalMinimal newnew truckstrucks inin thethe firstfirst quarterquarter ffProactiveProactive tradetrade cyclecycle

12 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

Unrelated Service Core, Complementary Offerings Businesses ffAutohaulAutohaul ffSoldSold AutohaulAutohaul April April 20052005 ffTruckTruck DeliveryDelivery ffSoldSold thethe assetsassets ofof TruckTruck DeliveryDelivery JanJan 20062006 ffGrowthGrowth inin DedicatedDedicated ffGrowthGrowth inin IntermodalIntermodal ffGrowthGrowth inin MexicoMexico

13 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

Bulk Fueling Smart Fueling ffGoalGoal toto purchasepurchase ffOpti-stopOpti-stop exclusivelyexclusively fromfrom SwiftSwift bulkbulk ffIdleIdle fuelfuel initiativesinitiatives facilitiesfacilities ƒƒ Out-of-routeOut-of-route mileagemileage ffFuelFuel savingsaving initiativesinitiatives ƒƒ MoreMore expensiveexpensive inin somesome ƒƒ In-cabIn-cab heatersheaters locationslocations ƒƒ APU’sAPU’s ƒƒ TrailerTrailer configurationsconfigurations

14 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

Heavy Brick & Mortar Terminal Network Review ffExcessiveExcessive facilitiesfacilities ffClosedClosed twotwo terminalsterminals ––Pueblo, Pueblo, ColoradoColorado ffUnnecessaryUnnecessary costscosts ––Willows, Willows, CaliforniaCalifornia ffClosedClosed Corsicana,Corsicana, TXTX shopshop ffOptimizedOptimized serviceservice hourshours atat eacheach terminalterminal locationlocation ffOn-goingOn-going facilityfacility reviewreview andand rationalizationrationalization

15 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

5-Year Truck Life 4-Year Truck Life ffOlderOlder fleetfleet ffOperationalOperational tractortractor fleetfleet ageage ofof 2.32.3 yearsyears goinggoing downdown ffHigherHigher maintenance cost ffLowerLower maintenancemaintenance costscosts ffUnhappyUnhappy driversdrivers ffImprovedImproved driverdriver satisfactionsatisfaction

16 TheThe OldOld SwiftSwift The The NewNew SwiftSwift FocusFocus

ffTopTop LineLine GrowthGrowth ffBottomBottom LineLine GrowthGrowth ffAllAll FreightFreight isis GoodGood FreightFreight ffNetworkNetwork ManagementManagement ffTrucks,Trucks, MoreMore TrucksTrucks ffActiveActive FleetFleet ManagementManagement ffUnrelatedUnrelated ServiceService OfferingsOfferings ffCore,Core, ComplementaryComplementary BusinessBusiness ffBulkBulk FuelingFueling ffSmartSmart FuelingFueling ffHeavyHeavy BrickBrick && MortarMortar ffTerminalTerminal NetworkNetwork ReviewReview ff5-year5-year TruckTruck LifeLife ff4-year4-year TruckTruck LifeLife

17 2005 Recap 20052005 SuccessesSuccesses

ffSolidifiedSolidified newnew operationaloperational modelmodel

19 RegionalRegional ManagementManagement TeamTeam

Bob Cunningham President and CEO

Jeff Riley Richard Stocking Mark Martin EVP – Western Region EVP – Central Region EVP – Eastern Region Network Mgmt Lead Operations Mgmt Lead Sales Lead

Open David Bowers Tim Guin Sales Sales - West Sales - Central Sales – East Mark Martin

Jim Fitzsimmons Larry Johnson Tom Slater Network Network Mgmt Network Mgmt Network Mgmt Mgmt Jeff Riley Robert VanEaton Dale Cooley Tom Farrell Network Mgmt Network Mgmt Network Mgmt

Operations Richard Pete Greenfield Mike Jackson Ken Runnels Stocking Operations Mgmt Operations Mgmt Operations Mgmt

20 20052005 SuccessesSuccesses

ffSolidifiedSolidified newnew operationaloperational modelmodel ffFocusFocus onon bottom-linebottom-line wellwell establishedestablished ffSuccessfullySuccessfully offsetoffset recordrecord fuelfuel pricesprices withwith effectiveeffective surchargesurcharge programprogram ffDevelopedDeveloped andand refinedrefined manymany newnew toolstools ƒƒ PrioritizationPrioritization ToolsTools ƒƒ Opti-StopOpti-Stop ƒƒ MetricsMetrics Manager,Manager, etc.etc.

21 20052005 SuccessesSuccesses (Cont.)(Cont.) ffReducedReduced thethe fleetfleet andand managedmanaged thethe significantsignificant tradetrade volumevolume ffImplementedImplemented trailertrailer trackingtracking technologytechnology ƒƒ RevenueRevenue sourcesource inin 20062006 ffExpandedExpanded IntermodalIntermodal productproduct lineline ƒƒ KeyKey growthgrowth areaarea forfor 20062006 ffEstablishedEstablished 44 newnew driverdriver trainingtraining academiesacademies ffImprovedImproved keykey metricsmetrics

22 StrengtheningStrengthening RateRate byby QuarterQuarter Revenue per Loaded Mile (RPLM) Excluding Fuel Surcharge Revenue

$1.650 Sale of Autohaul $1.627 $1.600 $1.580 $1.558 $1.566 $1.546 $1.550 $1.514 $1.519 $1.499 $1.500 $1.484

$1.450

$1.400 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2003 2004 2004 2004 2004 2005 2005 2005 2005

Year over year fourth quarter improvement of ~7 cents

23 RevenueRevenue perper LoadedLoaded MileMile –– Q4 Q4 20052005

Revenue per Loaded Mile (excl. FSR) Change in RPLM Quarter Ended December 31, 2005 Year over Year Q4 2005

$0.140 $1.950 $0.12 $1.870 $0.120 $0.11 $1.850 $0.10 $0.09 $1.739 $0.100 $1.750 $1.709 $1.658 $0.080 $0.07 $1.627 $1.650 $0.060 $0.05 $1.548 $1.550 $0.040 $0.020 $1.450 $- $1.350 Hunt US Knight Werner Swift Covenant Hunt US Xpress Knight Werner Swift Covenant Xpress

Yet, our competitors made more progress

24 RevenueRevenue perper LoadedLoaded MileMile –– Full Full YearYear 20052005

Revenue per Loaded Mile (excl. FSR) Change in RPLM YTD December 31, 2005 YTD Dec Compared to Prior Year YTD

$1.800 $0.140 $1.756 $1.750 $0.120 $0.112 $0.108 $0.107 $0.102 $1.700 $1.654 $0.100 $0.098 $1.650 $1.609 $1.595 $1.579 $0.080 $1.600 $0.056 $1.550 $1.507 $0.060 $1.500 $0.040 $1.450 $0.020 $1.400 $1.350 $- US Knight Covenant Hunt Werner Swift $1.300 Xpress Hunt Knight Werner US Xpress Swift Covenant

And the story is similar for the full year average

25 UtilizationUtilization ImprovementsImprovements ContinueContinue

Weekly Loaded Truck Miles

2,000 1,944 1,950 1,931 1,912 1,912 1,902 1,893 1,900 1,864 1,844 1,859 1,850 1,822 1,800 1,777 1,760 1,750

