Avnet Analyst Day 2010 Performance & Potential

Avnet Analyst Day 2010 Performance & Potential
Avnet, Inc. December 15, 2010

Opening Remarks and Management Introductions
Vince Keenan Vice President, Investor Relations

December 2010 Avnet Analyst Day Agenda
9:30 am Check-in 10:00 am Welcome & Introductions Vince Keenan Performance & Potential Roy Vallee Operational Update Rick Hamada Financial Update Ray Sadowski 12:00 pm Buffet Lunch 1:00 pm Technology Solutions Phil Gallagher Electronics Marketing Harley Feldberg Wrap up Roy Vallee 2:45 pm Conclude

Safe Harbor Statement This presentation contains certain “forward-looking statements” within the meaning of Section 27A of the Securities Act of 1933 and Section 21E of the Securities Exchange Act of These statements are based on management’s current expectations and are subject to uncertainty and changes in factual circumstances. The forward-looking statements herein include statements addressing future financial and operating results of Avnet and may include words such as “will,” “anticipate,” “expect,” “believe,” and “should” and other words and terms of similar meaning in connection with any discussions of future operating or financial performance or business prospects. Actual results may vary materially from the expectations contained in the forward-looking statements. The following factors, among others, could cause actual results to differ materially from those described in the forward-looking statements: the Company’s ability to retain and grow market share and to generate additional cash flow, risks associated with any acquisition activities and the successful integration of acquired companies, any significant and unanticipated sales decline, changes in business conditions and the economy in general, changes in market demand and pricing pressures, any material changes in the allocation of product or product rebates by suppliers, allocations of products by suppliers, other competitive and/or regulatory factors affecting the businesses of Avnet generally. More detailed information about these and other factors is set forth in Avnet’s filings with the Securities and Exchange Commission, including the Company’s reports on Form 10-K, Form 10-Q and Form 8-K. Avnet is under no obligation to update any forward-looking statements, whether as a result of new information, future events or otherwise.

Adaptability Financial Conservatism Culture
Profitable Growth Leadership

TECHNOLOGY DISTRIBUTION
• Gross Profit $ Volume • ROCE • Market Capitalization

Senior Vice President and General Counsel Avnet, Inc.
David Birk Senior Vice President and General Counsel Avnet, Inc. 30 Years of Service Steve Church Chief Business Development and Process Officer Avnet, Inc. 20 Years of Service Al Maag Chief Communications Officer Avnet, Inc. 13 Years of Service MaryAnn Miller Chief Human Resources Officer Avnet, Inc. 4 Years of Service Steve Phillips Chief Information Officer Avnet, Inc. 5 Years of Service Jim Smith President Avnet Logistics 10 Years of Service

Chairman & Chief Executive Officer Avnet, Inc. 33 Years of Service
Roy Vallee Chairman & Chief Executive Officer Avnet, Inc. 33 Years of Service Rick Hamada President and Chief Operating Officer Avnet, Inc. 27 Years of Service Ray Sadowski Chief Financial Officer Avnet, Inc. 32 Years of Service Phil Gallagher President, Avnet Technology Solutions 28 Years of Service Harley Feldberg President, Avnet Electronics Marketing 28 Years of Service

AVNET’S LONGEVITY 148 Years of Sr. Leadership + 90 Years in Business +
50 Years on NYSE

Demonstrated Performance
and Exciting Potential

Macro Environment

What a Difference a Year Two Years Make…
Avnet’s served available market (SAM) grew faster than initially forecasted Most volatile 2 year period for semiconductor growth Concerns of a double-dip have been receding as the global economy continues to grow Remain in a gradual cyclical recovery 2009 2010 Actual Dec 09 Forecast Dec 10 Projection EM SAM -15% 9% 22% TS SAM -5% 4% 3% AVT SAM -7% 5% 7% Sources: Bishop, Electronics Outlook, Fleck, Gartner, IDC, iSuppli (Rev: 11/2010)

Recession’s Impact on Semiconductors
First time there has been two consecutive years of decline First year of recovery more dramatic 32% Growth V-shape recovery drove new industry record Source: SIA/WSTS (total semiconductors)

Semiconductor Y/Y Growth Rates
Two 100 year floods in a decade Recession Recession

Excluding the recessions, the worst quarters in this period were roughly flat year-over-year

Resulting in 5 years of uninterrupted growth

Projected Semiconductor Growth
Current forecasts project at least four years of growth Total $ growth is greater than pre-recession +47 Billion +43 Billion Source: SIA/WSTS (total semiconductors)

Projected Semiconductor Growth Rates
90s growth driven by business spend Next decade, two 100 year floods impacted semi CAGR However, recession only interrupted semi market growth 10-year CAGR +7.5% 10-year CAGR +3.8% 10-year CAGR +14.9% Source: SIA/WSTS (total semiconductors)

Recession’s Impact on IT Spend
1 year decline versus 2 years Less volatile than the semiconductor industry Projections reflect resumption of consistent growth Total $ growth is greater post-recession +273 Billion +257 Billion Source: IDC (All Hardware, Software and Services) - 10/2010

GDP Growth Versus Total IT Spend
Hardware growth rate higher post recession Avnet Technology Solutions is ~70% Hardware IT Spend grew 6.5% 2.1x GDP IT Spend projected to grow 5.7% 1.6x GDP 3 yrs leading into the recession 3 yrs leading out of the recession Source - IDC - Oct 2010; GDP - IMF Oct 2010

Served Available Market

EM SAM – Continued Growth Following Record
Total Growth $58B

TS SAM – Steady Growth Toward One Trillion
Total Growth $141B

Large Market That is Leading the Recovery

Avnet’s Global Growth Opportunity
~$24.2 Billion* *Avnet’s FY11 revenue is an estimate based upon Q1FY11 annualized excluding Prosys

Avnet’s Vision Statement
will deliver the highest value to our customers, suppliers, employees and shareholders as the premier technology marketing, distribution and services company, globally 28

Business Segment Overview
Electronics Marketing (EM) Technology Solutions (TS) Markets and distributes electronic components and embedded systems to OEMs, ODMs and EMS providers Products include semiconductors, interconnect, passive, electromechanical and subsystems Value-added services spanning the design and supply chains globally including substantial product enhancement Markets and distributes complex computer products to VARs, systems builders and OEMs Products include enterprise servers, storage systems, embedded subsystems, networking software and services Value-added services including marketing, tech support, configuration, integration, training and financial FY 2010 Revenue FY 2010 EBIT1 10/2/10 Working Capital2 Avnet operates through 2 operating groups Electronics Marketing markets and sells semiconductors and IP&E to OEMs, ODMs and EMS providers wherever electronic products are manufactured Efficient, and variable cost, model for suppliers to reach a broad base of customers, distribution touches 99% of customers and 25% of revenue Value added services eliminate the complexity of the supply chain and can be scaled to the customers’ requirements Technology Solutions provides a host of service from marketing, technical support (pre & post sale), configuration expertise, and system integration to support VARS selling complex computer products If it has to be sold, then TS is involved with the product and if it can be ordered, then volume distributors fulfill the market VARs need TS to add value, like a franchisor/franchisee relationship Pie charts, TS percent could drift higher since it a larger TAM EM has higher margins since it requires more assets, primarily inventory TS TS TS 43% 34% 28% 57% 66% 72% EM EM EM 1 Excludes corporate expenses, restructuring, integration and other charges 2 Working capital = Trade Receivables + Inventory - Payables

