Building a Platform for Growth

September 2017 Forward Looking Statements

This presentation includes “forward-looking statements” about the plans, strategies, objectives, goals or expectations of SpartanNash Company. These forward-looking statements are identifiable by words or phrases indicating that the Company is “positioned” or “poised” for or “expects” a particular result; that a particular occurrence or event has “potential” or “will” occur or be pursued or “continue” in the future; or that a development is an “opportunity,” “priority,” “strategy,” or “focus.” projections of revenue and other results and statements regarding the Company’s capital plan, strategies, expected synergies, and responses to trends are inherently forward-looking. Actual results may differ materially from stated expectations, and you should not place undue reliance on forward-looking statements. Although we expect to continue to pay a quarterly cash dividend, adoption of a dividend policy does not commit the board of directors to declare future dividends. Each future dividend will be considered and declared by the Board of Directors at its discretion.

2 Who We Are Company Highlights

• Ranked #350 on the Fortune 500 • Leading consumer-centric distributor and food retailer • Company nearly tripled sales since FY 2013 • TTP sales of $7.9 Billion through 7/15/2017

SpartanNash is the 6th Largest Distributor and has a Platform for Continuing GROWTH!

(1) Source: News which excludes impact from recent or upcoming acquisitions, mergers and divestitures, including the Save-A-Lot divestiture for Supervalu and AWG’s merger with Affiliated. (2) Supervalu total includes the acquisition of Unified Grocers completed on June 23, 2017, combining 2016 values.

4 Investment Highlights

• Strong balance sheet • Return of capital to shareholders through annual dividend of $.66 per common share: • Yield of 2.7% (as of 9/1/17) Experienced Financial • Represents a 10% increase from prior year Leadership Stability • Dividend has increased 7 years in a row Senior team averages Net Long-term debt to • Share Repurchases of $7.9 Million (through Over 28 years in Adjusted EBITDA the industry ratio of 2.7x(1) 7/15/17) • Successful merger with : • Synergies exceeded $52MM • Our distribution infrastructure positions the Expansive company for growth • Acquisition of Caito Foods closed in Footprint Platform for growth January 2017: Food Distribution covers 47 states • Expected to be accretive in 2018 Military Distribution offers Worldwide solution • Integration of Fresh Kitchen in progress

(1) Net Long-term Debt and Adjusted EBITDA are non-GAAP financial measures, please see Adjusted EBITDA Note on page 25 and Net Long-Term Debt Note on page 26.

5 Strategic Initiatives SpartanNash Strategic Initiatives

Increasing sales and margins by: Improving operating efficiency by:

• Participating in the consolidation of the food • Completing integration of Nash Finch industry operations and realization of annual synergies • Continuing expansion into adjacent channels - Synergies exceeded $52 million target of distribution in Food and Military Distribution • Rationalizing warehouse infrastructure • Launching Fresh Kitchen • Leveraging Caito acquisition • Launching Private Label products into Military • Continuing to improve operational Distribution efficiencies in both distribution networks and • Expanding Our Family ® Private Label brand retail operations program into Michigan region • Utilizing capital and technology to improve • Leveraging our distribution network to our distribution network and infrastructure increase penetration in our traditional and non-

traditional account base

• Investing in the business through expansion of

online ordering service and retail remodels

• Utilizing retail presence in key markets to

complement distribution

7 Food Distribution Food Distribution - Competitive Landscape • Full service value-added distributor of choice to 2,000 independent grocery stores - Offering comprehensive private brand program with 4,800 unique products - Providing market-leading products and best-in-class services • Covering 47 states

9 Food Distribution

Key Food Distribution Initiatives:

• Leveraging our network to allow us to gain new customers • Expanding product offering and relationships with existing accounts • Increasing private brand penetration by expansion of the Our Family ® brand program into the Michigan region • Enhancing customer service • Implementing productivity and efficiency initiatives • Pursuing strategic acquisitions and tuck in opportunities

10 Caito Acquisition Strategic Rationale

• Increases scale and reach with our combined distribution network - Compliments our geographic footprint • Improves our capabilities and volume in: - Fresh produce - Value added produce - Cooked ready-to-eat foods • Diversifies and increases the size of our customer base • Deepens relationships with existing customers - Ability to deliver a broader assortment of products to customers • Caito’s management team adds to our expertise and experience in Fresh

11 Military Distribution Military Food Distribution • Dedicated distributor for the Military Resale System offering worldwide solution with global partner

Asia Europe

13 Military Food Distribution • Premier full line, food and related product supplier for military commissaries () and exchanges for the U.S. government • Distribute to 193 Commissaries located within the Continental US and Europe, and to 400 Exchanges located worldwide • Distribution contracts with approximately 250 packaged goods companies