1,700

1,650

1,600 Q1 Q2 Q3 Q4 2003 2004 2005

Our weekly loaded miles per truck reached new highs in the fourth quarter

26 UtilizationUtilization –– Q4 Q4 20052005 vsvs Competitors Competitors

Weekly Loaded Truck Miles Change in Weekly Loaded Truck Miles Quarter Ended December 31, 2005 Year over Year Q4 2005

2,200 2,125 65 2,150 52 2,100 45 2,050 2,024 25 2,000 1,944 1,941 5 1,950 (15) Swift Knight Hunt Werner Covenant US Xpress 1,900 (5) (35) (7) 1,850 1,815 (40) 1,800 1,776 (55) (40) 1,750 (75) (76) 1,700 (95) Covenant Werner Swift Knight US Xpress Hunt

Our loaded truck miles are moving in the right direction

27 UtilizationUtilization –– Full Full YearYear 20052005 vs.vs. CompetitorsCompetitors

Weekly Loaded Truck Miles Change in Weekly Loaded Truck Miles YTD December 31, 2005 YTD Dec Compared to Prior Year YTD

2,200 60 2,150 40 2,100 2,042 10 2,050 2,005 2,000 Swift Hunt Werner US Xpress Knight Covenant (40) (30) 1,950 (33) 1,909 1,907 1,902 (37) (45) 1,900 (90) 1,850 1,800 1,761 (140) 1,750 (150) 1,700 (190) Werner Covenant Knight Swift US Xpress Hunt

For the full year, we are the only company to improve, but the bar is still high

28 DecreasingDecreasing EmptyEmpty MilesMiles YearYear overover YearYear Deadhead Percentage Empty Miles as a Percent of Total Miles

15.0% 14.7% 14.5% 14.0% 13.8% 13.4% 13.5% 13.3% 13.3% 13.1% 12.9% 13.0% 12.6% 12.5% 12.5% 12.0% 12.0% 11.6% 11.6% 11.5% 11.0% 10.5% 10.0% Q1 Q2 Q3 Q4

2003 2004 2005

Our deadhead percentage continues to improve year over year

29 Deadhead–Deadhead– Q4 Q4 20052005 vsvs Competitors Competitors

Deadhead Percentage Change in Deadhead Quarter Ended December 31, 2005 Year over Year Q4 2005

14.0% 2.0% 12.7% 13.0% 1.5% 12.0% 1.5% 11.6% 12.0% 11.2% 11.2% 11.0% 1.0% 0.8% 10.0% 9.0% 0.5% 9.0% 0.0% 0.0% 8.0% Swift Knight US Xpress Covenant Hunt Werner 7.0% -0.5% -0.6% -0.2% 6.0% -1.0% -0.9% 5.0% Covenant US Xpress Knight Swift Hunt Werner -1.5%

We are making progress

30 DeadheadDeadhead –– Total Total YearYear 20052005 vsvs Competitors Competitors

Deadhead Percentage Change in Deadhead YTD December 31, 2005 YTD Dec Compared to Prior Year YTD

13.0% 1.0% 0.9% 0.9% 12.1% 12.2% 11.7% 12.0% 0.8% 10.8% 11.1% 0.6% 0.5% 11.0% 9.9% 0.4% 0.1% 0.2% 10.0% 0.2% 9.0% 0.0% 8.0% -0.2% Swift US Xpress Knight Hunt Werner Covenant -0.4% 7.0% -0.6% 6.0% -0.8% -0.7% 5.0% -1.0% Covenant Hunt US Xpress Knight Swift Werner

We are the only major company to make progress year over year, but we have room to improve

31 AssetAsset ProductivityProductivity ImprovingImproving

Revenue per Tractor per Week Excluding Fuel Surcharge Revenue

$3,200 $3,163 $3,100 $3,051 $2,994 $2,948 $3,000 $2,905 $2,900 $2,851 $2,880 $2,800 $2,691 $2,704 $2,703 $2,700 $2,638 $2,600 $2,532 $2,500 $2,400 $2,300 $2,200 Q1 Q2 Q3 Q4 2003 2004 2005

Our rate and utilization improvements are driving increases in overall productivity

32 RevenueRevenue PerPer TractorTractor –– Q4 Q4 20052005

Revenue per Tractor per Week Change in Revenue per Tractor per Week Quarter Ended December 31, 2005 Year over Year Q4 2005

$3,500 $300 $267 $3,383 $3,400 $3,356 $3,355 $250 $3,297 $215 $3,300 $3,254 $200 $187 $3,200 $3,163 $150 $129 $3,100 $100 $3,000 $83

$2,900 $50 $46

$2,800 $- Hunt Werner Knight US Xpress Covenant Swift Hunt Swift Knight Werner US Xpress Covenant

We are improving, but again the bar is high

33 RevenueRevenue perper TractorTractor –– Total Total YearYear 20052005

Revenue per Tractor per Week Change in Revenue per Tractor per Week YTD December 31, 2005 YTD Dec Compared to Prior Year YTD

$3,400 $190 $3,286 $167 $3,300 $170 $150 $3,182 $150 $136 $135 $3,200 $3,128 $3,112 $129 $130 $3,100 $3,013 $3,012 $110 $3,000 $90 $2,900 $70 $2,800 $50 $2,700 $30 $18 $2,600 $10 $(10) $2,500 Swift Werner Knight US Xpress Hunt Covenant Werner Knight Hunt US Xpress Covenant Swift

We have lots of opportunity!

34 OperatingOperating RatioRatio byby QuarterQuarter

Operating Ratio – Q3 ‘05 Adjusted*

100.0%

98.0% 97.6% 96.7% 96.0% 95.8%

94.1% 93.8%94.2% 94.0% 93.2% 92.9% 92.8% 92.2% 92.0% 91.4% 91.5%

90.0%

88.0% Q1 Q2 Q3 Q4 2003 2004 2005

A strong fourth quarter *Q3 2005 Operating Ratio adjusted for $12.4M stock option acceleration charge and $6.4M specialized trailer impairment charge (see reconciliation at end of presentation) 35 OperatingOperating RatioRatio –– Full Full YearYear 20052005 vsvs Competitors Competitors

Operating Ratio* Change in Operating Ratio YTD December 31, 2005 YTD Dec Compared to Prior Year

100.0% 1.60% 97.3% 97.7% 1.36% 93.5% 95.0% 91.7% 1.10% 90.0% 88.2% 0.60% 85.0% 82.1% 0.00% 0.07% 0.10% -0.08% 80.0% Hunt Covenant Swift Knight Werner US Xpress 75.0% -0.40% -0.34% 70.0% -0.68% -0.90% Knight Hunt Werner Swift Covenant US Xpress