Emerged from Recession a Much Stronger Company
Revenue: Cash from Ops: -$1.8B +$1.1B +$3B -$30M Acquired 3 companies that add ~$4B of revenue and achieve 12.5% ROCE with no add’l debt or equity capital Talking Points: We started the firm 8 years ago with the intent to fill a void in strategic IR consulting, depicted in this visual. On one hand, data providers (surveillance shops) only provide you numbers, with very limited intelligence on what the numbers mean and how to use the information effectively. Since their core focus is providing you with data, they are not staffed appropriately to handle the communications with the institutional audience or other strategic aspects of IR On the other hand, PR firms completely avoid the numbers and focus solely on the communications. They don’t know who is buying or selling and what that means to you. In addition, they too lack any real knowledge of Wall Street and thus can’t provide effective counsel on financial or market intelligence related issues Lastly you have the brokerage desks of your sell-side sponsors who are incentivized to sell your stock, but not necessarily to long-term partnership investors At Ashton Partners, IR consulting isn’t an “afterthought” business, or one created to feed business to data, PR, or trading practices. We are 100% dedicated to the practice As a result of our unique positioning, we have successfully built one of the single largest staffs of investor relations consultants Today we have 40 professionals with offices in Chicago, Boston and San Francisco. We’ve worked with many public companies across a variety of sectors and market-caps and as you’ll see on page 17 we’ve worked with a number of companies in your space like __________________. * Excludes ProSys

Avnet – Global Leader in Technology Distribution
Gross Profit Dollar Volume Return on Capital Employed (ROCE) Market Capitalization VBM culture improving performance through the cycles Exited this downturn a much stronger company Setting quarterly records for revenue, EPS and ROCE More diversified revenue stream with significant growth opportunities Experienced management team with proven, consistent performance Served market >$1.2 trillion and growing much faster than GDP Avnet is growing much faster than the market Organic and value creating M&A Talking Points: We started the firm 8 years ago with the intent to fill a void in strategic IR consulting, depicted in this visual. On one hand, data providers (surveillance shops) only provide you numbers, with very limited intelligence on what the numbers mean and how to use the information effectively. Since their core focus is providing you with data, they are not staffed appropriately to handle the communications with the institutional audience or other strategic aspects of IR On the other hand, PR firms completely avoid the numbers and focus solely on the communications. They don’t know who is buying or selling and what that means to you. In addition, they too lack any real knowledge of Wall Street and thus can’t provide effective counsel on financial or market intelligence related issues Lastly you have the brokerage desks of your sell-side sponsors who are incentivized to sell your stock, but not necessarily to long-term partnership investors At Ashton Partners, IR consulting isn’t an “afterthought” business, or one created to feed business to data, PR, or trading practices. We are 100% dedicated to the practice As a result of our unique positioning, we have successfully built one of the single largest staffs of investor relations consultants Today we have 40 professionals with offices in Chicago, Boston and San Francisco. We’ve worked with many public companies across a variety of sectors and market-caps and as you’ll see on page 17 we’ve worked with a number of companies in your space like __________________.

Rick Hamada President and COO
The Path to Premier Rick Hamada President and COO

Executing to Avnet’s Vision
Avnet’s Strategic Framework Our Enterprise Priorities & Initiatives Value Based Management (VBM) Portfolio Management & Performance Operational Excellence Employee Engagement Customer Engagement Global Infrastructure Scale & Scope

Vital Link in Global Technology Supply Chain
IT Original Equipment Manufacturers Non-IT Original Equipment Manufacturers End Users EMS / ODM Resellers, ISVs and System Builders Semiconductors Interconnect Passive & Electro-mechanical Devices Subsystems Software & Services Vendors EM TS Avnet’s Role in the Technology Supply Chain Key points: Technology supply chain has increased in complexity Increasingly global in nature Just in Time and Build to Order require flexibility and fast response time Customers & Suppliers would rather outsource non-core functions Value add is far beyond transactions and logistics – partnership Avnet has a role to play in multiple parts of the overall tech supply chain EM Value-add focused on Design Chain and Supply Chain Services Customers and suppliers benefit by faster time to market and lower overall cost TS Value-add focused on Vertical Markets and Solutions Practices Solutions include products from several vendors so you need a distributor to reduce complexity Avnet’s scale and scope helps drive efficiency across the entire tech supply chain Adding more value accelerates the success of trading partners Avnet effectively manages the complexity of the technology supply chain in a cost-efficient manner, delivering value to suppliers and customers. 35

Strategic Framework Deliver Industry-Leading Economic Profit
Premier Technology, Marketing, Distribution and Services Company, Globally Deliver Industry-Leading Economic Profit Be the preferred partner to our customers and suppliers Profitable Growth Consistently strive for flawless execution and process innovation Operational Excellence Attract, develop and engage the best employees People Development Transition comments from previous presenter Reinforce strategic framework One isn’t more important than the other We must execute on all three simultaneously while building the culture Performance and Values Based Culture of Excellence 1. Integrity 2. Customer Service 3. Accountability 4. Teamwork 5. Innovation

Enterprise Performance: Balanced Scorecard
Metric Type Global Objectives Avnet KPMs Shareholder Deliver industry-leading economic profit. Economic Profit $ Growth ROCE ≥14.0% / ROWC ≥ 30.0% Customer & Supplier Be the preferred partner to our customers and suppliers. Customer Loyalty/ Customer Retention Gross Profit $ Growth Operational Excellence Consistently strive for flawless execution and process innovation. Operating Expense to NGP/ GP $ Per Employee Working Capital Velocity Employee Attract, develop and engage the best employees. On Time Performance Appraisals with Development Plans Employee Engagement Index Financial review – further drill down into global objectives. How we view and measure the business Selecting the right metrics to measure is critical, i.e. shift to VBM and economic profit helps drive decision making and tactical planning and execution

Enterprise Initiatives – Enhancing Avnet’s Culture
Value-Based Management / Profitable Growth Operational Excellence Employee Engagement Employee Engagement % participation 75% engagement % participation 75% engagement 2008 NGP per Employee $187.2* 2009 NGP per Employee $151.3 Customer Loyalty 2009 64% - Avnet has one of the best brands in the industry** 70% - Avnet cares about its customers** 74% - Avnet is easy to do business with** Customer Engagement

