8-K

UNITED STATES
SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

FORM 8-K

CURRENT REPORT
Pursuant to Section 13 or 15(d) of the
Securities Exchange Act of 1934

Date of Report (Date of earliest event reported):
May 21, 2008

Wabash National Corporation

(Exact name of registrant as specified in its charter)

Delaware	1-10883	52-1375208
(State or other	(Commission	(IRS Employer
jurisdiction	File No.)	Identification No.)
of incorporation)

1000 Sagamore Parkway South, Lafayette, Indiana 47905

(Address of principal executive offices) (Zip Code)

Registrant’s telephone number, including area code:

(765) 771-5310

Not applicable

(Former name or former address, if changed since last report)

Check the appropriate box below if the Form 8-K filing is intended to simultaneously satisfy the filing obligation of the registrant under any of the following provisions:

o Written communications pursuant to Rule 425 under the Securities Act (17 CFR 230.425)

o Soliciting material pursuant to Rule 14a-12 under the Exchange Act (17 CFR 240.14a-12)

o Pre-commencement communications pursuant to Rule 14d-2(b) under the Exchange Act (17 CFR 240.14d-2(b))

o Pre-commencement communications pursuant to Rule 13e-4(c) under the Exchange Act (17 CFR 240.13e-4(c))

INFORMATION TO BE INCLUDED IN THE REPORT

Item 7.01. Regulation FD Disclosure.

Wabash National Corporation is making the presentation attached hereto as Exhibit 99.1 and incorporated herein by reference in connection with the Barrington Research Associates Industrial Growth Conference on May 21, 2008.

Item 9.01. Financial Statements and Exhibits.

     (d)       Exhibits

99.1 Wabash National Corporation presentation on May 21, 2008.

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SIGNATURES

Pursuant to the requirements of the Securities Exchange Act of 1934, as amended, the registrant has duly caused this report to be signed on its behalf by the undersigned thereunto duly authorized.

	WABASH NATIONAL CORPORATION
Date: May 21, 2008	By:	/s/ Robert J. Smith
		Robert J. Smith
		Senior Vice President and Chief Financial Officer

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EXHIBIT INDEX

Exhibit No.	Description
99.1	Wabash National Corporation presentation on May 21, 2008

Page 4

EX-99.1

Exhibit 99.1

FD Ashton / Barrington Industrials Conference May 21, 2008

This presentation will contain certain forward-looking statements, as defined by the Private Securities Litigation Reform Act of 1995. These forward-looking statements are, however, subject to certain risks and uncertainties that could cause actual results to differ materially from those implied by the forward-looking statements. Without limitation, these risks and uncertainties include increased competition, dependence on new management, reliance on certain customers and corporate partnerships, shortages of raw materials, dependence on industry trends, access to capital, acceptance of new technology and products, and government regulation. Listeners should review and consider the various disclosures made by the Company in this presentation and in its reports to its stockholders and periodic reports on Forms 10-K and 10-Q. We cannot give assurance that the expectations reflected in our forward-looking statements will prove to be correct. Our actual results could differ materially from those anticipated in these forward-looking statements. All written and oral forward looking statements attributable to us are expressly qualified in their entirety by the factors we disclose that could cause our actual results to differ materially from our expectations. Safe Harbor Statement

Investment Highlights Market leader: #1 position in North American trailer market Superb brand recognition: Supported by diverse, long-standing customer relationships Innovation leader: Best-in-class technology (e.g., DuraPlate(r)) New leadership: Strong management team & Continuous Improvement (CI) culture New strategic plan: Transform Wabash National into a diversified industrial manufacturer and service provider with reduced cyclicality, improved profitability and higher growth Strong financial position: 2007 OCF of $59M, net debt of $63M

Company At-A-Glance Key Facts: Founded as a start-up in 1985 IPO in 1991 - NYSE: WNC Headquartered in Lafayette, IN 3,100 employees 2007 sales of $1.1B 2007 trailer production of ~ 46,500 units #1 North American Designer, Manufacturer and Marketer of Truck Trailers and Related Transportation Equipment

