EX-99.1

Management Presentation

July 30, 2013

Exhibit 99.1

Disclaimer

073013

This presentation contains, and XPO Logistics, Inc. (the “Company”) may from time to time make, written or oral “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. All statements, other than statements of historical facts, made in this presentation that address activities, events or developments that

the Company expects or anticipates will or may occur in the future, including such things as expansion and growth of the Company’s business and

operations (including projected headcount increases), the anticipated closing date of the acquisition of 3PD Holding, Inc. (“3PD”) and the related

financing (the “3PD Transaction”), the expected impact of the 3PD Transaction and 3PD’s anticipated growth, the expected ability to integrate the

Company's and 3PD's operations and technology platforms, finding other suitable merger or acquisition candidates, future technology

improvements (including the timing and nature thereof) and other such matters, are forward-looking statements. These statements are based on

certain assumptions and analyses made by the Company in light of its experience and its perception of historical trends, current conditions and

expected future developments as well as other factors it believes are appropriate in the circumstances. In some cases, forward-looking statements

can be identified by the use of forward-looking terms such as “may,” “will,” “should,” “expect,” “intend,” “plan,” “anticipate,” “believe,” “estimate,”

“predict,” “potential” or “continue” or the negative of these terms or other comparable terms. Investors are cautioned that any such forward-looking

statements are not guarantees of future performance and involve significant risks and uncertainties, and that actual results may differ materially

from those projected in the forward-looking statements. Factors that could adversely affect actual results and performance include: economic

conditions generally; competition; the Company’s ability to find suitable acquisition candidates and execute its acquisition strategy; the projected

satisfaction of closing conditions for the 3PD Transaction; the expected closing date for the 3PD Transaction; the expected impact of the 3PD

Transaction, including the expected impact on the Company's results of operations and EBITDA; the Company’s ability to raise debt and equity

capital; the Company’s ability to attract and retain key employees to execute its growth strategy, including retention of 3PD’s management team;

litigation, including litigation related to misclassification of independent contractors; the Company’s ability to develop and implement a suitable

information technology system; the Company’s ability to maintain positive relationships with its network of third-party transportation providers; the

Company’s ability to retain its and 3PD’s largest customers; the Company’s ability to successfully integrate 3PD and other acquired businesses;

and governmental regulation. These factors, and additional factors that could cause actual results to differ materially from those projected in the

forward-looking statements, are discussed in the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2012, and in the

Company’s other filings with the Securities and Exchange Commission (the “SEC”). These materials should be read in conjunction with the

Company’s filings with the SEC, which are available to the public over the Internet at www.sec.gov and the Company’s website,

www.xpologistics.com. All forward-looking statements made in these materials speak only as of the date of these materials. All forward-looking

statements made in these materials are qualified by these cautionary statements and there can be no assurance that the actual results or

developments anticipated by the Company will be realized or, even if substantially realized, that they will have the expected consequence to or

effects on the Company or its business or operations. The Company assumes no obligation to update any such forward-looking statements,

except to the extent required by law.

Clearly Defined Strategy for Growth

Build XPO into a multi-billion dollar logistics company:

