2. Forward Looking Statements
This presentation contains or may contain forward-looking statements within the meaning of the Private Securities
Litigation Reform Act including with respect to revenue earnings per share margins cash flows debt levelsLitigation Reform Act, including with respect to revenue, earnings per share, margins, cash flows, debt levels,
expenses, capital expenditures, business and financial strategies, management’s plans and objectives for future
performance and the time by which objectives will be achieved, and future economic, industry and market conditions or
performance. Forward-looking statements speak only as of the date they are made, and the company undertakes no
obligation to update or revise any forward-looking statement. All remarks made during our financial results conference
call will be current at the time of the call and we undertake no obligation to update the replay. If the company updates
any forward-looking statement, no inference should be drawn that the company will make additional updates with
respect to that statement or any other forward-looking statements.
These forward-looking statements are based on the company's current expectations and beliefs and are subject to a
number of risks, uncertainties and assumptions. Among the important factors that could cause actual results to differ
materially from those expressed or implied in the forward-looking statements are general economic and business
conditions; industry trends, including changes in the costs of services from rail, motor, ocean and air transportation
providers; our success in implementing our business, operational and commercial strategies; competitive pressures;
shipping volumes; the loss of one or more of our major customers; and weather related issues and service disruptions
affecting our rail and motor transportation providers. Additional information about these and other factors that could
affect the compan 's b siness is set forth in the compan 's ario s filings ith the Sec rities and E changeaffect the company's business is set forth in the company's various filings with the Securities and Exchange
Commission, including those set forth in the company's annual report on Form 10-K for the year ended December 31,
2012. Our actual consolidated results of operations and the execution of our business strategy could differ materially
from those expressed in, or implied by, the forward-looking statements contained in this presentation. All forward-
looking statements attributable to us or persons acting on our behalf are expressly qualified by the cautionary
statements in this presentation and in our SEC filings.
2
statements in this presentation and in our SEC filings.
5. Pacer International Overview
• Founded in 1997 through the acquisition of several logistics
companies and the APL Linertrain business, which was
renamed Pacer Stacktrain
• Leader in North American Intermodal transportationLeader in North American Intermodal transportation
• Headquartered near Columbus, OH
• ~ 900 employees in our global operationsp y g p
• Comprehensive transportation and logistics portfolio
• Best-in-class service delivery model
• Publically traded (PACR on NASDAQ)
• Financially sound and well positioned for growth
5
6. Pacer Portfolio
Pacer
Intermodal ($1.2B) Logistics ($0.2B)
• International freightDoor to door intermodal
"Retail"
International
Freight Forwarding
• Warehousing consolidation
• International freight
forwarding and shipping
(Ocean World Lines & RF
International)
• Transportation primarily for
• Door-to-door intermodal
movements provided to
beneficial cargo owners
(BCOs)
Automotive
Warehouse, Port, &
Transload Services
• Inland intermodal for • Brokered truck-based freight
• Warehousing, consolidation,
deconsolidation, and
transloading
Auto OEMs and parts
manufacturers
• Mexico cross-border network
manager for Union Pacific
Ocean Carrier
Services
Highway Brokerage
• Inland intermodal for
incoming / outgoing ISO
containers for Ocean
Carriers
Brokered truck based freight
movements
• Drayage and repositioning • Supply chain management
Drayage Logistics Solutions
6
• Drayage and repositioning
services sold externally and
to support other lines of
business
Supply chain management
solutions
7. One Pacer Vision
Integrated Transportation Solutions
TRACK & TRACE
WAREHOUSEWAREHOUSE Los Angeles C l bWAREHOUSE,
CUSTOMS
WAREHOUSE,
CUSTOMS
RAIL DRAYAGE
Los Angeles Columbus
Shanghai
OCEAN AIR
HIGHWAY
RAIL DRAYAGE
INTERMODAL
Portfolio of Transportation Solutions
M lti d i t ti l ( i )
The Promise
• Multi-mode international (ocean, air)
• Multi-mode domestic (intermodal,
highway)
• Long Term Sector Attractiveness
(Intermodal and International)
+ Overlapping Customer Bases
• Value added services (trans-load,
