Mr. Patrick B. Nixon Director, DeCA Mr. Patrick B. Nixon Director, DeCA ALA European Chapter Heidelberg, GE August 2, 2006 ALA European Chapter Heidelberg, GE August 2, 2006

 Relevant  Recognized  Responsive

Performance Measure FY 2005 Goals FY 2005 Actual FY 2005 Scoring FY 2006 Goals YTD Execution (June 06) YTD % Projected EOY Status Resale Stocks (Sales) ($M) (Current $) $5,238.8$5,368.6$5,265.0$4, Commissary Operations (Costs) ($M) (Current $) $1,169.4$1,165.4$1,207.5$ Surcharge Obligations ($M) 1 $279.7$283.0$315.0$ G G G G G G

Performance Measure FY 2005 Goals FY 2005 Actual FY 2005 Scoring FY 2006 Goals YTD Execution (June 06) YTD % Projected EOY Status Facility Condition Index (FCI) N/A Major Construction Project Execution NM 1 >80% of Projects are Green N/A Competitive Sourcing (% of 6392 Positions to Study) 50%56% Action On Hold FY 2006 NDAA Sec 672 Amended N/A Internal Controls Over Financial Reporting NM 1 Full Compliance 100% Audit Results of Financial Statements UO 2 N/A 1 Not Measured 2 Unqualified Opinion Y G G NR G G G G G G G G

Performance Measure FY 2005 Goals FY 2005 Actual FY 2005 Scoring FY 2006 Goals YTD Execution (June 06) YTD % Projected EOY Status Commissary Customer Service Survey (CCSS) N/A American Customer Satisfaction Index (ACSI) 7677Meet or Exceed Industry Average N/A Sustain 30% Customer Savings 30%32%30%N/A G G G G G G NR

Performance Measure FY 2005 Goals FY 2005 Actual FY 2005 Scoring FY 2006 Goals YTD Execution (June 06) YTD % Projected EOY Status Corporate Development – Succession Planning (Leadership/ Managerial Development) NM % of Current Year End Strength Engaged in Leadership & Managerial Programs Implement Prototype Store NM 1 Prototype Implemented in 7 Stores 229 Above Store Level Reengineering NM 1 100% Centralization of Above Store Level Operations by the End of Fiscal Year NR 1 Not Measured G G G

 Sales Growth $5,030.1 vs. $5, – (+6.7%)  Benefit Value 27.9% vs. 32.0% - (+14.7%)  Patron Satisfaction 4.23 vs (+7.6%)  Cost Management (Constant year 2000 $) $1,102.7 vs. $981.5 – (-11%)  Sales Growth $5,030.1 vs. $5, – (+6.7%)  Benefit Value 27.9% vs. 32.0% - (+14.7%)  Patron Satisfaction 4.23 vs (+7.6%)  Cost Management (Constant year 2000 $) $1,102.7 vs. $981.5 – (-11%)

Run Like a Business Benchmark DeCASupermarkets Avg. Sales per Week$494,419$348,130 Weekly Dollar Sales per Sq. Ft. of Sales Area $15.82$ 7.47 Avg. Transaction$59.66$25.28 Avg. Sq. Ft. per Store31,26034,190 Avg. Number of SKU’s16,68232,000 Inventory Turns22.913

 Stewardship “Clean Audit Opinion” 4 th Consecutive Year Identity Theft encryption is Tightest in Military resale system DeCA’s energy use per sq ft is 9% better than the “Energy Star” rating for supermarkets Computer Network Defense Score second highest in DoD  Strong firewalls & intrusion detection protect data  Exceeding payment card industry data security standard for identity protection FISMA compliance for all systems certified annually to OSD  Stewardship “Clean Audit Opinion” 4 th Consecutive Year Identity Theft encryption is Tightest in Military resale system DeCA’s energy use per sq ft is 9% better than the “Energy Star” rating for supermarkets Computer Network Defense Score second highest in DoD  Strong firewalls & intrusion detection protect data  Exceeding payment card industry data security standard for identity protection FISMA compliance for all systems certified annually to OSD

 Focus Items Creates sense of community Exciting shopping experience Brand name recognition High coupon usage Pantry loading & convenience  Focus Items Creates sense of community Exciting shopping experience Brand name recognition High coupon usage Pantry loading & convenience

 Focus Items Organics Health & wellness Nutritional leader Perimeter operation leader Know your customer Food safety Antiterrorism/Force Protection  Focus Items Organics Health & wellness Nutritional leader Perimeter operation leader Know your customer Food safety Antiterrorism/Force Protection

Intel Founder & CEO “ Sooner or later, something fundamental in your business world will change”

 Funding Operational Capital investment Antiterrorism and Force Protection  OIGPBS*/BRAC Implementation timelines Quality of Life  Funding Operational Capital investment Antiterrorism and Force Protection  OIGPBS*/BRAC Implementation timelines Quality of Life BRAC OIGPBS * Overseas Integrated Global Presence Basing Strategy (OIGPBS)

 Take the best path over the easy path  Leverage the power of partnership  Take the best path over the easy path  Leverage the power of partnership