DuraPlate Pups Arctic Lite(r) Vans Transcraft (r) Flatbeds DuraPlate HD(r) Dry Vans RoadRailer(r) DuraPlate(r) Dry Vans WNC Product Offering FreightPro(r) Dry Vans Dry Vans Refrigerated Doubles Vans Intermodal Platforms

WNC Customer Relationships

Industry Leading Innovations Launch Date Description Innovation DuraPlate Arched Roof 2009 Improved damage resistance and decreased weight Bonding Technologies TrustLock Plus Door Lock 2009 2009 Sidewalls and Logistics (Support Beams and Ties) Proprietary single-lock closing mechanism New DuraPlate HD 2009 2008 Wabash 4.0 Electrical System Increased damage resilience with improved floor rating Standardized LED systems utilizing new lighting manufacturing technology Fuel Efficiency 2009 Improved fuel efficiency technologies Bonded Skylight 2008 Reduces leaks and simplifies repairs

Recognized Leader in Trailer Industry WNC Competition 45702 171318 WNC Competition 35319 83289 WNC Competition 4659 19259 2007 Total Trailers WNC Competition 5724 26621 WNC Competition 41043 109910 2007 Total Dry Vans 2007 Total Vans 2007 Total Platforms 2007 Total Reefers Source: ACT, WNC, TrailerBody Builders Magazine

Freight Tonnage 113.4 March

Industry Outlook 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008E 2009E 2010E 2011E 2012E Class 8 Trucks 280722 206555 118682 148236 141429 216521 269408 296474 134518 138239 235028 181195 226456 244179 Total Trailers 314087 275223 140100 142658 183162 235953 256091 279047 216254 160183 186067 231388 240954 254607 Units Source: ACT Research U.S. Truck & Total Trailer Industry Shipments Class 8 Truck Total Trailers

Van Trailer Forecast Source: Van projections based on ACT Research Dry Vans Wabash Market Share Reefers U.S. Dry & Refrigerated Van Trailer Forecast

WNC Expected Shipments Better-than-the-industry outlook - 2% market share gain - is predicated on a number of factors including: Quality of our customer base - Includes many of the largest and best- positioned organizations in the freight hauling business DuraPlate composite trailers - Performance and expanding acceptance of the premiere standard for the industry Strength of our existing backlog - $537 million in hand at end of March representing approximately 76% of our full year projection on the books Pricing will continue to be challenging as available capacity chases limited demand, while raw material and component costs are rising at unprecedented rates and to levels never before seen 2Q'08 FY 2008 8,500 Units 38,000 Units

DuraPlate Composite Panels High density polyethylene (HDPE) core bonded between two sheets of high-strength steel Composite panel is extremely strong, lightweight, and damage resistant Composite characteristics allow it to flex and absorb impact which helps reduce damage Pre-coated galvanized steel skin Galvanized steel skin Foamed HDPE core DuraPlate(r) Technology

DuraPlate(r) Growth Opportunity DuraPlate Competition 19 81 Est. DuraPlate(r) Fleet Penetration >330,000 Units Sold Faster growth than existing penetration: >28% Dry Vans sold today are DuraPlate(r) *Source: ACT Research; WNC estimates DuraPlate(r) replacement cycle is beginning 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 East 7309 17512 39776 43011 22205 21472 29658 38401 41418 42831 33383 Units DuraPlate(r) Trailers Sales by Year

Strategic Plan

Develop New Non-core Business Opportunities Develop Global Joint Ventures/ Alliances Make Strategic Acquisitions Optimize Manufacturing Costs Accelerate Strategic Sourcing Initiative Optimize Inventory Mgmt. Create Purchasing Consortium Expand Customer Base Leverage the WNC Brand. Optimize and Grow Sales Channels Enhance Succession Planning Process Expand Leadership Development Initiatives Improve Bench Strength Expand Associate Development Initiatives Develop & Launch Next Gen Dry Van Develop & Launch Next Gen Reefer Develop & Launch Fuel Savings Option Packages Strategic Pyramid - Executable Initiatives Innovation Customer Focus People Corporate Growth Operational Excellence Value Creation