warehouse, customs, visibility)
• End-to-end transportation capability for
l b l l h i
+ Portfolio Differentiator
= Profitable Growth
A Differentiated Portfolio of Transportation Solutions
global supply chains
7
9. The Pacer Service Differentiator
• Service is the foundation for
Intermodal Service Levels
72%
95% 95%
92% 94%Pacer's success
• Pacer service starts with railroad
investments in intermodal
Pacer
71%
66% 67%
72%investments in intermodal
capacity
• Pacer extends rail service levels Railroads
2Q11 4Q11 2Q12 4Q12
to best in class logistics levels
– Rails: 70% on time within 1 day
vs. published schedule
Customer / Industry Accolades– Pacer: >90% on time within 2
hours vs. customer want
• Service becomes a tool for
Customer / Industry Accolades
2012 Business Partner of the year"
- Proctor & Gamble
O C
account retention and growth
9
2012 Best Overall Carrier
- Sony Foxconn
10. Intermodal Market Development
• Most mature intermodal market • Grow with the market at acceptable
E t / W t
Market View Our Focus
• Modal shift opportunities on West
Coast, but growth is dependent on
imports and ocean carrier IPI Rates
• Panama Canal expansion not
t d t h i ifi t i t
margins
• Optimize network fit
• Leverage bundled Pacer Intermodal and
Logistics solutions for inbound trans-
l d f i ht
East / West
Trans‐con
expected to have a significant impact load freight
Mexico
• Large modal shift opportunities
• Near-sourcing continues
• Leverage 20+ years and leading position
in cross-border Intermodal
Mexico g
– Auto production expanding …
expect 8% unit growth in 2013
• Above average market growth
• Conversion of Auto business to direct
• Crescent corridor with NS / KCS
• Commodity focused selling
East
• Heavy rail Intermodal investments
drives rail service improvements
• Significant modal shift opportunities
• Intermodal rate advantage of 15%
• Focused initiatives for Eastern Core
lanes and modal conversion
Directed network selling
Partner with railroads
10
Intermodal rate advantage of 15%
on average over truckload
Partner with railroads
• Continue expanding non-core lanes as
rail infrastructure and service improves
11. Mexico Intermodal Development
Southeast to Mexico Connection
New Mexico to SE Corridor
• New Intermodal NetworkNew Intermodal Network
between Southeast and
Mexico
• New terminals at
– Rossville, TN (Memphis)
– Birmingham, AL
– Greencastle, PA
(Ch b b )(Chambersburg)
• Creates more than 30 new
intermodal lanes
Improves service between• Improves service between
Mexico and the Southeast
– 1 day transit reduction
– Competitive vs. truck
11
Competitive vs. truck
– Expands TMXU and Pacer
service offerings
12. Intermodal Margin Improvement
• Initiatives in place for all margin elements
Margin
El t
% of
C t
Ability to
I t K I iti ti
• Heaviest focus on those Pacer can best control
Elements Cost Impact Key Initiatives
Price ‐ Med • Sales Effectiveness
• Commercial Terms
Rail >50 Med • Rail ContractsRail 50 Med Rail Contracts
• Bid Collaboration
Dray 20 – 30 High • Carrier Mix
• Street Efficiency
• Accessorial Management• Accessorial Management
Equipment < 10 Med • Equipment Utilization
Network < 10 High • Network Balance
SG&A < 10 High • "Lean" Processes
• Processing and Decision Support Systems
12
14. Logistics Segment Value Proposition
• Long Term Growth
Att ti k t l t
Long
Term
Growth
– Attractive markets long term
– Profitable on a stand alone basis
C t B
Value
• Customer Base
– More touch points for existing
customers
E t i t f tPortfolio
Differentiation
Customer
Base
– Entry point for new customers
• Portfolio Differentiation
– Full range of global door-to-door
transportation solutions
– Connects to Intermodal, Ocean
Carrier and Drayage offerings
14
Carrier, and Drayage offerings
15. Pacer Logistics Transformation
Intermodal
Liquidity
• Debt Agreements (2009, 2010, 2012), Cash Flow, Debt Free (2011+)
Logistics
Organization and Incentives
• Business Leadership: Commercial, Finance, Capacity, Logistics
• Functional Excellence: Sales, Network, Operations, Capacity, Logistics
• Global presence (China WOFE, China Class A, China offices, SE Asia)
Customer Service
• Logistics (95‐98%, +/‐ 2 hours) mindset
Carrier Relationships
• Ocean Carriers
• Air Carriers
Systems
• Highway Brokerage
• International Freight Forwarding
International Freight Forwarding
SG&A
• Rightsizing
• Processing Efficiency
• Volume Leverage
• Volume Leverage
= completed (announced phases) = in process / planned 15
16. Pacer Freight Forwarding
Global Network
Pacer's Ocean World Lines and RF International have global
presence with over 200 employees in more than 20 owned-offices
USA Europe Asia
presence with over 200 employees in more than 20 owned-offices
in Europe, Asia and N. America, and an international network of
top-tier agents worldwide.