We are focused on improving OR

* JB Hunt adjusted for $25.8 million arbitration settlement; Swift adjusted for $12.4 million stock option acceleration charge and $6.4 million specialized trailer impairment charge (see reconciliation at end of presentation) 36 PresentationPresentation SummarySummary

ff WelcomeWelcome && OverviewOverview Bob Bob Cunningham,Cunningham, CEOCEO andand PresidentPresident ff SalesSales Mark Mark Martin,Martin, ExecutiveExecutive ViceVice PresidentPresident ff NetworkNetwork ManagementManagement Jeff Jeff Riley,Riley, ExecutiveExecutive ViceVice PresidentPresident ff OperationsOperations Richard Richard Stocking,Stocking, ExecutiveExecutive ViceVice PresidentPresident ff BreakBreak ff IntermodalIntermodal Mark Mark Young,Young, EVPEVP IntermodalIntermodal ff SummarySummary andand GoalsGoals Bob Bob Cunningham,Cunningham, CEOCEO andand PresidentPresident &&

GlynisGlynis Bryan, Bryan, ExecutiveExecutive ViceVice PresidentPresident andand CFOCFO ff QuestionsQuestions && AnswersAnswers ff LunchLunch withwith ManagementManagement TeamTeam

37 SalesSales Mark Martin

38 Are We Moving Faster?

Rate / Total Mile Change

2004 YOY 2005 YOY Q4 2005 YOY

Hunt $ 0.110 $ 0.082 $ 0.095

Knight $ 0.088 $ 0.092 $ 0.094

Swift $ 0.076 $ 0.060 $ 0.075

Werner $ 0.064 $ 0.072 $ 0.059

39 Will Swift Make the Tough Decision??

Yes, and we have. Two examples from our top 10 customer base …

2005 Dec ‘05 Revenue Revenue Market vs. 2004 vs. Dec ‘04

Customer A Retail (4.0%) (23.8%)

Customer B Retail (16.9%) (30.6%)

40 TotalTotal andand NetNet CompanyCompany FuelFuel ExpenseExpense AsAs aa %% ofof TotalTotal andand NetNet RevenueRevenue

Total Year Ended December

25.0%

19.1% 20.0% 15.8% 15.0% 13.6% 11.1% 11.2% 10.8% 10.0%

5.0%

0.0% 2003 DEC YTD 2004 DEC YTD 2005 DEC YTD

Gross Fuel as a % of Total RevenueNet Fuel % of Revenue excl. Fuel Surcharge

• Despite average DOE fuel costs rising from $1.81 in 2004 to $2.40 in 2005, we were able to improve our Net Fuel Costs as a Percentage of Revenue by 40 basis points through our Fuel Surcharge program.

*See Net Fuel reconciliation at end of presentation 41 What Will Rate do for Swift’s Shareholders?

EveryEvery $0.01$0.01 perper milemile raterate increaseincrease overover andand aboveabove increasedincreased costscosts positivelypositively impactsimpacts EarningsEarnings PerPer ShareShare byby approximatelyapproximately $0.14$0.14

42 What Will Happen with Rate in 2006?

• In early October, when Morgan Stanley released its Freight Pulse 9 survey, shippers were forecasting rate increases for the six months through April 2006 would average higher than the prior survey (which covered the period from April to October 2005).

•Rail shippers said they expected an average 5.6% increase. This compares with a 4.4% increase forecast for the earlier period.

•Less-than-truckload rates were expected to grow at a slower pace than in the previous period, rising 2.6% for regional LTL and 2.9% for national LTL.

•Shippers anticipated a 4.3% increase in truckload rates.

Source: “Plan For Carriers to Hold Rate Increases,” www.logisticstoday.com, Written by: LT Staff, 1/17/2006

43 GrowthGrowth withwith ExistingExisting CustomersCustomers –– 2005 2005

TopTop 55 CustomersCustomers == 31%31% ofof RevRev ÏÏ 8%8% TopTop 2525 CustomersCustomers == 56%56% ofof RevRev ÏÏ 12%12% TopTop 200200 CustomersCustomers == 88%88% ofof RevRev ÏÏ 16%16%

Continuing to leverage our partnerships with world class customers by providing additional services

44 RevenueRevenue byby MarketMarket SegmentSegment

2005 Revenue by Customer

Transportation & Automotive, 7% Logistics, 10% Consumer Products, 17%

Retail, 46% Manufacturing, 20%

Retail & Automotive declining, others increasing

45 2005 Internal Sales Awards •• NewNew TopTop 1010 CustomerCustomer •Consumer Products •• NewNew TopTop 2525 CustomersCustomers •Retail/Dedicated •Food/Beverage •Manufacturing ••RisingRising FastFast AwardsAwards •Consumer Health •Consumer Products •Electronics •Retail/Dedicated

46 Who are we Targeting in 2006?

OurOur toptop 2020 targettarget accountsaccounts grossgross overover $300$300 billionbillion combinedcombined •• LOTSLOTS OFOF OPPORTUNITYOPPORTUNITY

•• ConsumerConsumer ProductsProducts •• FoodFood andand BeverageBeverage •• OfficeOffice SupplySupply •• ManufacturedManufactured GoodsGoods

47 “Dedicated”“Dedicated” to to OurOur CustomersCustomers

f Dedicated services provide benefits to our customers ƒ Consistent capacity ƒ Leverage for surge needs ƒ Eliminates capital requirements f Dedicated services provide benefits to Swift ƒ Experienced execution in providing: ƒ Consistent revenue base – Drivers ƒ Higher margins – Systems ƒ Driver retention – Management ƒ Leverage for over-the-road business

48 MexicoMexico –– A A LandLand ofof OpportunityOpportunity

Locations include: f Guadalajara f Mexico City f Monterrey f Nogales f Nuevo Laredo f Tijuana

49 MexicoMexico –– Looking Looking AheadAhead

Mexico volume of freight is increasing f Growing 15% f Balance at borders f 70%+ of the freight passes through Nuevo Laredo and Laredo terminals. f H1 & H2B drivers

50 How will Clark Griswald earn maximum incentive? •• NewNew IncentiveIncentive programprogram rewardsrewards resultsresults

ProgramProgram splits:splits: Level 9 - <155% Level 8 - <149% Level 7 – <143% Level 6 – <136% Level 5 – <130% Level 4 – <124% Level 3 – <118% Level 2 – <112% Level 1 – 100% - 105% (Baseline)

“I need to be in Level 9 to buy the new swimming pool.”

51 Sales Tools Utilized to Achieve Success

•• SummarySummary ReportsReports

HowHow cancan II getget thatthat pool?pool?

52 Summary Reports in Action

* For illustration purposes only 53 Sales Tools Utilized to Achieve Success

•• SalesSales SummarySummary ReportsReports •• SalesSales LaneLane ReportsReports •• BestBest LanesLanes •• WorstWorst LanesLanes

54 Sales Tools Utilized to Achieve Success

* For illustration purposes only

55 Sales Tools Utilized to Achieve Success

* For illustration purposes only

56 ““BELIEVEBELIEVE””

GriswaldGriswald wantswants thatthat pool.pool.

57 NetworkNetwork ManagementManagement Jeff Riley

58 Network Management

••StrategicStrategic freight/lanefreight/lane selectionselection ••OrderOrder velocityvelocity improvementimprovement ••OnOn timetime serviceservice focusfocus ••MicromapMicromap usageusage ••DeadheadDeadhead reductionreduction ••DwellDwell timetime reductionreduction

59 Network Management Tools Micromap:Micromap: •Driver/truck load planning optimization •Micromap takes into consideration: •Customer needs •Deadhead reduction •Maximize utilization •Driver needs

60 Network Value Added: Loaded Utilization

NetworkNetwork ManagementManagement strategiesstrategies andand toolstools havehave contributedcontributed toto increasedincreased weeklyweekly trucktruck productivityproductivity inin 20052005……..