Key Elements of the Plan Increase Diversification Improve Operational Excellence Capture Additional Growth Opportunities Reduce Cyclicality Improve Profitability Drive Higher Growth Goal: Transform Wabash National into a diversified industrial manufacturer and service provider by leveraging core competencies; Improve profitability via operational excellence; Capture additional revenue streams through new product development, new market growth opportunities, and selective acquisitions Objectives: Goals:

DuraPlate(r) Products Group Non-Core Business Development Leverage materials and skills into business opportunities in addition to selling trailers Grow DuraPlate product sales Find and develop new business opportunities to diversify and grow the company Corporate Growth Diversification into markets presents significant long-term opportunities Alcoa Relationship Sell composite technology into all markets (excluding building cladding applications) Market Alcoa's Aluplate aluminum product

Current DuraPlate(r) Products Markets Utility Truck Bodies/Cargo Trailers Expanding relationship with Utilimaster. Developing opportunities with other truck body OEMs. Working on Cargo Trailer OEM segment. segment. segment. segment. segment. segment. segment. segment. Portable Containers Industry Current box designs are somewhat archaic - no real strong, dominant product design. Opportunities: Sell DuraPlate wall panels to container manufacturers; Produce a standard DuraPlate container and sell directly to the industry; and/or Secure an agreement to be the exclusive manufacturer of the containers for the top portable container storage companies.

Operational Excellence Initiatives Optimize Manufacturing Process Southern Plant Lafayette Transformation Strategic Sourcing Purchasing Consortium Inventory Optimization Offset the impact of rising raw materials prices Reduce capital allocation to inventory management Lower materials costs through greater purchasing leverage

Lafayette Transformation Enhance Manufacturing Process Lafayette Transformation Streamline production processes and improve manufacturing efficiency Optimize existing line configurations Drive margin improvement Improve material handling processes Consolidate dislocated warehouse facilities Reduce labor dependency in tight Lafayette market Create additional floor space to facilitate new business opportunities Portable storage units, etc. Key Benefits: Transformation has already begun Update and consolidate assembly line Optimize raw material storage and handling Transformation will be complete in the first half of 2009 Areas of Focus:

Lafayette North Campus - Future Layout Shipping Space Made Available Consolidated Warehouse Production Line Lafayette South Campus Over 190,000 square feet of space under roof made available for other opportunities. DCO 3

Inventory Management Accomplishments: Warehouse consolidation (15 to 10) Improved ERP utilization $30M inventory reduction in 2007 Notable improvement in inventory turns Storage Off Site MFG Transcraft WWP Total PLAN 12/1/2006 30.7 4.4 11.2 4.5 7.3 58.1 59 1/1/2007 31 5.3 12 4.3 7.7 60.3 58 2/1/2007 33.5 4.2 13.5 4.2 7.7 63.2 57 3/1/2007 29.2 5.6 12.1 3.7 7.9 58.6 56 4/1/2007 26.7 5.6 12.5 4 8.2 56.9 54 5/1/2007 27.3 5.7 12.4 3.3 7.9 56.5 52 6/1/2007 24.3 8.3 10.7 3 7.6 53.8 51 7/1/2007 24.8 5 12.2 3.3 7.5 52.7 51 8/1/2007 24.3 3.6 11.6 3.2 7 50.2 48 9/1/2007 20.1 3.6 9.2 3.5 6.8 43.4 45 10/1/2007 17.9 3.4 11.4 2.3 6.6 41.8 45 11/1/2007 17.6 3.2 11.1 1.6 6.5 40.1 45 12/1/2007 12.2 3.4 7.3 1.7 6.5 31.1 45 1/1/2008 14.7 3.4 9.4 2.3 6.5 36.3 37 2/1/2008 37 3/1/2008 35.8 4/1/2008 36.6 5/1/2008 37.9 6/1/2008 38.2 7/1/2008 37 8/1/2008 35.2 9/1/2008 33.2 10/1/2008 32 11/1/2008 29.7 12/1/2008 27.7 Goals: Eliminate 'dead-stock' $10M in additional inventory reductions Move towards vendor managed inventories (VMI) Period Turns* 2006 17 2007 21 2008E 28 *Inventory Turns = COGS/Average Inventory