• Exclusive Worldwide Distributor and Supplier of DeCA’s new Private Brand Program

All Other SpartanNash $2.2 B $2.2 B

Source: DeCA reported sales by Commissary and Company Data

14 Military Food Distribution

Key Military Initiatives:

• Launching Private Label products for DeCA • Partnering with DeCA to recommend solutions and efficiency initiatives • Targeting additional lines of supply with military and other government agencies • Leveraging worldwide network and export capabilities for non-military applications • Implementing supply chain optimization • Recently obtained all of the commissary distribution business from a DeCA provider exiting the business in the Southwest

15 Retail Retail • Currently operating 150 supermarkets offering value and a quality shopping experience - Average size of 41,000 sq ft and sales of $12 million per year - 30 fuel centers and 87(1) locations with pharmacies

(1) Includes 77 pharmacies operated by SpartanNash and 10 pharmacies within SpartanNash 17 stores that are operated by others. Retail

Key Retail Initiatives: • Deploying capital, merchandising, and marketing efforts - Store remodels - Loyalty and merchandising programs - Pharmacy program - Fuel Rewards • Leveraging data analytics through Yes Rewards loyalty program - Improve targeting - Customer segmentation • Rollout of Fast Lane ® - New online ordering and curbside pick-up - Expanding service to as many as 50 stores by the end of 2017 • Enhancing produce and private brand offerings • Undertake opportunistic roll-ups

18 Financial Highlights Sales (In Millions)

(1) (1) (1)

(1) TTP reflects 52 week period ending 7/15/2017 and YTD reflects 28 week periods ending on 7/16/2016 and 7/15/2017 respectively.

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Operating Earnings/Adjusted Operating Earnings (1) (In Millions) Adjusted Operating Earnings (2) Adjustments to $149 $151 Operating Earnings (2) $141 Operating Earnings

(3) (2) (2) (2)

(1) Adjusted Operating Earnings is a non-GAAP financial measure, please see Adjusted Operating Earnings Note on Slide 24. (2) TTP reflects 52 week period ending 7/15/2017 and YTD reflects 28 week periods ending on 7/16/2016 and 7/15/2017 respectively Adjusted EBITDA (1) (In Millions)

(2) (2) (2)

. (1) Adjusted EBITDA is a non-GAAP financial measure, please see Adjusted EBITDA Note on page 25. (2) ) TTP reflects 52 week period ending 7/15/2017 and YTD reflects 28 week periods ending on 7/16/2016 and 7/15/2017 respectively

22 Balance Sheet & Operating Metrics

As of July 15, 2017:

• TTP Sales of $7.9 billion and Adjusted EBITDA(1) of $236.4 million

• Net long-term debt to Adjusted EBITDA of 2.7-to-1.0

• Return of capital to shareholders through annual dividend of $0.66 per common share with a yield of 2.7%, dividend has increased 7 years in a row

Strong cash flow and access to capital to support operational and strategic initiatives

(1) Please see Adjusted EBITDA Note on page 25 and Net Long-Term Debt Note on page 26.

23 Adjusted Operating Earnings Note (000’s)

FY 2015 FY 2016 TTP 2017 YTD 2016 YTD 2017 52 Weeks 52 Weeks 52 Weeks 28 Weeks 28 Weeks Ending Ending Ending Ending Ending 1/2/2016 12/31/2016 7/15/2017 7/16/2016 7/15/2017 Unaudited Unaudited Unaudited Operating Earnings $122,875 $108,767 $123,073 $54,280 $68,586 Add (Subtract): $0 Restructuring charges and asset impairment 8,802 $32,116 $12,072 21,052 1,008 Merger/ Acquisition and Integration 8,433 $6,959 $9,787 1,810 4,638 Stock compensation associated with executive retirement - $1,172 - 1,172 Fresh Kitchen costs $4,602 4,602 Fees and expenses related to tax planning strategies 569 - - Severance associated with cost reduction initiatives 549 $859 $193 690 24 Adjusted Operating Earnings $141,228 $148,701 $150,899 $77,832 $80,030