Business Portfolio Composition
FY ‘10 Revenue Americas $3.4B EMEA $3.7B Asia / Japan $3.9B Avnet Electronics Marketing $11.0B Avnet Technology Solutions $8.2B FY ‘10 Revenue Americas $4.9B EMEA $2.3B Asia $1.0B

Portfolio Performance
% of Avnet portfolio (by revenue) at or above long-term ROWC goal Avnet ROWC

Avnet’s Value-Based Management Journey
Driving Value ROCE Revenue ($B) 5% 10% $5 $10 $15 $20 16% FY10 14% 12.5% 12.5% FY08 FY07 FY06 WACC FY09 FY05 FY04 Driving Growth

Measuring Operational Excellence
Avnet 5-year Gross Profit Dollar CAGR = +9.3% Avnet 5-year Operating Expense CAGR = +7.3% Avnet 5-year Operating Profit CAGR = +15.5% Q4 FY10 66.4% Operating Expense as a % GP$

The Power and Impact of Engagement
Thoughtful organizational development strategies lead to a more productive and engaged workforce, a more loyal customer base, and higher shareholder returns. Employee Engagement Customer Engagement People Practices Employee Engagement and Organizational Climate External Service Value Customer Satisfaction Customer Loyalty Profitability Revenue Employee Retention Employee Productivity Employee Engagement is a Business Strategy Key points: We are strong believers in the connection between a truly engaged team and profitable growth. We have continued to invest in measuring employee engagement since we began in 2004. By listening to feedback from employees and responding, employee engagement scores have consistently improved since 2004. Simply put, happy employees make happy customers, which makes for a successful business. “Putting the Service-Profit Chain to Work,” Heskett, et al., - Harvard Business Review 43

Employee Engagement / Enterprise Performance
Avnet Employee Engagement Avnet EPS US companies reported employee engagement on average declined ~9% vs. 2009* Total Employees 9,900 9,800 10,900 11,700 12,800 12,900 14,200 *Towers Watson and WorldatWork 2009/2010 U.S. Strategic Rewards survey (1) Excluding restructuring, integration and other items. 44

Avnet’s Customer Engagement Evolution
Satisfaction (early 2000’s) Loyalty (2006) Engagement (2010) Key metrics: Loyalty and Retention Formal survey process 89,000 customer contacts surveyed Regional analysis & action plans Understanding drivers of engagement Ongoing “Voice of the Customer” activities Day-to-day relationship management, focus groups, advisory councils and online communities High Risk Trapped Accessible Truly Loyal ATTITUDE BEHAVIOR Walker Loyalty Matrix

Avnet Global Logistics Scale & Scope
~ 2,500 employees Global footprint ~ 3 million sq. ft. Manage ~ 500,000 SKUs globally 99+% same day ship ~ 70% include value-add Program 200+ million devices Integrate 760,000+ systems 19.4+ million cable assemblies Quality performance currently exceeds 5 σ standards* 5-year CAGR = +5% * Five Sigma = 233 defects per million opportunities

Avnet Global IT Scale & Scope
~ 700 IT professionals ~ 3,600 virtual servers 405 software applications 776 terabytes of storage ~ 29,270 visitors to website daily 38,135 “Intrusion Attempts Detected” – per Amy September 15, Avnet, Inc. Recognized Among the Top 250 Technology Innovators for the Seventh Consecutive Year in the 2010 InformationWeek 500 Avnet Honored for the Innovative Redesign of Its Warehouse Management Processes and Systems PHOENIX -- Avnet, Inc. (NYSE:AVT), a leading global technology distributor, today announced that it was selected for this year's prestigious InformationWeek 500, an annual listing of the most innovative users of business technology. Ranking 203 overall on the 2010 list, this marks the seventh consecutive year that Avnet has been honored as one of the top 250 information technology (IT) users. InformationWeek recognized Avnet based on the redesign of its warehouse management processes and systems in Europe, the Middle East and Africa (EMEA) for the Avnet Technology Solutions operating group. Avnet's warehouse management project is estimated to result in a total five-year cost savings of $5.6 million USD. 68 integrations executed since 1991 95% spam filtered from 6 million s daily As of Q1 FY’11

Executing to Avnet’s Vision
Strategic framework, planning and review process supporting world-class execution Enterprise initiatives drive performance-based culture of excellence Our global scale and scope positions us for continued profitable growth Avnet team is committed to shareholder value creation

Thank You

Ray Sadowski Chief Financial Officer
Financial Report Ray Sadowski Chief Financial Officer

Agenda Historical Results Strong Financial Position
Performance through the recession Strong Financial Position Long-term Business Model Acquisition Integration Update

Historical Results

Avnet’s Journey – The Last Decade
Two 100 Year Floods in one decade; yet steady progress ($ in billions) Record revenue in 2010 Less severe downturn 6 years of growth with revenue peaking in CY ‘08 Tech Bubble downturn Let’s take a look at the last ten years Revenue peaked in 2000 as global growth in semiconductors reached 32% Revenue dropped 40% in just 3 quarters as the tech bubble burst EM revenue dropped over 50%... 60% in the Americas TS revenue dropped 20% Revenue stayed down for 8 quarters During restructuring phase took out 35% of cost, $500 million on an annual basis Exited revenue where we could not earn our target returns Realized significant efficiencies in inventory, working capital velocity improved Organic revenue growth returned in fiscal 2004 and 2005 EM EMEA had a significant turnaround in financial performance during this period TS started what became a 16 consecutive quarter run of expanding operating profit and operating profit margin In 2006 we started added value-creating M&A that boosted our growth and improved competitive position At EM strengthened demand creation resources with acquisition of Memec At TS acquisitions expanded international footprint * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

Avnet, Inc. – Gross Profit $ and %
Margins impacted by geographic and business mix ($ in billions) * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

Avnet, Inc. – Operating Income $ and %
Significant operating leverage during periods of growth: Demonstrated during CY growth period Starting a new trend in CY 10 ($ in millions) Note: Excludes restructuring, integration and other charges * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

Avnet, Inc. – EPS Y/Y more than doubled to record level
Dramatic trough to trough performance Steep decline in profits tied to significant revenue loss Excludes restructuring, integration and other charges * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

Avnet, Inc. - Working Capital Velocity & Inventory Turns
Significantly higher velocity due to VBM and geographic and business mix * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

VBM Improved ROWC ROWC moves to record level following recession
ROWC reached higher peak VBM launched early 2001 ROWC improved as VBM combined with organic growth + M&A ROWC declined due to the dramatic cycle downturn Launched VBM just as the tech bubble burst Could not really see the impact due to the dramatic downturn even though the organization was making progress in applying VBM principles Improved working capital velocity Became more selective on revenue Began to evaluate returns by supplier and major customer As growth returned you could begin to see the benefits of VBM ROCE improved from 1% at the beginning of fiscal 03 to 7.5% by the middle of fiscal 05 Leveled off in fiscal 05 as EM growth slowed from double digit in fiscal 2004 to 5% in fiscal 2005 ROCE began to accelerate in fiscal 2006 as M&A combined with organic growth, peaked at 12.9% in December 2007 EM Americas above 12.5% in fiscal 2008 ROCE began to turn down as organic growth slowed in calendar 2008 Note: Excludes restructuring, integration and other charges * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