20042004 –– 1,8671,867 loadedloaded milesmiles perper trucktruck 20052005 –– 1,9071,907 loadedloaded milesmiles perper trucktruck

61 Network Value Added: Deadhead Reduction

ReducedReduced deadheaddeadhead byby 7070 bpsbps inin 20052005

20042004 -- 247.5247.5 millionmillion emptyempty milesmiles 20052005 -- 236.9236.9 millionmillion emptyempty milesmiles ReducedReduced emptyempty milesmiles 10.610.6 millionmillion

62 What is the Prioritization Tool

InIn househouse systemsystem thatthat enablesenables constantconstant improvementimprovement inin freightfreight andand lanelane selectionselection

•Increasing freight velocity/reducing buffer time •Identification of high and low revenue freight •Evaluation of loads against other loads •Evaluation of customers against other customers •Evaluation of lanes against other lanes

63 What is the Prioritization Tool

ThereThere areare 44 factorsfactors usedused inin assigningassigning aa lanelane value:value: • Velocity - How efficient is the load? Is it burdened with too much transit time? Does it have multiple stops? • Price - How does the rate of the load compare to our expected pricing? • Lane Flow - How does the lane fit in our network? Driver preference, headhaul vs. backhaul markets • Seasonality - Is the customer’s freight volume consistent throughout the year? Do they surge in the 3rd and 4th quarter?

64 Network Management Drives Improvement Through Velocity

Velocity is impacted by: Velocity impacts: • Scheduling • Truck revenue • Planning • Goals • Buffer hours • Driver’s earning potential • Customer flexibility • Service • Drop & hook freight

65 Velocity Model

Good Velocity Poor Velocity Miles 500 500 Hours 22 30 Revenue $790.00 $790.00 Rate $1.58 $1.58

Revenue/Hour $35.90 $26.33

66 OurOur ToolTool IdentifiesIdentifies PoorPoor VelocityVelocity

* For illustration purposes only Poor velocity scores

67 PoorPoor VelocityVelocity ScoreScore DrillDrill DownDown

* For illustration purposes only

Buffer hours

68 Our Tool Identifies Poorly Priced Lanes

* For illustration purposes only Poor pricing scores

69 Poor Pricing Score Drill Down

* For illustration purposes only Linehaul rate is below expected pricing

70 Outperformer Example

* For illustration purposes only

71 Outperformer Example: Pricing Drill Down

* For illustration purposes only

Pricing above expected

72 OperationalOperational ManagementManagement Richard Stocking

73 NorthNorth AmericanAmerican RegionalRegional NetworkNetwork FacilitatesFacilitates ServiceService ExecutionExecution

Extensive network of service, fuel and maintenance centers enables the Company to develop personal relationships with customers and drivers

74 Keeping Score • Discipline (Keeping Score) •Emphasis & accountability on the metrics operations control

* For illustration purposes only 75 Utilization

IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles

2,000 1,944 1,950 1,931 1,912 1,912 1,902 1,893 1,900 1,864 1,844 1,859 1,850 1,822 1,800 1,777 1,760 1,750

1,700

1,650

1,600 Q1 Q2 Q3 Q4 2003 2004 2005

Increased, on average, 40 miles per truck per week

76 Utilization Objectives & Action Plans

• IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles

− Predicted Time of Availability accuracy through virtual hours of service − Further educate drivers and office personnel to utilize our technology to achieve our goals in 2006 − Micromap

77 Micromap in Action

* For illustration purposes only

78 Utilization Objectives & Action Plans

• IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles − Predicted Time of Availability accuracy through virtual hours of service − Further educate drivers and office personnel to utilize our technology to achieve our goals in 2006 − Micromap − Drop and Swap

79 Fleet-Nav/Drop and Swap in Action

* For illustration purposes only 80 Utilization Objectives & Action Plans

• IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles − Predicted Time of Availability accuracy through virtual hours of service − Further educate drivers and office personnel to utilize our technology to achieve our goals in 2006 − Micromap − Drop and Swap − Maptuit

81 Maptuit in Action

One fleet of Phoenix based trucks:

* For illustration purposes only 82 Utilization Objectives & Action Plans

• IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles − Predicted Time of Availability accuracy through virtual hours of service − Further educate drivers and office personnel to utilize our technology to achieve our goals in 2006 − Micromap − Drop and Swap − Maptuit − Trailer Tracking

83 Benefits of Trailer Tracking

-- IdentifiesIdentifies howhow longlong aa trailertrailer hashas beenbeen sittingsitting -- CanCan bebe usedused asas aa basisbasis forfor detentiondetention billingbilling -- IndicatesIndicates whetherwhether aa trailertrailer isis loadedloaded oror emptyempty -- VirtuallyVirtually eliminateseliminates lostlost trailerstrailers -- ProvidesProvides accurateaccurate trailertrailer poolspools -- ImprovesImproves trailertrailer toto tractortractor ratioratio -- IncreasesIncreases driverdriver satisfactionsatisfaction

84 Trailer Tracking in Action

85 Utilization Objectives & Action Plans

• IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles − Manage 72 hour inactivity reports

86 Inactive Trucks Top Level

Total 324 Central 108 10 7 8 11 1

14

11

32

* For illustration purposes only 87 Inactive Trucks Drill Down

Total 324 Central 108

* For illustration purposes only 88 Utilization Objectives & Action Plans

• IncreaseIncrease weeklyweekly loadedloaded trucktruck milesmiles − Manage 72 hour inactivity reports − Manage unassigned trucks/recruiting

89 Incentives for Utilization

•• DriverDriver ManagerManager incentive:incentive: −− basedbased onon increasingincreasing weeklyweekly loadedloaded trucktruck milesmiles andand retentionretention •• TerminalTerminal ManagerManager incentive:incentive: −− basedbased onon increasingincreasing loadedloaded milesmiles perper trucktruck perper week,week, retention,retention, andand terminalterminal G&AG&A

90 2006 Retention Keys • Build on Driver Retention: − Monitor driver pay & increase miles − Predictability of home time (shuttle, dedicated, regional fleets) − Kiosks provide instant access to drivers (pay, classes, permits etc.) − Simulators facilitate additional training −Academies – 3 added in 2005; 4 existing; total of 7 − Drivers don’t leave companies, they leave people (COMMUNICATION is the key)

91 Keys to Success

• Discipline throughout terminal network • Keeping score & accountability − Metrics Manager • Increased Utilization − Education, management, and the use of reporting and analytical technology • Incentives to reward results • Driver Retention

92 IntermodalIntermodal Mark Young

93 WhyWhy Intermodal?Intermodal?

ffAllAll ofof thethe factorsfactors constrainingconstraining capacitycapacity inin thethe truckloadtruckload marketmarket todaytoday makemake intermodalintermodal optionsoptions moremore appealingappealing ––Driver Driver ShortageShortage ––Insurance Insurance CostsCosts ––EPA EPA CompliantCompliant Engines and Fuel ––Hours Hours ofof ServiceService ConstraintsConstraints onon ProductivityProductivity ffInIn addition,addition, highwayhighway congestioncongestion willwill continuecontinue toto getget worse…worse…

