2. This presentation and discussion will contain forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995. Words such as “expects,” “anticipates,” “intends,” “estimates,” or similar expressions are intended to identify these forward-looking statements. These statements are based on Marten’s current plans and expectations and involve risks and uncertainties that could cause future activities and results of operations to be materially different from those set forth in the forward-looking statements. For further information, please refer to Marten’s reports and filings with the Securities and Exchange Commission. Disclosure 1

3. “Perhaps the greatest challenge business leaders face today is how to stay competitive amid constant turbulence and disruption.” “Accelerate!” Harvard Business Review November 2012 By John P. Kotter Konosuke Matsushita Professor of Leadership, Emeritus Harvard Business School “Managers may believe that industry structures are ordained by the Good Lord, but they can – and often do – change overnight.” “The Discipline of Innovation” Harvard Business Review May-June 1985 By Peter F. Drucker Marten’s Culture People Focused on Today’s Accelerated Business Environment 2

4. Marten’s Strategic Vision Multifaceted Transportation Service Solutions Truckload Business Platform – regional and OTR operating from 14 regional service centers Dedicated Business Platform – customized solutions tailored to individual customers’ requirements utilizing refrigerated trailers, dry vans and other specialized equipment Brokerage Business Platform – surge flexibility to service our customer needs beyond Marten’s assets MRTN de Mexico Business Platform - door-to-door Mexican business service with our Mexican partner carriers Intermodal Business Platform – refrigerated TOFC with extended dray service from Marten’s truck network Continued business transition with strategic focus on regional, dedicated and MRTN de Mexico 3

5. Diverse, Dense and Efficient Freight Network Top five accounts – 27% of revenue in 2014 vs. 43% in 2009 No current account more than 10% of revenue in 2014 - Wal-Mart increased primarily with additional dedicated freight – the percentage of other larger accounts (with none more than 6%) continues to decrease with growth in other existing and additional accounts Load count has increased 37% from 2009 to 2014 Miles per tractor has increased 6% from 2009 to 2014 Diverse, dense and efficient freight network critical to better driver jobs 4

6. % of Revenue Revenue per Tractor per Week Diverse, Dense and Efficient Freight Network Revenue per tractor has increased 27% from 2009 to 2014 with Q4 ’14 being our nineteenth consecutive quarterly year-over-year increase and with Oct’14 our best month at $3,747 5

7. Increasing Customer Diversity # of Customers 6

8. Truckload and Dedicated Tractors The organic growth of 161 tractors, or 7.4%, in 2014 is a direct result of our continuing efforts to grow our dedicated operations and to compensate our drivers for their non-driving time like no other carrier in today’s electronic log era 2014 Organic Growth 7

9. Load Growth 7.4% 5.5% 2.5 % 7.4% 10.2% 8

10. Regional Operating Centers Growth Tucker, GA Indianapolis, IN Desoto, TX Laredo, TX Phoenix, AZ Mondovi, WI Richmond, VA Mondovi, WI Corporate Office Tampa, FL Kansas City, KS Memphis, TN Carlisle, PA Mira Loma, CA Wilsonville, OR THE FOUNDATION of Marten’s service and growth Our operating centers expanded and were paid for in challenging times 2007 Terminal Locations Terminal Locations Added- Only Carlisle and Otay Mesa are leased Otay Mesa, CA 9

11. Regional Truckload and Dedicated Operations Growth # of Tractors Increased number of dedicated customers from 2 at Dec’11 to 11 at Dec’13 to 23 at Dec’14 110 80 569 67 1,392 109 227 1,448 1,462 421 10

12. Door-to-door cost saving solutions Revenue Growth (including fuel surcharge) In millions Mexico Growth 85% increase in revenue Q4’14 vs. Q4’13 84% 60% 24% 28% Expanded into Western Mexico with Otay Mesa facility in Sept ’13 Moved into new, larger company-owned Laredo facility in Dec ’13 Opening another entry facility location in ’15 64% 11

13. Brokerage Growth Load Growth 41% 63% Revenue Growth (including fuel surcharge) In millions 16% 18% 16% 17% Initiated in 2005 to provide surge capability for our customers 28% 10% 8%-1% Gross margin improved from 13.6% in 2013 to 14.2% in 2014 24%32% Decentralization of brokerage operations and rate increases drove improved results in 2014 4% 8% 12

14. Intermodal Growth Yearly Load Growth 57% Yearly Revenue Growth (excluding fuel surcharge) In millions 29% Initiated temperature-controlled TOFC in ’05 We are the largest truckload intermodal temperature-controlled carrier with BNSF Expanded intermodal growth with longer drayage supported by our regional business platform 11% 8% 21% 29% 13% 10% 39% 30% 16% 5% 13

