presentation.htm

Forward-Looking Statements

This information and the statements made at this conference presentation may contain
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.
These statements generally may be identified by their use of terms or phrases such as
“expects,” “estimates,” “anticipates,” “projects,” “believes,” “plans,” “intends,”
“may,” “will,” “should,” “could,” “potential,” “continue,” “future” and terms or
phrases of similar substance.  Forward-looking statements are based upon the current
beliefs and expectations of our management and are inherently subject to risks and
uncertainties, some of which cannot be predicted or quantified, which could cause
future events and actual results to differ materially from those set forth in,
contemplated by, or underlying the forward-looking statements.  Accordingly, actual
results may differ from those set forth in the forward-looking statements.  Readers
should review and consider the factors that may affect future results and other
disclosures by the Company in its reports, Annual Report on Form 10-K and other
filings with the Securities and Exchange Commission. We disclaim any obligation to
update or revise any forward-looking statements to reflect actual results or changes in
the factors affecting the forward-looking information. In light of these risks and
uncertainties, the forward-looking events and circumstances discussed in this
conference presentation might not occur.

* Vision for Economic Value-Added

VEVA* Strategic Plan

Objective #1

Earn Cost of Capital

1. Rebuild Our Foundation

• Fewer, more talented people

3. Regionalize Trucking Service

• Build density in regional lanes

• Improve pricing yield

• Attract the right customers

• Increase load “Velocity”

Objective #2

EBIT Growth

Change in Our Model Overdue

920 bps

1,050 bps

1,090 bps

Shallower Earnings Peaks and Deeper Troughs

Shareholders Demand Change

Truckload Peer Price-to-Book Ratios

As of August 11, 2011

Shareholders Reward Results

Financial Performance Correlations to Stock Price

Source: Stephens, Inc., USA Truck, Inc. and SEC documents

Customers Demand Change Too

Billions of Dollars Contributed to U.S. GDP

The Market’s Affirmation

Long-Haul Freight Ain’t What it Used to Be

Customers

“Big Boys” (provide broad bundle of TL services)

Everybody Else

Direct

Relationship

Control
Freight

Flexible Outsourced Capacity

Earn a return on every load without full capital risk

Disproportionate share of invested capital with
Insufficient returns

Customers Reward Service

VEVA* Strategic Plan

Objective #1

Earn Cost of Capital

1. Rebuild Our Foundation

• Fewer, more talented people

3. Regionalize Trucking Service

• Build density in regional lanes

• Improve pricing yield

• Attract the right customers

• Increase load “Velocity”

Objective #2

EBIT Growth

* Vision for Economic Value-Added

1. Rebuilding the Foundation

Significant Progress

	2011	2007	Practical Effect
Fewer, More Talented People: Drivers per non-driver	3.6	3.2	10% less headcount
Updated Technology: Core operating systems converted to TMW	100%	0%	Completed Paving the way to greater productivity
Improved Safety Performance: Insurance and claims expense as a % of base Trucking revenue	6.9%	9.4%	250 basis points of operating margin
Fixed Cost Discipline: Trucking fixed costs per truck per calendar day	$130	$133	0.6% CAGR despite intense inflationary pressures

With an Emerging “Big Boy” Model

2. Diversify Service Offerings

3. Regionalize Trucking Service

A 21st Century Freight Network - The Spider Web

3. Regionalize Trucking Service

Spinning the Spider Web

	2011	2007	Practical Effect
Build Density in Regional Lanes: % of loads in Spider Web	53%	< 30%	nearly Double
Build Density in Regional Lanes: Loaded Length-of-Haul	534	784	32% Reduction
Improve Pricing Yield: Base Trucking revenue per loaded mile	$1.66	$1.43	16% Improvement
Attract the Right Customers: % of revenue with “Core” Customers	33%	0% no strategy	Order From Chaos
Increase Load Velocity: Loads per Truck per Week	3.2	2.5	Better But Not Good Enough

Velocity - The Missing Link

3. Regionalize Trucking Service

Obstacles:

•Operational Execution

•Operating System Conversion

•Unmanned Tractors > 10%

Solutions:

•Debug New System Settings (all
available resources allocated)

•100-Truck Fleet Reduction (during
3rd quarter)

•Fresh driver recruiting approach
(already hired outside help)

•Operational leadership, intensity
and “regional” know-how (David
Hartline hired August 1st)

Why Invest In USA Truck?