Significantly scale up and optimize existing operations

Acquire companies that are highly scalable

Open cold-starts in prime recruitment areas

On track to create exceptional shareholder value

Major Accomplishments in 19 Months

Completed seven strategic acquisitions and signed an

agreement to acquire 3PD

Opened 18 cold-starts, eight of them in freight brokerage

Established national operations center to drive efficiencies

Increased overall headcount from 208 to more than 1,100

–

Grew freight brokerage sales headcount from 40 to 788

–

Currently at 925 customer-facing employees company-wide

Grew footprint to 62 locations

Major Accomplishments in 19 Months

Foundation in place for a much larger company

Implemented leading edge training programs

Introduced scalable IT platform and three major upgrades

Established professional sales and marketing team

Raised $289 million in common stock and convertible debt

Dynamic team culture, hungry for growth

Rapidly grow sales force with aggressive recruiting and

training

–

Targeting 1,850 total employees by year-end

Expand branches capable of mega-growth

–

Charlotte, North Carolina

–

Chicago, Illinois

–

Gainesville, Georgia

–

Salt Lake City, Utah

–

Planned Q3 opening in Cincinnati, Ohio

Drive operational efficiency through shared services

Strategy Part 1: Scale and Optimization

Accelerate Sales and Marketing

Differentiate XPO by providing world-class customer service

Single point of contact for each customer

–

Strategic accounts team marketing to largest 1,200 shippers

–

National accounts team focused on next largest 5,000 companies

–

Branch network expands our reach to hundreds of thousands of small

and medium-sized shippers

Capitalize on significant less-than-truckload opportunity

Cross-sell all services to new and existing customers

Capitalize on XPO’s superior technology

Purchase transportation more efficiently as data pool grows

Proprietary freight optimizer tools for pricing and load-covering

put in place in 2012

Enhancements delivered to date include carrier rating engine

and LTL upgrades

New customer and carrier portals to go live in 2013

Scalable Technology Platform

Acquire attractive, highly scalable companies

Gain capabilities, customers, carriers, lane and pricing histories

with each acquisition

Continue to grow carrier network, currently at 22,000+

Seven acquisitions to date have added capabilities in LTL,

refrigerated and air charter

Will add heavy good, last-mile services with 3PD

Turbo, Kelron and Covered brought strong relationships with

Fortune

500

customers

Strategy Part 2: Acquisitions

Largest provider of heavy goods, last-mile logistics in

North America

Serves one of the fastest-growing segments of non-asset,

third party logistics

Market leader facilitates over 4.5 million last-mile deliveries

per year, more than twice its nearest competitor

Acquisition is a major milestone in XPO’s strategy,

accelerates growth rate

Expected to close in Q3 2013

XPO to Acquire 3PD

Serves a high-growth end market within XPO’s core

competency of non-asset transportation logistics

Complementary last-mile service offerings strengthen XPO’s

position with shippers as a single-source provider

3PD’s industry-leading technology can be used by XPO

Strong customer-centric culture built by experienced leaders

–

All 3PD executives to join XPO and continue to grow the business

3PD Is a Strong Strategic Fit

Scale up 3PD with organic growth and acquisitions

Gross margin over 30%

Free cash flow conversion of 80% to 90%

Adjusted EBITDA margin over 10%

20% YOY growth in adjusted EBITDA for 2012

36% YOY growth in adjusted EBITDA for 2013 YTD June

3PD Is High-Margin, High Cash Flow

$12 billion market for heavy goods, last-mile deliveries

Only 30% currently going through 3PLs

Two favorable trends: retailers outsourcing more deliveries,

and e-commerce purchases of heavy goods on the rise

Highly fragmented with many small, regional providers

3PD has major advantages of scale

–

Cost efficiencies, productivity, access to trucks, quality control

–

Leading software for workflow and customer experience management

3PD’s Exciting Market Potential

Sources:

Norbridge,

Inc.

and

EVE

Partners

LLC

All XPO customers will have access to best-in-class heavy

goods, last-mile deliveries as an in-house XPO service

–

Historically offered by

XPO’s

freight forwarding division through 3PD

All 3PD customers will have access to XPO truck brokerage,

freight forwarding and expedite services

XPO’s expanded service offering will capitalize on shipper

trend to use fewer, larger 3PLs

3PD Complements Current Offerings

Capitalize on 3PD’s tremendous momentum

3PD Transaction Highlights

Terms

Financing

Total consideration of approx. $365 million represents

10.1x LTM adjusted EBITDA

3PD shareholders will receive approx. $357 million of cash and

$8 million of restricted XPO stock

XPO has obtained a commitment from Credit Suisse Group

and Morgan Stanley for a $195 million term loan, which

together with cash on hand is sufficient to fund the transaction

Accretion

and Timing

Immediately and significantly accretive to earnings

Expected closing Q3 2013

Subject to customary closing conditions

Hire strong industry veterans as branch presidents

Position in prime recruitment areas

Rapidly scale up by adding salespeople

Low capital investment can deliver outsized returns

Opened 18 cold-starts to date

–

Eight in freight brokerage, nine in freight forwarding, one in expedite

–

Brokerage cold-starts on a combined annual revenue run rate

of over $90 million

Strategy Part 3: Cold-starts

Founded and led four highly successful companies

Amerex

Oil

Associates:

Built

one

world’s

largest

oil

brokerage

firms

Hamilton

Resources:

Grew

global

oil

trading

company

~$1

billion

United

Waste:

Created

fifth

largest

solid

waste

business

North

America

United

Rentals:

Built

world’s

largest

equipment

rental

company

United Waste stock outperformed S&P 500 by 5.6x from 1992 to 1997

United Rentals stock outperformed S&P 500 by 2.2x from 1997 to 2007

CEO Bradley S. Jacobs

Highly Skilled Management Team

Partial list below

NCR, Avery Dennison, Arrow Electronics

AutoNation, Skadden Arps

Oakleaf Waste Management

Turbo Logistics

Electrolux, Union Pacific, Odyssey Logistics

United Rentals, United Waste

Goldman Sachs, UBS, JPMorgan Chase

C.H. Robinson, Knight Brokerage

Stifel Nicolaus, Alex. Brown

C.H. Robinson, American Backhaulers

Sean Fernandez

Chief Operating Officer

Gordon Devens

General Counsel

Mario Harik

Chief Information Officer

Jeff Battle

Chief Commercial Officer

Lou Amo

VP, Carrier Procurement

Troy Cooper

SVP, Operations

Scott Malat

Chief Strategy Officer

Greg Ritter

SVP, Strategic Accounts

John Hardig

Chief Financial Officer

Marie Fields

Director of Training

The full management team can be found on www.xpologistics.com

EVE Partners

Tom Connolly

SVP, Acquisitions

2011 revenue of $177 million, 2012 revenue of $279 million

Currently in excess of $500 million annual revenue run rate

Q2 2013 revenue up 151% to $137 million YOY, with gross

margin dollars up 128%*

–

Freight brokerage revenue: $95.5 million –

up 587%

–

Expedited transportation revenue: $26.4 million –

up 3%

–

Freight forwarding revenue: $19.3 million –

up 17%

Q2 2013 organic growth, total company: 26%

Q2 2013 organic growth, freight brokerage: 65%

Key Financial Statistics

* Net of intercompany eliminations

Source: Company data

Incentivized XPO Management

Equity ownership aligns management team with shareholders

Management

and

directors

own

54%

the

company

(1)

Based on SEC beneficial ownership calculation

(2)

Does not give effect to $8 million of common stock to be issued in connection with the 3PD Transaction

(3)

Dilutive effect of warrants calculated using treasury method (avg. market close price of $16.85 for Q2 2013); total warrant proceeds of $75 million

(4)

Assumes conversion in full of $143.75 million in aggregate principal amount of convertible senior notes issued in September and October 2012

(5)

Dilutive effect of Q2 2013 weighted average outstanding RSUs and

stock options calculated using treasury method (avg. market close price of $16.85 for Q2 2013)

Common

Stock

Equivalent

Capitalization

(2)

(as of 6/30/13)

Common Shares

18.2 million

Preferred Shares

10.6 million

Warrants (Strike Price $7 per share)

10.7 million (6.3 million dilutive)

(3)

Convertible senior notes

8.7 million shares

(4)

Stock options and RSUs

1.0 million shares dilutive

(5)

Fully Diluted Shares Outstanding

44.8 million shares

Large, growing, fragmented logistics industry

Well-defined process to scale up operations

Robust acquisition pipeline

Significant growth potential through cold-starts

Highly skilled management team incentivized to create

shareholder value

Passionate, world-class culture of customer service

Clear Path for Significant Value Creation