Chicago
Cincinnati
Houston
USA
Hamburg
Berlin
London
Europe Asia
Hong Kong
Ningbo
Shanghai
Long Beach
Miami
New Orleans
g
Shenzhen
Qingdao
Singapore
New York (HQ)
Norfolk
Phoenix
San Francisco
Xiamen
Pacer Agent Office
16
San Francisco
Seattle
17. activities. Pacer Freight Forwarding
China Development
• Pacer History in China
Heilongjiang
Jiling
Liaoning
– Agents in place for years
– Hong Kong opened (Aug-09)
– Shanghai opened (Sep-09)
Class B licenses (2011)
Qinghai
Inner Mongolia
Ningxia Shandong
Gansu
Jiangsu
Shaanxi Henan
Hebei
Beijing
Shanxi
Tianjin
– Class B licenses (2011) …
capability and growth limitations
• Development Plans (2013+)
Cl A li (1Q13)
Qingdao
Sichuan
Hunan
Chongqing
Jiangxi
Zhejiang
Jiangsu
Hubei
Fujian
Anhui
Guizhou
– Class A licenses (1Q13)
– Quick build experienced team
(2Q13+)
– Full suite of global door-to-door
Ningbo
Shanghai
Yunnan Taiwan
Guangxi
Hainan
Guangdong
g
transportation solution
• Ocean and air freight
• P.O. management
– Cross sell and tie-in with
Xiamen
Hong Kong
Shenzen
– Cross sell and tie-in with
domestic Intermodal and
Highway
17
18. Pacer Highway
• Complements Intermodal and Freight Forwarding businesses
Service Offerings Initiatives
• Completes the portfolio of multi-modal transportation solutions
• Truckload
• LTL
• JIT
• Enhanced IT platform (2012 / 2013)
– Mercurygate – a proven industry leader
• Brokerage Sales Model (2012 / 2013)
• Transactional / Flex
• Dedicated
• Service recovery
g ( )
– Historically mixed Intermodal / Highway
– New dedicated Brokerage sales (2012)
• High energy, high incentives culture
• Prove concept, gain tractionSe ce eco e y
• 6,000+ carrier relationships
p , g
– Scale up (2013)
• Carrier Development (2012 / 2013)
– Mid-level carriers
– Dedicated fleets
– Mexico presence
18
20. Revenue
• 1Q13 Revenue down 8% to $233 million
– Domestic Intermodal (5%) on 2% lower volume; Logistics (14%)( %) % ; g ( %)
• 2013 Guidance Provided: $1.000 – $1.100B +2% at midpoint
– Intermodal volume growth in 2H, Logistics grows throughout year
$2,000
$2,500 Automotive
Ocean Customer Transition
Wholesale E‐W Big Box
International Military
1st Quarter
$
92
18
77
387
$1,503 $1,479 $1,415
$1,000
$1,500
$1,392 $1,402
$1,028
$1,000
to
$1,100
$252 $233
94
$346
$233
$0
$500
2010 2011 2012 2013 1Q12 1Q13
(8%)
2010 2011 2012 2013 1Q12 1Q13
20
$s in millions • Adjusts GAAP revenues to ongoing revenues for:
‐ Intermodal Auto adjusted to net revenue (reflect 2013 new fee structure with railroad)
‐ Ocean customer transition (volume moved direct to railroads 4Q11)
‐ Intermodal wholesale east‐west big box business (transitioned away 4Q09 thru 3Q10)
‐ International military (exited business in late 2010)
21. Earnings Per Share
• 1Q13 Diluted EPS of $0.04
– Segment Income up double digits: Intermodal +20%, Logistics +13%g p g , g
• 2013 Guidance Confirmed: $0.25 – $0.35 …+150% at midpoint
– 30-40% of earnings coming in 1H
$
$0.25
$0.05
$0.40
$0 20