VBM Improved ROCE New ROCE target established in 2009 14% - 16%
ROCE improved as VBM combined with organic growth + M&A VBM launched early 2001 ROCE declined due to the dramatic cycle downturn Launched VBM just as the tech bubble burst Could not really see the impact due to the dramatic downturn even though the organization was making progress in applying VBM principles Improved working capital velocity Became more selective on revenue Began to evaluate returns by supplier and major customer As growth returned you could begin to see the benefits of VBM ROCE improved from 1% at the beginning of fiscal 03 to 7.5% by the middle of fiscal 05 Leveled off in fiscal 05 as EM growth slowed from double digit in fiscal 2004 to 5% in fiscal 2005 ROCE began to accelerate in fiscal 2006 as M&A combined with organic growth, peaked at 12.9% in December 2007 EM Americas above 12.5% in fiscal 2008 ROCE began to turn down as organic growth slowed in calendar 2008 Previous ROCE target New ROCE target range Note: Excludes restructuring, integration and other charges * CY10 is an estimate based upon three completed quarters and guidance for Q4CY10

Strong Financial Position

VBM Cash Flow from Operations
Annual Totals ($ in millions) $462m $-19m $725m $454m $1,118m $-30m

VBM Cash Flow from Operations
$2.9 Billion of cumulative cash from net income + non-cash Items over the past 6 years ($ in millions)

Strengthened Balance Sheet
($ in millions) (7.1%) (6.5%) (5.8%) (5.6%) (5.4%) (5.0%) (Effective interest rate noted above line) Key Credit Statistics

Financing Strategic Objectives
Maintain Avnet’s Investment Grade credit ratings Cost of Debt Capital Access to Capital Trading Partner Relationships Competitive Position Optimize Avnet’s cost of capital Ensure adequate availability of capital / liquidity to meet the needs of the business Fund organic growth Fund M&A growth

Capital Allocation Strategy
Disciplined internal resource allocation Reinvest cash generation for growth - primarily through value creating M&A = ROCE ≥ 12.5% Continue to believe the best use of cash is to fund future growth Return “Excess” cash to shareholders when appropriate Dividends (perpetual) Stock buyback

Liquidity Framework Low High Normal Float $200M $300M
Working Capital Expansion $200M $500M Debt Due Within 3 Years Committed M&A $100M $100M Potential M&A $200M $500M Total $700M $1.4B

Long-Term Business Model

Long-term Model Philosophy
Remain committed to achieving ROCE of 14% – 16% Adjusted for impairment of goodwill on legacy businesses = ~16% Incremental investments including acquisitions will be held to a minimum 12.5% ROCE threshold Top operational goal is generating 30% ROWC at the enterprise level Varies by group and region due to different tax rates Shift of business mix towards Asia and TS, including growth in Latin America, could negatively impact operating margins These margin declines should be positively offset by higher asset velocity

Long-Term Business Model
No change from previous model *Note: ROCE goal of 12.5% = ~16.0% after impairment of goodwill; items above do not include restructuring, integration or other charges.

Operating Leverage Value Creating M&A

Revenue Seasonality Sequential Revenue Growth Sept Dec Mar Jun EM
+1% to -3% 0% to -3% +4% to +7% 0% to +4% TS -1% to -5% +22% to +28% -16% to -20% +3% to +7% Avnet 0% to -4% +8% to +12% -4% to -7% +1% to +5% Percent of Annual Revenue Numbers provided are estimates for a typical quarter and can vary based upon several factors including but not limited to: Economic/Market conditions M&A activity End of fiscal calendar Foreign currency exchange rates

Acquisition Integration Update

Bell Integration Update
Retained all key personnel, suppliers and customers Converted Bell’s Americas business to Avnet’s IT system Comfortable with synergy target of at least $60M Note: Full synergies goal of $60 million annualized ($15 million per quarter) is expected to be achieved as we enter fiscal year 2012.

Summary Took advantage of the V-shaped recovery to deliver record results Long term priorities continue to focus on driving profitable growth and increasing Economic Profit $ ROWC > 30% ROCE = 14 – 16%; incremental > 12.5% Demonstrating strong operating leverage Strong balance sheet and liquidity Investment grade credit statistics Higher EPS and growth potential Proven mgm’t team; growing long-term shareholder value

Phil Gallagher December 15, 2010
Technology Solutions NEXT SLIDE: TS COVER Phil Gallagher December 15, 2010

Agenda Avnet Technology Solutions (TS) – A Global Snapshot
TS’ Strategic Imperatives Customer Focused Go-to-Market Strategy Global Scale and Scope Portfolio Management

Demonstrating Sustainable Growth
Our Mission 4-Year CAGR 13.2% We will create a sustainable competitive advantage and profitability for TS globally by developing technology solutions that generate value for the IT supply chain. KEY TALKING POINTS: Our role is helping technology manufacturers reach their target end user through routes to market that include resellers, ISVs and system integrators – it is becoming increasingly important to understand the end-customers’ needs, as we’ll discuss shortly We have recovered nicely from the recession, attributable to sustained organic growth and focused geographic expansion Five-year shift in regional revenue mix (this portion of the slide will build on a click) NEXT SLIDE: OUTPERFORMING THE MARKET Accelerating Your Success™

Regional Revenue Mix Shift
4-Year CAGR: Asia = 41.4% EMEA = 17.9% Americas = 7.3% KEY TALKING POINTS: Our role is helping technology manufacturers reach their target end user through routes to market that include resellers, ISVs and system integrators – it is becoming increasingly important to understand the end-customers’ needs, as we’ll discuss shortly We have recovered nicely from the recession, attributable to sustained organic growth and focused geographic expansion Five-year shift in regional revenue mix (this portion of the slide will build on a click) NEXT SLIDE: OUTPERFORMING THE MARKET Q1FY11 includes Bell/Tallard

World-Class Supplier Partnerships
In Q1FY11, Avnet’s Top 10 suppliers* accounted for 73% of total revenue. We celebrate our supplier partnerships every day and are particularly proud of those that achieve significant milestones. KEY TALKING POINTS: By focusing on customer and supplier needs, Avnet builds the channels to market that accelerate the success of our trading partners. We have earned partnerships with the top suppliers in the industry, some spanning decades and several in the billions of dollars strong. We are becoming more diverse, both through geographic expansion and strategic line card additions to round out our solutions portfolio. Our supplier focus, including newly formed strategic supplier executive positions, delivers the growth that our suppliers want and need from their channel partners. NEXT SLIDE: MARKET EXPANSION TRANSITION SLIDE. - * Includes Bell Micro 80 80