94 PercentagePercentage changechange inin keykey indicatorsindicators 1980-20021980-2002

140% 119% 120% 102% 95% 100% 87% 80% 61% 60% 48%

40% 27% 20% 3% 0% Foreign CT VMT GDP Passenger Number of Avg. Population Miles of Trade Vehicle CTs annual Highway VMT miles/CT

Source: Tavio Headley ATA Randall Publishing presentation Nov 2005 Source: Tavio Headley ATA Randall Publis95hing presentation Nov 2005 FreightFreight TransportationTransportation TonnageTonnage

Domestic Freight; Total Increase from 2005 to 2016

77.9% 80% 74.6% 70% 60% 50%

40% 32.5% 25.8% 30% 24.5% 22.3% 20% 10% 0% Truck Rail Pipeline Water Rail Air Intermodal

Source: U.S. Freight Transportation Forecast to…2016; Tavio Headley ATA Source: U.S. Freight Transportation Forecast96 to…2016; Tavio Headley ATA WhyWhy IntermodalIntermodal forfor Swift?Swift?

ff RailroadsRailroads areare lookinglooking forfor asset-basedasset-based partnerspartners ff IntermodalIntermodal services are complementary toto ourour truckloadtruckload businessbusiness andand enableenable SwiftSwift toto meetmeet mostmost ofof ourour customers’customers’ transporttransport needsneeds ff TheThe majoritymajority ofof ourour customerscustomers currentlycurrently shipship freightfreight usingusing someonesomeone else’selse’s intermodalintermodal serviceservice ff OurOur existingexisting terminalterminal networknetwork allowsallows usus toto provideprovide aa completecomplete doordoor toto doordoor serviceservice inin manymany locationslocations

97 20042004 RailRail RevenueRevenue fromfrom TruckloadTruckload CompaniesCompanies

$50 $50 $151 BNSF NS UP CSX OTHER $225 $740

Total $1.22B *Assumes rail revenue = 61% of total TL carrier intermodal revenue

98 IntermodalIntermodal ShipmentsShipments onon EquipmentEquipment OwnedOwned byby Non-RailroadsNon-Railroads

Sources: Intermodal Association of North America, Bloomberg News 99 U.S.U.S. Container,Container, TrailerTrailer UsageUsage inin IntermodalIntermodal RailRail TrafficTraffic

Sources: Association of American Railroads, Bloomberg News 100 SwiftSwift ServiceService OfferingsOfferings

ff ContainerContainer onon FlatFlat CarCar (COFC)(COFC) ƒƒ SwiftSwift containerscontainers movingmoving inin intermodalintermodal serviceservice ƒƒ StartedStarted inin SeptemberSeptember 20052005 ff TrailerTrailer onon FlatFlat CarCar (TOFC)(TOFC) ƒƒ SwiftSwift trailerstrailers movingmoving inin intermodalintermodal serviceservice ƒƒ Truck/railTruck/rail optionoption ff EMP/CSXU/PACEREMP/CSXU/PACER –– ƒƒ RailRail assetsassets movingmoving inin intermodalintermodal serviceservice

101 ContainerContainer FleetFleet NumbersNumbers

TOTALTOTAL SepSep 20052005 200 200 200 200 OctOct 20052005 406 406 606 606 NovNov 20052005 1,094 1,094 1,700 1,700 DecDec 20052005 596 596 2,296 2,296 20062006 3,004* 3,004* 5,300 5,300 20072007 1,500-2,500*1,500-2,500* 6,800-7,800 6,800-7,800 20082008 1,500-2,500*1,500-2,500* 8,300-10,5008,300-10,500 20092009 1,500-2,500*1,500-2,500* 11,000-13,00011,000-13,000

102 *Estimated ContainerContainer NetworkNetwork MapMap

Seattle

Portland

Boston Bay Area Newark

Chicago Columbus Harrisburg

Kansas City Fontana Memphis Charlotte Phoenix

Birmingham Atlanta Jacksonville Dallas

Swift Terminal & Major Rail Houston Heads Miami Major Rail Heads

103 SwiftSwift IntermodalIntermodal Ltd.Ltd. OrganizationOrganization

Executive Vice President Intermodal

Admin. Asst.

Director of VP Network Management Operations Equipment Coordinator Reg. VP Sales-West Reg. VP Sales-NE Reg. VP-Midwest & Product Development

Service Assurance Manager of Equipment Equipment Coordinator Pricing Manager Director Network Manager Management

Intermodal Network Coordinator Coordinator Operations

Coordinator Coordinator

Coordinator Coordinator

Coordinator Coordinator

Coordinator Coordinator

104 IntermodalIntermodal StrategyStrategy

ff 33 RegionalRegional IntermodalIntermodal SalesSales SpecialistsSpecialists workingworking withwith SwiftSwift salessales forceforce toto promotepromote intermodalintermodal businessbusiness ff TargetingTargeting newnew intermodalintermodal businessbusiness ƒƒ WithWith existingexisting SwiftSwift OTROTR customerscustomers whowho havehave aa bookbook ofof intermodalintermodal businessbusiness ƒƒ FromFrom newnew oror non-Swiftnon-Swift customerscustomers ththatat havehave traditionallytraditionally utilizedutilized intermodalintermodal forfor aa largelarge percentpercent ofof theirtheir TruckloadTruckload transportationtransportation ff UseUse SwiftSwift toto completecomplete draydray serviceservice wheneverwhenever possiblepossible ƒƒ Chicago,Chicago, Dallas,Dallas, LA,LA, NENE Region,Region, Memphis,Memphis, Atlanta,Atlanta, NorthernNorthern California,California, KansasKansas CityCity ƒƒ AgreementsAgreements inin placeplace withwith 4545 draydray providersproviders acrossacross thethe countrycountry ff UseUse IMC’sIMC’s toto fillfill capacitycapacity unusedunused byby SwiftSwift ƒƒ AgreementsAgreements inin placeplace withwith 3535 IMC’sIMC’s acrossacross thethe countrycountry

105 IntermodalIntermodal StrategyStrategy (cont)(cont)

ff LaneLane StrategyStrategy -- Growth Growth inin COFCCOFC andand TOFCTOFC ƒƒ InIn ourour COFCCOFC offeringoffering wewe areare primarilyprimarily lookinglooking atat anan easteast -- west west operationoperation usingusing thethe BNSFBNSF inin thethe westwest andand CSXCSX andand NSNS inin thethe easteast

ƒƒ InIn ourour TOFCTOFC offeringoffering wewe areare extendingextending thethe intermodalintermodal optionoption inin non-traditionalnon-traditional laneslanes usingusing aa combinationcombination trucktruck && railrail serviceservice

ff ContinueContinue toto addadd containerscontainers asas thethe BNSFBNSF retiresretires unitsunits ƒƒ ApproximatelyApproximately 2,5002,500 unitsunits perper yearyear