$0.40
1st Quarter
$0.15
$0.35
$0.12
to
$0.35 ($0.01)
$0.04
($0.20)
$0.00
$0.20
($0.60)
($0.60)
($0.40)
2009 2010 2011 2012 2013 1Q12 1Q132009 2010 2011 2012 2013 1Q12 1Q13
21
200, 2010 adjusted, as reported in 2011 10K * 2011 adjusted GAAP results of $0.35 for:
‐ 2011 gain on railcar sales (‐$4.8m income / ‐8 cents EPS)
‐ 2011 deferred tax adjustment (+$1.2m income / +3 cents EPS)
* 2012 GAAP results unadjusted, as reported in 2012 10K
22. Balance Sheet
• 1Q13: remained debt free with $28m cash
– Operating cash flow +$10.6m; Capital Expenditures of $2.8mp g $ ; p p $
• 2013: maintain debt free position, $40-45m cash on hand
$40.0
to$
$30
$40 1st Quarter
Net Debt
(Debt) + Cash
($20.2)
($9.2)
$24.0 $20.2
to
$45.0
$19.1
$27.7
($10)
$0
$10
$20
($39.0)
($50)
($40)
($30)
($20)
($50)
2008 2009 2010 2011 2012 2013 1Q12 1Q13
22
23. Guidance
• Revenue: $1.000B - $1.100B
$1,600
• (3%) / +7% (midpoint +2%)
– Intermodal volumes to pick up in the$1,415
$1,000
t
$387
$600
$800
$1,000
$1,200
$1,400
Intermodal volumes to pick up in the
second half, coming out of bid season
– Logistics revenues grow throughout the
year from new sales team and Asia build
$1,415
a
$1,028 to
$1,100
$0
$200
$400
$600
2012 2013
• EPS: $0.25 - $0.35 • +108% / +193% (midpoint +150%)
– Intermodal margins remain consistent
with current quarter as volumes increase
in 2H$0.30
$0.35
$0.40
in 2H
– Logistics margins remain consistent for
balance of year
– SG&A consistent with 1Q$0 12
$0.25
to
$0.35
$
$0.10
$0.15
$0.20
$0.25
$0.30
23
– Expect 30-40% earnings in 1H13
a Adjusted 2012 GAAP Revenue of $1,028 for Intermodal Auto wholesale revenue to net revenue to eliminate rail transportation costs
$0.12
$0.00
$0.05
2012 2013
24. Our Focus
• Continue Double-Digit Domestic Intermodal Growth
Profitable network focused growth– Profitable network-focused growth
– Focus on truck conversion and Mexico and Eastern markets
• Transform Logistics Segment for Profitable Growth
– New organization, incentives, product offerings
– Contributes on a stand alone basis and complements Intermodal
• Retain a Competitive Cost Structure
– Drayage capacity/efficiency: optimized mix (76% in-house now)
– Network optimization, equipment utilization, empty miles
– SG&A scalingSG&A scaling
• Enhance Pacer’s Core: People, Processes, and Technologies
– Intermodal drayage, retail, and decision support systems
Highway brokerage organization model and operating system– Highway brokerage organization model and operating system
– International organization model and systems
24
25. Our Vision
To be the customers’ preferred choice,
earning customer confidence every day byearning customer confidence every day by
reliably delivering best-in-class door-to-door
transportation services and logisticsp g
solutions.
25
26. Investor Contacts
John Hafferty
EVP and Chief Financial Officer
(614) 923-1987
Steve Markosky
VP, Financial Planning & Analysis
and Investor Relations
(614) 923-1703
26