Outperforming the Market
We are outgrowing the market in all categories -- software and services at an accelerated rate, with hardware growth led by storage, ISS and networking. KEY TALKING POINTS: At the same time we have diversified our regional revenue composite, we have outperformed the market on a number of fronts: On these two key economic indicators – global gross domestic product and global IT revenue growth -- Avnet outperforms at a rate of at least 50% Despite a hardware refresh, rolling four-quarter market compare indicates that we are, in fact, growing software and services at an accelerated rate, as compared to hardware growth rates Our hardware segment, again growing faster than the market, is driven by storage, processors and ISS and networking, while managing to stave off steeper declines in proprietary servers comparatively. NEXT SLIDE: SERVING OUR STAKEHOLDERS Source: Avnet Data based on rolling 4 qtrs YoY growth- 1FQ11; IDC, Gartner, iSuppli – Oct 2010

Demonstrating Market Leadership
Avnet is the largest value-added IT distributor in the world, with $8.2B in sales Avnet has the only global footprint among its peer group The industry recognizes Avnet’s thought leadership with our SolutionsPath® methodology Avnet’s Global Solutions Centers provide integration capabilities that deliver a differentiated end-to-end supply chain for data center solutions around the world The world’s leading suppliers of data center technology partner with Avnet to attract and grow the most successful enterprise resellers around the globe KEY TALKING POINTS: We keep a keen eye on the interests of our stakeholders to achieve such results and have a culture that aligns recognition and rewards for our employees to achieve it. Avnet serves our stakeholders by: Investing in emerging markets to gain competitive advantage Attracting upstream and downstream partners with a differentiated go-to-market model for market share gains and revenue growth Providing our supplier partners with global reach and operational scale, ultimately resulting in profitable growth for us and them Maintaining customers with levels of satisfaction that keep them coming back year after year, Demonstrating fiscal responsibility to our shareholders, while making significant organic and acquisitive growth strategies for long-term, value-creating results NEXT SLIDE: EXECUTING OUR STRATEGIC IMPERATIVES 82

Executing Our Strategic Imperatives
Achieve targeted ROWC in all regions Continue to build and leverage TS’ global scale and scope Focus on high-growth technologies and verticals Strengthen TS’ value-added solutions enablement model Support customer, reseller and supplier migration to cloud-based services KEY TALKING POINTS: Avnet TS is staying the course on our strategic imperatives. Our customers and suppliers have validated these imperatives as critical to their success We remain at the forefront of emerging market opportunities – technologically, vertically and geographically -- and we build our value propositions accordingly We are committed to driving to the end game – shareholder returns and profitable growth – by executing these strategies, along with portfolio and value-based management. At Avnet, everything begins with the customer in mind. NEXT SLIDE: CUSTOMER FOCUS TRANSITION SLIDE 83

Market Focus NEXT SLIDE: PULSING THE MARKET

Becoming a “Trusted Advisor”
Empowered consumers are driving businesses to become more agile, without compromise Available, scalable, flexible, capacious and secure Legacy infrastructure is complex and burdensome Simplification, virtualization New infrastructure can be quickly deployed with virtual data center assets (public or private cloud) Line executives are challenging IT to support new, differentiated applications and service levels The channel partner of the future is a trusted advisor to their customer – understanding not only technology, but also its application and its business value. KEY TALKING POINTS: Technology is more pervasive than ever before – hand-held devices have transformed the way consumer behave, which creates a need for transformative applications of technology in the enterprise. Innovation is back in vogue in IT. But, the pressure is not off of expenses – reckless spending days have come to an end. Today, options abound for methods of acquiring IT assets, with a mind on cost but also on security, availability, manageability, flexibility… it must be a robust IT infrastructure, but it must also have ROI. The opportunity has never been greater for the channel to play an expanded role with the end-user community as they respond to line of business and CFO demands to adapt to respond to these market forces. Customers need a “trusted advisor” to help them. Our market insight shapes our value proposition – to help our partners become trusted advisors -- but we direct our investments to those segments where we have the greatest propensity for strong financial returns. NEXT SLIDE: SEGMENTING FOR OPTIMAL GROWTH

Serving a Very Large and Growing Market
KEY TALKING POINTS: The opportunity for growth in the served TAM is tremendous and seems to be leading the economic recovery. Focusing on market segments with critical mass and/or high-growth rates allows us to scale our investments and capture the greatest gains from deeper, customer-focused market penetration. NEXT SLIDE: EXTENDING THE VALUE CHAIN Source: Gartner, IDC & iSuppli – Nov 2010 86

Segmenting for Optimal Growth
Vertical Growth Technology Growth TAM CAGR, 4.7% Source: Gartner & IDC Oct 2010

Extending the Value Chain with SolutionsPath®
Avnet interprets market needs, creates differentiated enablement programs and aggregates products & services to help our partners become trusted advisors. Industry, technology, application and customer expertise… FinancialPath™ HealthPath® RetailPath™ EnergyPath™ GovPath™ Market Focused Customer Intimate NetworkPath™ VirtualPath® MobilityPath™ SecurePath™ StoragePath™ Line of Business Executives and C-Suite Decision Makers Avnet Services CloudReady™ KEY TALKING POINTS: Distribution channels are increasingly becoming vendors’ preferred and most efficient and effective route to market (GTDC). Channel partners must be able to interpret customer needs to earn the ‘trusted advisor” status that customers want and vendors need. Avnet differentiates itself by selecting high-growth markets, then enabling its partners to become proficient in the business drivers, applications and solutions in those markets. Further, we provide our partners with the tools and skills to uncover specific customer needs and to architect the solutions that meet them and provide tangible business value – new revenue streams, decreased costs, differentiated customer experiences, or some combination thereof. Our SolutionsPath™ enablement framework is the recipe we use to deliver this value, and the aggregation of our world-class supplier partners provides the ingredients. NEXT SLIDE: INCREASING PARTNER AND CUSTOMER VALUE …with a repeatable, scalable enablement framework. 88

Increasing Supplier, Reseller and End-User Value
Envision – Enable – Execute with our proven SolutionsPath® methodology “Thanks to Avnet’s HealthPath® University and Internship and the skills that we have been able to further develop with their collaboration, we have the in-depth healthcare industry knowledge that stands out to hospitals and medical facilities and that quickly establishes us as trusted advisors.” Jeff Teeter, vice president, vertical solutions, Logicalis Analytics & market opportunity identification Strategic engagement & go-to-market strategy Training and enablement Demand creation Service delivery KEY TALKING POINTS: SolutionsPath® increases value to the end-user by increasing the proficiency of the channel partners calling on them – true trusted advisors -- thereby helping customers hone and prioritize their IT spend to their greatest business advantage. Value to our partners comes in the form of creating true differentiation between those partners that become proficient in a particular market segment, and those that don’t, as evidenced by our pull quote from Logicalis. Suppliers find value in leveraging a repeatable, scalable enablement methodology that aligns with their go-to-market strategy, improving their efficiency and effectiveness at reaching their target customer with a complete solution. IBM is a good example of a supplier that relies upon Avnet to provide this level of enablement, as you can see in our pull quote from Rich Hume. When suppliers want to penetrate a market, its channel must be ready. NEXT SLIDE: PARTICIPATING IN “THE CLOUD” “We continue to invest in helping our channel partners deepen skills, deliver value to clients, and pursue new opportunities for growth. We see that commitment to growth reflected in Avnet's resources and programs that they have developed to help IBM Business Partners sell complete solutions that meet the business needs of IBM's customers worldwide. Many of these programs are among the industry best practices for our channel." Rich Hume, general manager, global business partner and midmarket organization, IBM