106 NeedsNeeds ForFor SuccessfulSuccessful ContainerContainer NetworkNetwork

ff CompetitiveCompetitive ProductProduct ff BalancedBalanced NetworkNetwork ff DrayageDrayage SupportSupport ff ChassisChassis ManagementManagement ff OperationalOperational SupportSupport ff SalesSales SupportSupport ff LeverageLeverage OTROTR RelationshipsRelationships

107 SwiftSwift IntermodalIntermodal RailRail PartnersPartners

ff RecognizedRecognized inin thethe industryindustry asas aa truetrue intermodalintermodal providerprovider andand optionoption

ff PartnershipsPartnerships withwith allall railrail carrierscarriers

108 TopTop 1010 CustomersCustomers -- 2005 2005

TrailerTrailer onon FlatFlat CarCar (TOFC)(TOFC) ContainerContainer Wal-MartWal-Mart Hudd Hudd DistributionDistribution MichelinMichelin –– NANA Wal-Mart Wal-Mart PfizerPfizer CorpCorp Elk Elk RoofingRoofing TargetTarget ConsolidationConsolidation Target Target ConsolidationConsolidation HuddHudd DistributionDistribution Pfizer Pfizer CorpCorp ElkElk RoofingRoofing Circuit Circuit CityCity SearsSears LogisticsLogistics Nice Nice PakPak PotlatchPotlatch ConsumerConsumer Williams Williams SonomaSonoma KimberlyKimberly ClarkClark Kohl Kohl’’ss Dept.Dept. StoresStores GeorgiaGeorgia PacificPacific Corrugated Corrugated ServicesServices

109 SummarySummary && GoalsGoals Bob Cunningham Glynis Bryan

110 20052005 –– Shift Shift toto BottomBottom LineLine FocusFocus

ffSolidifiedSolidified newnew operationaloperational modelmodel ffFocusFocus onon bottom-linebottom-line wellwell establishedestablished ffDevelopedDeveloped andand refinedrefined manymany newnew toolstools ffEnhancedEnhanced fuelfuel surchargesurcharge programprogram ffInitiatedInitiated smartsmart fuelingfueling alternativesalternatives ffAbsorbedAbsorbed higherhigher insuranceinsurance costscosts -- $10M $10M SIRSIR

111 20052005 –– Shift Shift toto BottomBottom LineLine FocusFocus

ffReducedReduced thethe fleetfleet sizesize toto improveimprove efficienciesefficiencies ffImplementedImplemented trailertrailer trackingtracking technologytechnology ffExpandedExpanded IntermodalIntermodal productproduct lineline ffSoldSold unrelatedunrelated serviceservice offeringsofferings ffEstablishedEstablished 44 newnew driverdriver trainingtraining academiesacademies ffImprovedImproved keykey metricsmetrics

Closing the Gap

112 2006-20072006-2007 –– Rebuilding Rebuilding thethe FoundationFoundation

ffReducingReducing OROR ffSustainableSustainable costcost reductionsreductions && containmentcontainment ffTerminalTerminal networknetwork reviewreview ffIncreasingIncreasing tractortractor toto non-drivernon-driver ratioratio ffProductivityProductivity improvementsimprovements

113 2006-20072006-2007 –– Rebuilding Rebuilding thethe FoundationFoundation

ffIntermodalIntermodal expansionexpansion ffDedicatedDedicated expansionexpansion ffMexicoMexico growthgrowth ffActiveActive fleetfleet managementmanagement ––SmallSmall fleet growth (500 trucks) ––ReducingReducing fleetfleet ageage ffKeepingKeeping scorescore ––Detailed Detailed planplan andand metricsmetrics throughoutthroughout organization ––Incentives Incentives tiedtied toto meetingmeeting objectivesobjectives

114 20082008 && BeyondBeyond –– Profitable Profitable GrowthGrowth

ffAccelerateAccelerate organicorganic growthgrowth ffFleetFleet additions:additions: 4+%4+% ffContinuousContinuous effortsefforts toto improveimprove rate,rate, milesmiles andand deadheaddeadhead ffMaintainMaintain costcost controlcontrol improvementsimprovements

115 TheThe Opportunity…Opportunity… 2005 3-5 Yr Goal ffNetNet RevenueRevenue (excl.(excl. FSR)FSR) $2.8B$2.8B ƒƒ IntermodalIntermodal RevenueRevenue (xFSR)(xFSR) N/AN/A ffRevenueRevenue (excl.(excl. FSR)FSR) perper $1.58$1.58 LoadedLoaded MileMile ffOperatingOperating RatioRatio 93.5%*93.5%* ffUtilizationUtilization –– Loaded** Loaded** 1,9071,907 ffDeadheadDeadhead %% 12.1%12.1% ffOperatingOperating FleetFleet 17,38317,383

ffTrailer/TractorTrailer/Tractor RatioRatio 2.92.9

* 2005 Operating Ratio adjusted for $12.4 million stock option acceleration charge and $6.4 million specialized trailer impairment charge (see reconciliation at end of presentation) 116 **Weekly loaded truck miles TheThe Opportunity…Opportunity…

2005 3-5 Yr Goal ffFuelFuel CostCost FlatFlat ffMilesMiles perper GallonGallon -- ffInsuranceInsurance SIRSIR $10M$10M ffInsuranceInsurance %% ofof NetNet RevenueRevenue 5.6%5.6% ffFreeFree CashCash FlowFlow NegativeNegative ffNetNet CapitalCapital ExpendituresExpenditures $386M$386M

Reasonable Goals with Upside Potential

117 SignificantSignificant OperatingOperating LeverageLeverage Assume 2 billion miles & after covering increased costs

Ç$.01 È 0.5% Ç25 Goal RPLM Deadhead Miles/tractor Reduce OR = $.14 EPS = $.10 EPS = $.10 EPS Improve EPS = 50bp OR = 30bp OR =30bp OR Little improvements can drive big results in EPS

118 Non-GAAPNon-GAAP ReconciliationsReconciliations

Net Revenue 2005 Total Year Operating Ratio

2003 DEC YTD 2004 DEC YTD 2005 DEC YTD % of Total Total Revenue$ 2,397.7 $ 2,826.2 $ 3,197.5 ($ Millions) 2005 DEC YTD Revenue Less: Fuel Surcharge Revenue 89.4 189.7 391.9 Total Operating Expenses$ 3,009.4 94.1% Net Revenue$ 2,308.2 $ 2,636.5 $ 2,805.5 Less: Stock Option Expensing$ (12.4) -0.4% Less: Trailer Impairment (6.4) -0.2% Adjusted Operating Expenses$ 2,990.6 93.5% Total Revenue$ 3,197.5

Net Company Fuel Expense 2005 Fourth Quarter Operating Ratio

($ Millions) 2003 DEC YTD 2004 DEC YTD 2005 DEC YTD % of Total Fuel Surcharge Revenue (FSR)$ 88.9 $ 189.7 $ 391.9 ($ Millions) 2005 SEP QTD Revenue Less: Owner-Operator FSR (18.2) (39.5) (84.9) Total Operating Expenses$ 784.8 96.5% Net Company FSR$ 70.6 $ 150.2 $ 307.0 Less: Stock Option Expensing$ (12.4) -1.5% Less: Trailer Impairment (6.4) -0.8% Gross Fuel Expense$ 326.7 $ 446.8 $ 610.9 Less: Company FSR (70.6) (150.2) (307.0) Adjusted Operating Expenses$ 766.0 94.2% Net Fuel Expense$ 256.1 $ 296.5 $ 303.9 Total Revenue$ 812.9 % of Net Revenue 11.1% 11.2% 10.8%