Strategic Sourcing Continually improve purchasing activities Develop new suppliers, with focus internationally Emphasis in Asia Build low-cost global sourcing platform Currently 5% of materials are purchased internationally Goal is to move 20% of parts and components to low cost countries (LCC) Areas of Focus: US 2007 2012 Spend 80 5 15 Low Cost Global Sourcing Goal = 20% of spend by 2012 Identify new LCC suppliers; offset rising raw materials prices

Purchase Consortium Wabash National Utility Vans Cargo Vans Trailer Manufacturers Aftermarket Parts Key Participants: Participative Consortium (WNC as Principal) Initially four to five consortium members (Associate Members) Centrally administered and maintained by WNC with diminutive costs Leverage similar purchasing requirements Approximately $500M additional spend 70% of spend utilizing same supply base Launched consortium in Q2'08 Un-tap significant cost savings opportunities Target 3% annual savings on $350M in spend initially Expected cost savings to WNC: $1M of 2008, approximately $10M in 2009 Areas of Focus:

Key Metrics Scorecard Reduce Cyclicality Top-Line Growth Improve Margins Productivity Improvements Earnings Growth Middle Market Strategy/Increased Market Share ^ ^ ^ ^ Process Technology Innovation ^ ^ ^ ERP System ^ ^ ^ Operational Excellence ^ ^ ^ Strategic Sourcing ^ ^ New Leg ^ ^ ^ New Products ^ ^ ^

Key Metrics Scorecard (cont.) Strategic Initiative Key Metrics Operational Excellence Operational Excellence Southern Plant Full utilization within 24 months from start Lafayette Transformation Assembly line update completed in 1H'09 Warehouse consolidation completed by Q2-09 Strategic Sourcing 5% sourced internationally in 2007 Goal of 20% sourced internationally by 2012 Inventory Management Increase raw material turns from 21in '07 to 28 in '08 and 30 in the future Purchasing Consortium Launch by 1H'09 $1M in cost savings in 2008, $10M in 2009 Innovation Innovation Next Generation: Reefer Van Dry Van Introduction: 2011 2012 Corporate Growth Corporate Growth Duraplate Products Group Grow from $5M to $80M by 2012 - 75% CAGR Joint Ventures/Alliances As appropriate Strategic Acquisitions As appropriate

Financials

Financial Highlights 2004 2005 2006 2007 1Q'08 East 1041.1 1213.7 1312.2 1102.5 161.06 2004 2005 2006 2007 1Q'08 East 1.8 3.06 0.3 0.52 -0.21 Revenue Diluted EPS ($ millions)

Financial Highlights (cont.) 2004 2005 2006 2007 1Q'08 East 0.12 0.110000000046565 0.081 0.08 0.0366 Gross Margin EBITDA Margin 2004 2005 2006 2007 1Q08 East 0.086 0.079 0.033 0.05 -0.02

Financial Highlights (cont.) 2004 2005 2006 2007 1Q'08 East 56.9 50.5 51.8 59.3 -6.27 Op. Cash Flow Consistent annual OCF ($ millions) 2004 2005 2006 2007 1Q'08 Total Equity $164.6 $278.7 $278.0 $279.9 $272.8 Debt $127.5 $125.5 $125.0 $104.5 $78.6 Cash $41.9 $67.4 $29.9 $41.2 $6.3 Inventory Turnover 10.2 10.7 10.0 8.2 5.0 ($ millions)

Financial Outlook Expectations 2007 Long-term Revenue $1.1B >$1.5B Market Share (total trailers) 21% 23% Non-trailer Revenue <$5M > $75M Gross Margins 8% > 10% EBITDA Margins 5% > 8%

Uses of Cash Priority of capital allocation decisions Investment in the business Opportunistic investments Strategic bolt-on acquisitions Quarterly cash dividend Share repurchase program Offset dilution Refinance convertible notes