Assessing “The Cloud” Opportunity
“The Cloud” is growing quickly and could become a much more significant portion of overall IT spend by 2014, with private cloud services outpacing public. Traditional IT Products -- 5% CAGR Public IT Cloud Services -- 27% CAGR Private IT Cloud Services (prelim) – 36% CAGR Source: IDC 2010 (note: Private IT Cloud Services are IDC's preliminary estimates) cloud /klaʊd/ –noun a set of services and technologies that enables the delivery of computing services over the internet in real time. the delivery of IT resources via a shared network in the form of applications (SaaS), infrastructure (IaaS) and platform (PaaS). KEY TALKING POINTS: Helping customers evaluate and potentially migrate from traditional, legacy data centers to today’s virtual, utility compute platforms is definitely on the minds of our suppliers, and they rely on us to bring their offerings to market just as we would products. Their technology and services, combined with our SolutionsPath® enablement methodology for key cloud technologies (such as virtualization, security, storage and networking), make us an ideal route to market for private cloud migrations. Avnet has and has had for some time, managed and hosting capabilities and offerings, and we continue to serve clients with our XaaS solutions. In keeping with our voice of the customer findings, we’ve also developed CloudReady™, an initiative that includes training, tools and services for our partners to keep them at the forefront of hybrid cloud architectures and solutions for their customers. Aggregating profitable cloud platform services remains a potential opportunity. NEXT SLIDE: HELPING OUR SUPPLIERS GROW 90

Private Cloud – Avnet is Here, Now
Avnet occupies a unique and differentiated place in the value chain for customers evaluation and migrating to cloud solutions. Public, Private or Hybrid? Legacy infrastructure predicates a slow, deliberate migration to public cloud offerings Private cloud solutions still dominate the landscape in Avnet’s served market Avnet is CloudReady™ Portfolio of cloud offerings from the world’s leading technology suppliers SolutionsPath® practices in all key cloud technologies Hosted/managed service infrastructure Partner enablement services, including end-user assessment services PayNow™ financial program KEY TALKING POINTS: Helping customers evaluate and potentially migrate from traditional, legacy data centers to today’s virtual, utility compute platforms is definitely on the minds of our suppliers, and they rely on us to bring their offerings to market just as we would products. Their technology and services, combined with our SolutionsPath® enablement methodology for key cloud technologies (such as virtualization, security, storage and networking), make us an ideal route to market for private cloud migrations. Avnet has and has had for some time, managed and hosting capabilities and offerings, and we continue to serve clients with our XaaS solutions. In keeping with our voice of the customer findings, we’ve also developed CloudReady™, an initiative that includes training, tools and services for our partners to keep them at the forefront of hybrid cloud architectures and solutions for their customers. Aggregating profitable cloud platform services remains a potential opportunity. NEXT SLIDE: HELPING OUR SUPPLIERS GROW 91

Public Cloud – Avnet is CloudReady™
Avnet is poised, in all regions of the world, to support our suppliers’, partners’, and customers’ respective pace of public cloud adoption. Infrastructure still reigns Even in most emerging markets, IT/voice infrastructure is still core Cloud adoption is likely in back-office functions, not mission-critical ones “Voice of the Customer” still rules Councils, conferences, polls, surveys Avnet has its finger on the pulse of the speed with which customers will move The future is still unclear The channel will always find its role and a way to add value We consider team, time and tempo in all endeavors Predicting the impact of the internet 10 years ago is analogous to predicting the impact of the cloud today. Avnet is positioned to succeed, along with our trading partners. KEY TALKING POINTS: Helping customers evaluate and potentially migrate from traditional, legacy data centers to today’s virtual, utility compute platforms is definitely on the minds of our suppliers, and they rely on us to bring their offerings to market just as we would products. Their technology and services, combined with our SolutionsPath® enablement methodology for key cloud technologies (such as virtualization, security, storage and networking), make us an ideal route to market for private cloud migrations. Avnet has and has had for some time, managed and hosting capabilities and offerings, and we continue to serve clients with our XaaS solutions. In keeping with our voice of the customer findings, we’ve also developed CloudReady™, an initiative that includes training, tools and services for our partners to keep them at the forefront of hybrid cloud architectures and solutions for their customers. Aggregating profitable cloud platform services remains a potential opportunity. NEXT SLIDE: HELPING OUR SUPPLIERS GROW 92

Global Expansion NEXT SLIDE: GOING WHERE THE GROWTH IS

Going Where the Growth Is
We continue to invest in markets that will provide the greatest growth opportunity, organically and through value-creating acquisitions. $141B *Note: Data represents breakdown of net new IT Spend Growth between 2010 to 2013 Source: Gartner, IDC & iSuppli – Oct 2010 KEY TALKING POINTS: Avnet remains established in core technology hotbeds, where the TAM is well established and large and where net new IT spend still dominates as a percent of total net new spend. However, Avnet is also leading the value-added distribution space by investing in emerging markets that are small today but that are projected to become more relevant to the global IT spend landscape over time. NEXT SLIDE: STRATEGICALLY EXPANDING THE LINE CARD

Extending our Global Footprint
Americas $5.1B Revenue 17% YoY Growth EMEA $2.5B Revenue 16% YoY Growth Asia $1.1B Revenue 79% YoY Growth KEY TALKING POINTS: Recent acquisitions in each region have improved our global scale and scope, balancing our composite mix of revenue, as we pointed out earlier, and helping us to outgrow the market in all regions. These acquisitions also further strengthen our position – scalability and line card -- in large established markets, like North America and Western Europe. More importantly, they position us in the emerging markets, like Vietnam, Indonesia, and Brazil. NEXT SLIDE: PORTFOLIO MANAGEMENT TRANSITION SLIDE Recent Acquisitions Avnet TS-Served Countries Recent Acquisitions Bell Micro (NA, LAC, EMEA) ~~~ Tallard (LAC) ~~~ Datamation (Indonesia) ~~~ itX (Australia) ~~~ Sunshine (Vietnam) Avnet Revenue & Growth based on Rolling 4 Qtrs Q1FY11