119 Questions120 & Answers Appendix BiographiesBiographies

ffRobertRobert W.W. CunninghamCunningham waswas namednamed ChiefChief ExecutiveExecutive OffiOfficercer andand PresidentPresident ofof SwiftSwift TransportationTransportation inin OctoberOctober 2005.2005. FromFrom NovemberNovember 20042004 throthroughugh OctoberOctober 2005,2005, Mr.Mr. CunninghamCunningham servedserved asas ChiefChief OOperatingperating Officer,Officer, PresidentPresident andand directordirector ofof Swift.Swift. BeforeBefore rejoiningrejoining SwiftSwift inin 2004,2004, Mr.Mr. Cunningham Cunningham ownedowned andand operatedoperated CCunninghamunningham CommercialCommercial Vehicles,Vehicles, oneone ofof thethe nation’snation’s mostmost successfulsuccessful commercialcommercial trtruckuck dealershipsdealerships fromfrom 19971997 toto 2004.2004. PriorPrior toto this,this, Mr.Mr. Cunning Cunninghamham servedserved asas ExecutiveExecutive ViceVice PresidentPresident ofof SalesSales & & MarketingMarketing forfor SwiftSwift fromfrom 19851985 toto 1991997.7. Mr.Mr. Cunningham Cunningham hashas woworkedrked inin thethe transportatransportationtion industryindustry forfor hishis entireentire careercareer beginningbeginning inin 19731973 withwith IMLIML Freight Freight LinesLines andand sisixx yearsyears asas aa ViceVice PresidentPresident withwith MotorMotor CargoCargo priorprior toto joiningjoining Swift.Swift. Mr.Mr. Cunni Cunninghamngham isis aa 19761976 graduategraduate ofof thethe UniversityUniversity ofof UtahUtah withwith aa BSBS inin Marketing.Marketing.

ffGlynisGlynis A. A. BryanBryan hashas servedserved asas anan ExecutiveExecutive ViceVice PresidentPresident andand ChiefChief FinancialFinancial OfficerOfficer ofof SwiftSwift sincesince AprilApril 20052005.. FromFrom 20012001 toto MarchMarch 2005,2005, MsMs.. Bryan Bryan servedserved asas thethe ChiefChief FinancialFinancial OfficerOfficer ofof APLAPL Logistics,Logistics, thethe supplysupply chainchain managementmanagement armarm ofof Singapore-basedSingapore-based NOLNOL Group,Group, aa globalglobal logisticslogistics aandnd transportationtransportation company.company. FromFrom 1984 1984 toto 2002000,0, Ms.Ms. Bryan Bryan workedworked forfor RyderRyder System,System, Inc.Inc. aa trucktruck leasingleasing andand logisticslogistics cocompany,mpany, wherewhere sheshe heldheld aa seriesseries ofof progressivelyprogressively responsibleresponsible positionspositions inin finance.finance. InIn herher lastlast poposition,sition, sheshe servedserved asas aa SeniorSenior ViceVice PresidentPresident forfor RyderRyder CapitaCapitall Services,Services, andand priorprior toto thatthat fromfrom 19981998 –– 2000 2000 sheshe servedserved asas SeniorSenior ViceVice President/President/ ChiefChief FinancialFinancial OfficerOfficer forfor RyderRyder TransportationTransportation Services.Services. Ms.Ms. Bryan Bryan holdsholds aa B.A.B.A. inin PsychologyPsychology frfromom YorkYork UniversityUniversity andand anan M.M.S.S. inin FinanceFinance fromfrom FloridaFlorida InternationalInternational University.University.

122 BiographiesBiographies

ffSamuelSamuel C.C. CowleyCowley hashas servedserved asas ExecutiveExecutive ViceVice PPresidentresident andand GenGeneraleral CounselCounsel ofof SwiftSwift sincesince AprilApril 2005.2005. PriorPrior toto joiningjoining Swift,Swift, Mr.Mr. Cowley Cowley waswas aa pracpracticingticing attorneyattorney inin thethe lawlaw firmfirm ofof SnellSnell & & WilmerWilmer L.L.PL.L.P.,., Phoenix,Phoenix, ArizonaArizona sincesince MarcMarchh 1990.1990. Mr.Mr. Cowley’s Cowley’s practice practice hashas beenbeen concentratedconcentrated inin mergersmergers andand acquisitions,acquisitions, securitiessecurities rregulationegulation includingincluding Sarbanes- OxleyOxley ActAct compliance,compliance, andand corporatecorporate finance.finance. PreviouslyPreviously hehe waswas associatedassociated withwith ReidReid & & Priest,Priest, NewNew York,York, NewNew York.York. Mr.Mr. Cowley Cowley isis aa graduategraduate ofof CornellCornell LawLaw School,School, Ithaca,Ithaca, NewNew YorkYork andand ofof BrighamBrigham YoYoungung University,University, Provo,Provo, UtahUtah withwith aa B.A.B.A. inin Economics. Economics. Mr.Mr. Cowley Cowley isis admittedadmitted toto practicepractice lalaww inin thethe StatesStates ofof ArizonaArizona andand NewNew York.York.

ffRichardRichard StockingStocking hashas servedserved asas ExecutiveExecutive ViceVice PresPresidentident ofof thethe CentralCentral RegionRegion ofof SwiftSwift TransportationTransportation Co.,Co., Inc.Inc. sincesince AprilApril 2005.2005. Mr.Mr. StockingStocking previouslypreviously servedserved asas RegionalRegional ViceVice PresidentPresident ofof thethe CentraCentrall RegionRegion andand inin variousvarious operaoperationstions andand salesaless managementmanagement positionspositions overover thethe lastlast 1515 years.years. Mr.Mr. StockingStocking receivedreceived aa degreedegree in in BusinessBusiness AdministrationAdministration fromfrom UtahUtah StateState University.University.

ffMarkMark A.A. MartinMartin hashas servedserved asas anan ExecutiveExecutive ViceVice PresidentPresident sincesince FebruaryFebruary 2004.2004. PriorPrior toto joiningjoining Swift,Swift, Mr.Mr. MartinMartin waswas PresidentPresident ofof USFUSF GlenGlen MooreMoore fromfrom JanuaryJanuary 20012001 untiluntil FebruaryFebruary 2004.2004. PriorPrior toto joiningjoining USFUSF GlenGlen Moore,Moore, Mr.Mr. MartinMartin waswas thethe ExecutiveExecutive ViceVice PresidentPresident ofof MarketingMarketing andand OperationsOperations forfor WernerWerner EnterprisesEnterprises Inc.Inc. fromfrom MayMay 198 19899 untiluntil JanuaryJanuary 2001.2001.