15. Intermodal Results – Reflecting Rail Service Issues – Q4 ’14 Start of Turnaround Rail service improved somewhat in Q4’14 Increased our rates during Q4 ’14 to recover costs for rail service delays Continuously decreasing refueling costs on the rail Rail service is expected to improve in last half of ’15 with $11.5 billion capital expenditures planned for BNSF for ’14 and ’15 We expect our intermodal operations to benefit from the market’s continuing tight capacity as rail service improves. Our intermodal operations are planned to be a key business platform in a continuously tightening-capacity driver market with the rail infrastructure build and no highway infrastructure build In thousands Operating Income (Loss) 14

16. Recognition for Efficiency, Innovation and Integrity Forbes’ Top 100 Most Trustworthy Companies – one of only 4 companies named for the 4 th time in the last 5 years surveyed  Recognized U.S. exchange-listed companies displaying the highest corporate integrity, clear financial reporting and transparent corporate governance McDonald’s/Armada Global Best of Green 2012 Award SmartWay Excellence Award Thermo King Energy Efficiency Leader Award Commercial Carrier Journal’s Innovator of the Year 15

17. In millions Net Capital Expenditures 16

18. Average Monthly Depreciation Increasing Revenue Equipment Costs Tractors The monthly depreciation of tractors and trailers added in 2014 was 19% and 18% higher than the depreciation of tractors and trailers traded in 2014 1,156 new 2013 CARB-required refrigeration units in service as of Dec 31, 2014 Trailers 17

19. Increasing Driver Pay Annual driver pay increases not sacrificed for continuous margin improvement Built a driver pay package unique to the electronic log era Industry leader to compensate drivers after one hour of detention, for inclement weather, and road service delays Cents per Mile 18

20. Operating Statistics Comparison Truckload and Dedicated: Q4’14 vs. Q4’13 2014 vs. 2013 2014 vs. 2009 Average revenue, net of fuel surcharges, per tractor per week 3.3%3.1%26.6% Miles per tractor 0.8%(0.3)%6.1% Loads 5.4%1.0%27.4% Loads per tractor per week 1.2%0.6%35.0% Intermodal loads (7.9)%15.7%145.1% Brokerage loads 23.5%4.5%93.9% 19

21. 2014 Segment Information (Dollars in Thousands)Q1Q2Q3Q42014 Operating revenue: Truckload, net of fuel s/c revenue $86,802$90,316$89,515$91,825$358,458 Truckload fuel s/c revenue 23,71223,69921,82120,58389,815 Total Truckload revenue $110,514$114,015$111,336$112,408$448,273 Dedicated, net of fuel s/c revenue $10,728$11,845$15,756$18,280$56,609 Dedicated fuel s/c revenue 2,8223,2453,9953,68113,743 Total Dedicated revenue $13,550$15,090$19,751$21,961$70,352 Operating ratio: Truckload 94.4%90.9%90.6%88.9%91.2% Dedicated 90.290.5 89.689.489.9 Intermodal 98.098.2100.695.998.2 Brokerage 94.495.4 95.595.995.4 Consolidated operating ratio 94.6%92.3%92.4%90.6%92.4% Operating ratio, ex fuel s/c: Truckload 92.9%88.5%88.3%86.5%89.0% Dedicated 87.787.9 87.087.287.4 Intermodal 97.497.6100.894.797.7 Brokerage 94.495.4 95.595.995.4 Consolidated operating ratio, ex fuel s/c 93.2%90.5%90.7%88.7%90.7% 20

22. 2013 Segment Information (Dollars in Thousands)Q1Q2Q3Q42013 Operating revenue: Truckload, net of fuel s/c revenue $89,654$91,178$93,854$92,112$366,798 Truckload fuel s/c revenue $25,186$24,647$24,694$23,634$98,161 Total Truckload revenue $114,840$115,825$118,548$115,746$464,959 Dedicated, net of fuel s/c revenue $5,311$8,818$9,291$10,106$33,526 Dedicated fuel s/c revenue $1,583$2,209$2,441$2,561$8,794 Total Dedicated revenue $6,894$11,027$11,732$12,667$42,320 Operating ratio: Truckload 92.0%91.6%91.0%91.6%91.5% Dedicated 89.0%85.4%86.0%87.7%86.8% Intermodal 93.9%95.4%96.8%96.3%95.7% Brokerage 94.2% 95.1%95.8%94.8% Consolidated operating ratio 92.4%91.9%91.8%92.4%92.1% Operating ratio, ex fuel s/c: Truckload 89.7%89.3%88.7%89.5%89.3% Dedicated 85.7%81.7%82.3%84.6%83.4% Intermodal 92.1%94.1%95.9%95.3%94.4% Brokerage 94.2% 95.1%95.8%94.8% Consolidated operating ratio, ex fuel s/c 90.6%89.9% 90.6%90.2% 21