*Significant 2010 line card additions by region
Expanding Partnerships* for Global Reach We expand our line card to support our solutions distribution vision and provide our suppliers global market reach and operational scale. EMEA Asia TS Global Line Card Oracle (UK, Belgium, Luxembourg, Switzerland, Ireland, Hungary, Slovakia, Czech Republic, 16 countries in MENA) HP (Hungary, UK) Juniper (Poland, Czech Republic) NetApp (Ireland, Netherlands, Germany, UK) EMC/Data Domain (Mostly Eastern Europe) VMware (Eastern Europe) Avaya (Belgium, Ireland, Netherlands, Poland) ShoreTel (pan European) Symantec (Ireland, UK, Netherlands, Czech Republic, Slovakia) Brocade IP (Eastern Europe) HDS (France, Germany, Austria, Hungary) Microsoft (UK) IBM (Belgium, Netherlands, Turkey) Oracle (Australia) Dell (Vietnam) HP (Vietnam and Indonesia) NetApp (India) VMware (Indonesia) IBM (Indonesia, Vietnam) Americas KEY TALKING POINTS: Avnet continues to add to its line card to complete solution sets, such as with (I will pick one or two here…) We also benefit from line card expansion geographically, with both organic additions and those that are part of our acquisitions, such as Apple. We have invested in a “supplier business acceleration” function that ensures speed to profit with our line card expansion. NEXT SLIDE: EXTENDING OUR GLOBAL FOOTPRINT NetApp Services SyncSort CommVault Quantum Apple (Latin America) IBM (Latin America) Riverbed Oracle (Brazil, Mexico) *Significant 2010 line card additions by region

Portfolio Management NEXT SLIDE: MANAGING REGIONAL PRIORITIES

Managing Regional Priorities
TS remains committed to value-based, portfolio management to drive our committed financial returns in each region. Continue to drive profitable growth Expand in LAC, with a focus on improving profitability Maintain strong regional ROWC performance Americas Continue driving toward targeted financial returns Leverage and scale regional expertise for pan- European support Expand appropriately in high-growth geographies Strengthen the line card to support our solutions and global growth strategies EMEA Accelerate drop-through with operational focus Continue to balance expansion opportunity with profitability Strengthen the line card to support our solutions and global growth strategies Asia KEY TALKING POINTS: The varying levels of maturity in each region call for varying priorities. With an eye on the financial targets we’ve established: The Americas – focus on the continued, successful integration of the LAC business, driving revenue growth and maintaining strong ROWC performance. In EMEA, we are focused on improving financial performance, part of which is about leverage and scale across the region, where practical. As always, we’ll look for ongoing expansion in high-growth markets, with our supplier partners and potentially through acquisitions. Asia has become a very meaningful component of the TS regional portfolio, and as such, is ripe for operational focus to tune the business to the more mature market performance expectations. Having established the footprint we have, we will selectively continue to expand geographically but place a high degree of focus on organic growth as well. NEXT SLIDE: SUMMARY 98

Accelerating Your Success™
Avnet TS had a strong recovery in FY10 and is delivering financial returns within our targeted range. Avnet is the leading IT solutions distributor in the world in scale and scope with revenues over $8B and presence in more than 70 countries. Avnet intends to continue to outgrow the markets we serve by investing in high-growth technologies, vertical markets and geographies. Avnet leads the industry with our SolutionsPath® methodology, redefining the role of distribution. Avnet maintains world-class supplier and reseller partnerships that provide data center hardware, software and services solutions. Avnet will continue to exercise value-based management across the TS portfolio to achieve our stated financial targets in all regions. KEY TALKING POINTS: Not sure I have anything to add beyond the bullets here, but I will give it some thought. NEXT SLIDE: Q&A

Electronics Marketing
Harley Feldberg President, Electronics Marketing

Agenda Our Mission Market Opportunity Who We Are Growth Opportunities

Our Mission Avnet Electronics Marketing will be the most successful electronic components distributor in the world by providing our customers & suppliers best-in-class design chain and supply chain solutions.

Market Opportunity

2011 Sizable Revenue and GP Opportunity
TAM ~ DTAM ~ Channel GP$ Medium Large Small $204 B $9 B $900 M $73 B $49 B $6 B $4 B $14 B $14 B $291 B $72 B $ 10.9 B EM holds approximately 20% share of the DTAM market and we estimate the top 3 global distributors own almost 60% share. Our global footprint positions us for strong share gain Source: Avnet EM TAM Sources: Electronics Outlook, Bishop, Fleck, Gartner, iSupply, Paumanok, SIA (Rev 11/5/10) DTAM/GP: Avnet EM estimates for independent franchise distribution

Design To Consumption – All Regions Matter
Semiconductor Design TAM by Region 2009 Semiconductor Consumption by Region 2009 Based on the last full year worth of data It is important to maintain investments in all regions as Design is still being done in all regions. The winning formula for components distribution requires strength in both Source: Avnet EM BIO, Gartner, iSuppli

Projected Components Growth through 2013
This is served TAM estimates. Memory and CPUs are not in these numbers. Semiconductors w/o MPUs, DRAMs or Flash Interconnect, Passive and Electromechanical

Growth Forecasted in All Regions
2010 – 2013 Component TAM Growth Forecast Equates to approximately $27B of DTAM Growth Sources: Bishop, Electronics Outlook, Fleck, Gartner, iSuppli, Paumanok, SIA (Rev: 11/2010)

Who We Are

Experienced EM Global Leadership Team
Patrick Zammit EMEA Ed Smith Americas Harley Feldberg President, EM Global Stephen Wong Asia Tom McCartney Japan / IP&E Gerry Fay Supply Chain Global & Strategic Accounts Ravi Kichloo Semiconductor Business Dev. Tim Barber Design Chain Business Dev. Beth Ely Avnet Express Sean Fanning Marketing & Communications Bill Crowell Finance Dayna Badhorn Strategic Planning Average 20+ years of industry experience

Unique Market Position
A balanced approach… EM FY01 EM FY05 EM FY10 Americas 40% EMEA 38% Asia % Americas 31% EMEA 35% Asia % Americas 67% EMEA 28% Asia % $8.3B $6.3B $14.4B With the addition of the Bell Business in the Americas, this pie will shift again this year. With all regions achieving financial metrics 111

Specialized Customer Support
Tier 1 AVNET SERVICE AMERICAS EMEA ASIA Japan Avnet United Avnet Velocity Core Distribution Supply Chain Solutions & Logistics Design Chain & Supply Chain Avnet EM EBV Avnet Memec Silica Avnet Unidux Avnet Embedded Avnet Abacus Tier 2 Tier 3 Tier 4 Avnet Express Optimizing our value prop for our customers and suppliers Avnet Express Optimizing our value prop for our customers and suppliers

Focused on Profitable Growth
Our strong fundamentals maximize profitable growth… Leadership Scale & Scope Growth Strategies