123 BiographiesBiographies

ffJeffJeff RileyRiley hashas servedserved asas anan ExecutiveExecutive ViceVice President,President, WesternWestern RegionRegion ofof SwiftSwift TransportationTransportation Co.,Co., Inc.Inc. sincsincee AprilApril 2005.2005. FromFrom 19199898 toto 20042004 Mr.Mr. Riley Riley seservedrved asas thethe ViceVice PresidentPresident ofof NationalNational Accounts.Accounts. Mr.Mr. RileyRiley hashas beenbeen ememployedployed byby SwiftSwift sisincence 19881988 inin variousvarious operationsoperations positions.positions. Mr.Mr. RileyRiley recreceivedeived aa BSBS inin BusinessBusiness AdminiAdministrationstration fromfrom thethe UniversityUniversity ofof MarylandMaryland UniversityUniversity College.College.

ffMarkMark YoungYoung hashas servedserved asas ExecutiveExecutive ViceVice PresPresident,ident, IntermodalIntermodal DivisionDivision ofof SwiftSwift TransportationTransportation Co.,Co., Inc.Inc. sincsincee NovemberNovember 2005.2005. FromFrom 20042004 toto 20052005 Mr.Mr. YoungYoung servedserved asas ViceVice PresidentPresident ofof Intermodal.Intermodal. PriorPrior toto joiningjoining Swift,Swift, Mr.Mr. YoungYoung wworkedorked inin TransportTransportationation LogisticsLogistics withwith HubHub GroupGroup forfor fivefive yearsyears.. FromFrom 19901990 toto 1998,1998, Mr.Mr. YoungYoung waswas employed employed byby CSXCSX Intermodal.Intermodal. Mr.Mr. YoungYoung ststartedarted hishis transportationtransportation careercareer inin 19801980 withwith ABABFF FreightFreight System.System. Mr.Mr. YoungYoung receivedreceived aa BSBS inin BusinessBusiness AdministAdministrationration fromfrom thethe UniversityUniversity ofof Arkansas.Arkansas.

ffBarbaraBarbara J.J. KennedyKennedy servesserves asas ViceVice PresidentPresident HumaHumann ResourcesResources andand Safety.Safety. SheShe hashas beenbeen atat SwiftSwift sincesince AugustAugust 1991999.9. PriorPrior toto joiningjoining Swift,Swift, Ms.Ms. KennedyKennedy servserveded asas ViceVice PresidentPresident HumanHuman ResourcesResources atat Barr-NunnBarr-Nunn TransportationTransportation fromfrom 19941994 toto 1999.1999. Ms.Ms. KennedyKennedy receivedreceived aa B.A.B.A. inin PublicPublic ReRelations/Advertisinglations/Advertising andand HumanHuman ResourcesResources ManagementManagement fromfrom thethe UniversityUniversity ofof MissouriMissouri –– Columbia. Columbia.

124 BiographiesBiographies

ffMikeMike RuchenskyRuchensky hashas servedserved asas ViceVice President/ChiefPresident/Chief InformationInformation OfficerOfficer ofof SwiftSwift TransportationTransportation sincesince DecemberDecember 2003.2003. FromFrom 20022002 toto NovemNovemberber 2003,2003, Mr. Mr. RuchenksyRuchenksy served served asas ChiefChief OperatingOperating OfficerOfficer forfor ththee shippingshipping divisiondivision ofof Ja-DelJa-Del,, Inc.Inc. FromFrom 19961996 toto 2002,2002, Mr.Mr. Ruchensky Ruchensky served served asas thethe ViVicece PresidentPresident ofof OperationOperations/Informations/Information SystemsSystems forfor Wolferman’s.Wolferman’s. FromFrom 19801980 untiluntil 19961996 Mr.Mr. RuchenskyRuchensky worked worked foforr AlliedSignal,AlliedSignal, wherewhere hehe heldheld aa seriesseries ofof progressivelyprogressively responsibleresponsible positionspositions inin InformationInformation Systems.Systems. Mr.Mr. RuchenskyRuchensky holds holds aa B.A.B.A. inin AccountingAccounting fromfrom OttawaOttawa UniverUniversitysity andand anan MBAMBA fromfrom BakerBaker University.University.

ffBobBob LymanLyman hashas been been withwith SwiftSwift sincesince FebruaryFebruary ofof 19901990 andand hashas seservedrved asas ViceVice PresidentPresident ofof thethe MexicoMexico dividivisionsion sincesince NovemberNovember 2002.2002. HiHiss dutiesduties include include managingmanaging thethe MexicoMexico subsidiary,subsidiary, Trans-Mex,Trans-Mex, andand managingmanaging salessales andand operationsoperations alongalong thethe USUS MexicanMexican borderborder fromfrom TijuanaTijuana toto LarLaredo.edo. PriorPrior toto NovemberNovember 2002,2002, Mr.Mr. LymanLyman served served asas ViceVice PresidentPresident ofof Swift’sSwift’s FlatbedFlatbed division.division. MyMy LymanLyman spentspent 88 yearyearss inin thethe transportationtransportation industryindustry priorprior toto joiningjoining Swift.Swift.

125 BiographiesBiographies

ffStephenStephen R.R. AttwoodAttwood hashas servedserved asas aa ViceVice PresidenPresidentt forfor SwiftSwift TransportationTransportation Co.,Co., Inc.Inc. sincesince DecemberDecember 2002002.2. Mr.Mr. AttwoodAttwood currentlycurrently hashas responsibilityresponsibility forfor ReRecruiting,cruiting, Facilities,Facilities, TruckTruck Sales,Sales, andand TrailTrailerer Management.Management. HeHe previouspreviouslyly servedserved asas Swift’sSwift’s CorporateCorporate Controller.Controller. PriorPrior toto joiningjoining Swift,Swift, Mr.Mr. AttwAttwoodood heldheld seniorsenior levellevel financialfinancial positionspositions withwith AlliedSignalAlliedSignal andand DellDell Computer.Computer. HeHe waswas alsoalso formerlyformerly PresidentPresident ofof AttwoodAttwood,, BradyBrady & & Associates,Associates, Inc.,Inc., aa businessbusiness processprocess reengireengineeringneering firmfirm thatthat providedprovided servicesservices toto FortuneFortune 500500 clients.clients. Mr.Mr. AttwoodAttwood receivedreceived hishis degreedegree inin AccountingAccounting fromfrom ArArizonaizona StateState University.University.

ffMicheleMichele T.T. CalbiCalbi hashas servedserved asas aa ViceVice PresidPresidentent ofof ProcurementProcurement andand ShopShop OperationsOperations sincesince AugustAugust 2005.2005. Ms.Ms. CalbiCalbi ser servedved asas thethe GeneralGeneral ManagManagerer ofof PartsParts SalesSales && MarketingMarketing forfor FreightlinerFreightliner LLCLLC andand otherother variousvarious positionspositions sisincence 1998. 1998. PreviouslyPreviously sheshe waswas employedemployed atat ToyotaToyota MotorMotor SaSalesles inin bothboth PortlandPortland,, OregonOregon andand TorranceTorrance,, California.California. Ms.Ms. CalbiCalbi holds holds aa B.S.B.S. inin ManagementManagement fromfrom PortPortlandland StateState UniversityUniversity andand attendedattended graduategraduate coursescourses atat PepperdinePepperdine Univ Universityersity inin CaliforniaCalifornia andand INSEADINSEAD inin France.France.

126