Note: Adjusted operating earnings is a non-GAAP operating financial measure that the Company defines as operating earnings (loss) plus or minus adjustments for items that do not reflect the ongoing operating activities of the Company and costs associated with the closing of operational locations. The Company believes that adjusted operating earnings provide a meaningful representation of its operating performance for the Company. The Company considers adjusted operating earnings as an additional way to measure operating performance on an ongoing basis. Adjusted operating earnings is meant to reflect the ongoing operating performance of its military, food distribution and retail operations; consequently, it excludes the impact of items that could be considered “non-operating” or “non-core” in nature, and also excludes the contributions of activities classified as discontinued operations. Because adjusted operating earnings is a performance measure that management uses to allocate resources, assess performance against its peers and evaluate overall performance, the Company believes it provides useful information for both management and its investors. In addition, securities analysts, fund managers and other shareholders and stakeholders that communicate with the Company request its operating financial results in adjusted operating earnings format. Adjusted operating earnings is not a measure of performance under accounting principles generally accepted in the United States of America, and should not be considered as a substitute for operating earnings (loss), cash flows from operating activities and other income or cash flow statement data. The Company’s definition of adjusted operating earnings may not be identical to similarly titled measures reported by other companies.

24 Adjusted EBITDA Note (000’s)

FY 2015 FY 2016 TTP 2017 YTD 2016 YTD 2017 52 Weeks 52 Weeks 52 Weeks 28 Weeks 28 Weeks Ending Ending Ending Ending Ending 1/2/2016 12/31/2016 7/15/2017 7/16/2016 7/15/2017 Consolidated Net earnings $62,710 $56,828 $65,547 $27,335 $36,054 Plus: Discontinued operations 456 228 114 185 71 Income taxes 37,093 32,907 35,773 16,770 19,636 Debt Extinguishment 1,171 - - Non-operating expense 21,445 18,804 21,639 9,990 12,825 Operating earnings $122,875 $108,767 $123,073$0 $ 54,280 $ 68,586 Plus: Depreciation and amortization 83,334 77,246 80,341 41,004 44,099 LIFO expense (benefit) (1,201) (1,919) (2,108) 2,471 2,282 Restructuring charges and asset impairment 8,802 32,116 12,072 21,052 1,008 Fresh Kitchen costs 4,602 4,602 Other non-cash charges (gains) (530) (148) (747) 76 (523) Merger / Acquisition and Integration 8,433 6,959 9,787 1,810 4,638 Fees and expenses related to tax strategies 569 - - Stock-Based Compensation 7,240 7,936 9,360 6,067 7,491 Adjusted EBITDA $229,522 $230,957 $236,380 $126,760 $132,183

Notes: Consolidated Adjusted EBITDA is a non-GAAP operating financial measure that we define as operating earnings plus depreciation and amortization, and other non-cash items including deferred (stock) compensation, the LIFO provision, as well as adjustments for unusual items that do not reflect the ongoing operating activities of SpartanNash and costs associated with the closing of operational locations. We believe that Adjusted EBITDA provides a meaningful representation of our operating performance for SpartanNash as a whole and for our operating segments. We consider Adjusted EBITDA as an additional way to measure operating performance on an ongoing basis. Adjusted EBITDA is meant to reflect the ongoing operating performance of our military, food distribution and retail operations; consequently, it excludes the impact of items that could be considered “non-operating” or “non-core” in nature, and also excludes the contributions of activities classified as discontinued operations. Because Adjusted EBITDA is a performance measure that management uses to allocate resources, assess performance against its peers, and evaluate overall performance, we believe it provides useful information for both management and its investors. In addition, securities analysts, fund managers and other shareholders and stakeholders that communicate with us request our operating financial results in Adjusted EBITDA format. Adjusted EBITDA is not a measure of performance under accounting principles generally accepted in the United States of America, and should not be considered as a substitute for net earnings, cash flows from operating activities and other income or cash flow statement data. Our definition of Adjusted EBITDA may not be identical to similarly titled measures reported by other companies.

25 Net Long-Term Debt Note (000’s)

Reconciliation of Long-Term Debt and Capital Lease Obligations to Total Net Long-Term Debt and Capital Lease Obligations (A Non-GAAP Financial Measure) (In thousands) (Unaudited)

28 Weeks 28 Weeks 1/2/2016 12/31/2016 7/16/2016 7/15/2017 Current maturities of long-term debt and capital lease obligations 19,003 17,424 19,003 19,001 Long-term debt and capital lease obligations 467,793 413,675 473,399 641,257 Total debt 486,796 431,099 492,402 660,258 Cash and cash equivalents (22,719) (24,351) (23,816) (22,726) Total net long-term debt 464,077 406,748 468,586 637,532

Notes: Total net long-term debt is a non-GAAP financial measure that is defined as long term debt and capital lease obligations plus current maturities of long-term debt and capital lease obligations less cash and cash equivalents. The Company believes both management and its investors find the information useful because it reflects the amount of long term debt obligations that are not covered by available cash and temporary investments.

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