Growth Strategies

The Winning Formula Global Strategies Design Chain Solutions
Supply Chain Solutions Asia Japan E-Commerce IP&E Embedded Execute these strategies using: Our strengths as an industry leader Our global scale and scope Our ability to invest

Global Strategic Imperative
Avnet Electronics Marketing: Global Strategies Design Chain, Migration to Solutions Tim Barber Global Strategic Imperative We will offer the most compelling Demand Creation value proposition for both customers and suppliers EM Design Chain Opportunity: Design Chain: approximately 35% of our business Over 800 Engineers Worldwide Greater than 45K Design Wins Annually Why It Matters… Design TAM is dispersed Worldwide Suppliers are narrowing their focus both with customers and technology offering Customers want solutions, not just parts Affords us higher margins Customer entanglement WW Design TAM is $228B Synergistic opportunities surrounding the customer’s core chip design. Leverage our world class technology portfolio and supplier line-card

Avnet Electronics Marketing: Global Strategies Supply Chain Solutions, Complex and Global Gerry Fay Global Strategic Imperative We will continue to develop leading-edge supply chain strategies to meet more complex customer demands Avnet United: Global Business Mgmt Business Migration: Linking inter-regional design and fulfillment Avnet Velocity: Tier I Fulfillment-only Services Complex Supply Chain Solutions influences approximately 15% of our business Why It Matters… Innovative Solutions Developed to Leverage the Core Business Extends ROI of Demand Creation Investments in the West Leverages our Scale and Scope Customer Entanglement

Avnet Electronics Marketing: Global Strategies Growing in Asia, Profitably Stephen Wong Global Strategic Imperative Drive a leading distribution model in Asia that effectively balances a focus on EP generation with an aggressive investment in regional growth Develop effective connections with other regions to create a globally differentiated value for EM Invest in, and develop, infrastructure that gives us scale and productivity Why It Matters… Continue organic investments in growth segments Broad Coverage Achieving financial metrics Strong leadership with acquisition and integration experience Significant M&A opportunities Peer Group ~ $26B DTAM If you take 25% of TAM = $40B for DTAM (another slice)

Avnet Electronics Marketing: Global Strategies Japan, Significant Market Opportunity Tom McCartney Global Strategic Imperative We will continue to develop our business in Japan financially and operationally Pursue additional acquisitions or alliances to create scope and scale Why It Matters… Japan Design influences 20% of global spend Large fragmented market, Independent DTAM is approximately $12B Significant M&A opportunities Customer Supply Chain Complexity Increasing Enables further supplier collaboration on global engagements Top 32 Distributors

small customer DTAM opportunity
Avnet Electronics Marketing: Global Strategies e-Commerce, Broadening Reach and Services Beth Ely Global Strategic Imperative Expand our e-commerce offering to enable “speed and convenience” procurement of high-profit, low-volume orders Common global e-commerce engine (IT) Online engineering for NPI Regional customer interface models Local Language Local Currency Local Inventory Why It Matters… Margin Enhancement Customer Expansion On-line Engineering Support Expanded Service Offering for Speed and Convenience $14 Billion small customer DTAM opportunity

Avnet Electronics Marketing: Global Strategies IP&E Expansion, Selling Across the Board Tom McCartney Global Strategic Imperative We will expand our “share of wallet” by further leveraging and extending our industry leading IP&E Portfolio Specialized Resources in all regions Critical element of Solution Selling Strategy Why It Matters… Margin Enhancement Fragmented Distribution Channel provides Acquisition Opportunity Supplier Channel Consolidation Estimated $12B DTAM If the IP&E global TAM is roughly $77 billion, then IP&E DTAM estimate is between $12-14 billion. (Roughly 15-18% of total global IP&E TAM.) Avnet Confidential

EM Global Strategy: Embedded, The Design Evolution
Global Strategic Imperative Define and launch Avnet EM’s Embedded strategy regionally and globally Implement a globally aligned strategy, incubated regionally, to extend EM’s value proposition in Embedded products Ensure the successful integration of Bell business Why It Matters… Solution Selling Strategy New Integration Service Models Displays Embedded Boards HDD Estimated $50B TAM Total WW HDD TAM ~ 660M Units. $45B ($69/avg selling price) Sources: Gartner, IDC, iSuppli, (*Without TVs and Monitors), Avnet BIO Estimates Avnet Confidential

Avnet’s Customer Touch Points…Expanding
Chip Level System Level Embedded Solution Level MPU /MCU DSP Programmable Logic ASIC Connectivity Wired Wireless Analog Power IP&E Displays Memory Development Kits Supplier Created Avnet Created 3rd Party Partners Operating Systems Microsoft Linux Production Modules Processing Communications Power Wireless Embedded Boards Extension of processor architecture Displays Panels Systems Integrated Systems Supplier systems Value added services Customer Benefits… Time to Market Development Costs Moving up in complexity w/our customers. Avnet’s ability to support customer demand from chip level solutions through board level solutions.

Summary CY10, an exciting year, yielding outstanding results
All regions participated in the performance Technology continues to proliferate the globe Experienced and committed leadership team Global scale and scope matter more than ever Ability to invest organically and through acquisition Our strategic imperatives will accelerate profitable growth Looking forward, growth should continue at a steady pace Strong operating discipline regardless of market conditions

Summary and Wrap-Up Roy Vallee Chairman & CEO

Recognized Industry Leadership
Relocated assembly warehouse to Nogales, Mexico Launched 4 new vertical practices in high growth markets #142 on 2010 Fortune 500 2010 Fortune’s Most Admired Information Week recognizes Avnet among Top 250 Technology Innovators Certified Cisco Unified Computing System EBV celebrates 40 years of success CIO Magazine Names Avnet CIO 100 Award Honoree

Avnet Portfolio: Performance & Potential
Sources: Bishop, Electronics Outlook, Fleck, Gartner, IDC, iSuppli (Rev: 11/2010)

Avnet Portfolio: Performance & Potential

Avnet’s Value-Based Management Journey
Shareholder Value ROCE 16% FY10 14% Accelerate EP$ Growth 12.5% FY08 FY07 FY06 Post Bubble Recovery V-Shaped Recovery WACC FY09 10% FY05 Great Recession FY04 5% $5 $10 $15 $20 $25 Revenue Driving Growth

Demonstrated Performance & Exciting Potential
Leveraged post-tech bubble growth to new records Doubled revenue to $18B with ROWC 2,199 basis points to 25.1% Performed well through the Great Recession Trough to trough performance significantly improved Quarterly records for revenue, EPS & ROCE in 1st year of recovery $24B revenue run rate with expanded global footprint More diversified and substantial growth opportunities ROCE is within target range at the enterprise level Opportunity for expansion and/or higher growth Avnet is the global leader in technology distribution Substantial opportunities to grow economic profits/shareholder value

Demonstrated Performance and Exciting Potential
THANK YOU Demonstrated Performance and Exciting Potential

Avnet Analyst Day 2010 Performance & Potential

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