23. 2014 Segment InformationQ1Q2Q3Q42014 Truckload Segment: Avg. revenue, net of fuel s/c revenue, per tractor per week $3,507$3,655$3,611$3,698$3,618 Avg. tractors 1,9251,9011,8861,8901,900 Avg. miles per trip 683676674696682 Non- revenue miles percentage 9.3%9.9%9.6%8.5%9.3% Total miles (in thousands) 49,50350,58949,06750,009199,168 Dedicated Segment: Avg. revenue, net of fuel s/c revenue, per tractor per week $3,447$3,234$3,267$3,359$3,322 Avg. tractors 242282367414327 Avg. miles per trip 338335327346337 Non- revenue miles percentage 1.3%1.7%3.3%2.8%2.4% Total miles (in thousands) 5,9166,6088,78610,23331,543 22

24. 2013 Segment InformationQ1Q2Q3Q42013 Truckload Segment: Avg. revenue, net of fuel s/c revenue, per tractor per week $3,376$3,461$3,522$3,528$3,471 Avg. tractors 2,0652,0262,0281,9872,027 Avg. miles per trip 649639 652645 Non- revenue miles percentage 10.6%10.8%10.5%9.9%10.4% Total miles (in thousands) 52,85653,30053,31551,651211,122 Dedicated Segment: Avg. revenue, net of fuel s/c revenue, per tractor per week $3,240$3,431$3,384$3,465$3,396 Avg. tractors 128198209222189 Avg. miles per trip 391356344332350 Non- revenue miles percentage 12.3%8.2%9.4%5.0%8.2% Total miles (in thousands) 2,9805,1045,3165,64619,046 23

25. Revenue per Tractor Growth Average Revenue, Net of Fuel Surcharges, per Tractor per Week 6.5% 5.6% 3.8% 3.1% 5.2% Revenue per tractor has increased 27% from 2009 to 2014 with Q4’14 being our nineteenth consecutive quarterly year-over-year increase 3.3 % 24

26. Financial Highlights Q4’14 net income and operating revenue were the highest in Marten’s history (All amounts in millions except per share amounts) Since 2008 we have expended $75 million on buildings and land Q4’14Q4’13201420132012201120102009 Operating revenue$173.5$166.2$672.9$659.2$638.5$603.7$516.9$505.9 Net income$9.0$7.3$29.8$30.1$27.3$24.3$19.7$16.3 Diluted EPS$0.27$0.22$0.89$0.90$0.82$0.73$0.60$0.49 Diluted EPS growth22.7%(1.1)%9.9%12.3%21.7%22.4% Dec. 31, 2014Dec. 31, 2013 Cash and cash equivalents $0.1 $13.7 Total assets $579.7 $525.8 Stockholders' equity $387.9 $359.1 Long-term debt $24.4 $- 25

27. Marten People Drive Our Freight and Cost Efficiencies and Profitable Growth People Initiate and Implement Our Strategic Vision and Key Strategic Initiatives “The more they know, the more they’ll understand. The more they understand, the more they’ll care. Once they care, there’s no stopping them.” –Sam Walton Marten’s culture: Visible costs and operating data to improve and add value daily 26

28. Marten People Drive Our Freight and Cost Efficiencies and Profitable Growth Sustainable Cost and Productivity Improvements Driven by our People and Ongoing Development of our Systems and Processes  Continuous Revenue per Tractor Growth  Continuous Tractor and Trailer Miles Utilization Improvement  Continuous Fuel MPG Improvement  Continuous Increased Drivers’ Hours  Continuous Customer Collaboration  Continuous Improvement of our Diverse, Dense and Efficient Freight Network  Continuous Driver Pay Plan Improvement Built for Electronic Log Era  Continuous Driver Job Improvement Bottom Line – Revenue per tractor has increased 27% from 2009 to 2014 with Q4’14 being our nineteenth consecutive quarterly year- over-year increase 27

29. Continued Improvement Despite Challenging Industry Headwinds Operating Ratio, Net of Fuel Surcharge Ratio improved to 88.7% in Q4’14 from 90.6% in Q4’13 The ratio for Q4’14 was our best since Q4’04, when our operations were over 98% truckload 28

30. 82% increase from 2009 to 2014 Continued Improvement Despite Challenging Industry Headwinds Earnings – Cents Per Diluted Share EPS improved 23% to $0.27 in Q4’14 from $0.22 in Q4’13 22% 12% 10% (1)% 29

31. Stephens Inc. EV/CYI5 EBITDA Comparison Source: Stephens Estimates and Company Filings 30

32. Marten’s Culture | Marten’s Vision Marten’s People “Sufficient urgency around a strategically rational and emotionally exciting opportunity is the bedrock upon which all else is built.” “Accelerate!” Harvard Business Review November 2012 By John P. Kotter Konosuke Matsushita Professor of Leadership, Emeritus Harvard Business School Marten’s people have built a strong business platform based on our truckload operations in turbulent times and we envision a bright, profitable growth outlook over the next several years 31