Avnet Technology Solutions Q1 FY09 Global Financial Results & Highlights October 23, 2008

Q109 at a Glance  Revenue, operating income fell just short of plan in Q1  Solutions and vertical market practices continue to grow  Slowdown in tech spending anticipated in Q2, Q3  Solutions strategy solid, but expense control measures in place

3 TS Global: Revenue  Q109 Revenue = $1.79 B  Q1 up 11.5% year over year on a net revenue basis, but short of plan Organic growth declined in all 3 regions year/year EMEA Horizon acquisition performed well HP, solutions practices, vertical practices posted year/year gains BILLIONS

 Q109 Op Income = $51.1 M  Q1 down 13% year over year Although margins were up and expenses were down, we could not compensate for the late-quarter drop in sales TS Global: Operating Income MILLIONS Excluding restructuring and other charges Operating income $$ Operating margin Operating Income = Gross Profit – Operating Expenses

TS Global: Return on Working Capital  Q109 ROWC = 28.6%  Inventory down, inventory turns up year over year, but ROWC declined 20% year over year primarily due to lower than expected revenue  We reduced expenses $11.4 M (from plan) in Q1  Working capital dollars came in at $44 M less than plan Excluding restructuring and other charges ROWC represents operating profit in relation to working capital.

In the Spotlight: Operational Excellence (OPX)  Americas  On track to achieve 5% operating income goal  Completed three projects with estimated benefits of $3.5 M  16 process re-engineering / improvement projects underway in Americas  EMEA  Process redesign opportunities identified in EMEA, and ROI calculation is underway (estimated to be approx. €85K)  Asia Pacific  Three process redesign activities initiated in Asia and two at discovery stage “Operational excellence isn’t just about major projects and million-dollar returns. It’s about developing a culture of innovation and continuous process improvement.” “Operational excellence isn’t just about major projects and million-dollar returns. It’s about developing a culture of innovation and continuous process improvement.” – Usha Shah, VP, Operational Excellence, TS Global“

In the Spotlight: People Development  Americas  Merit cycle timeline realigned to follow performance reviews  Making progress toward performance management goals (meritocracy)  EMEA  Team focused on integrating people into the company (acquisitions) and aligning the workforce within the organizational structure  Asia Pacific  Employee survey results up 3% to 7%  Focusing on performance management, integrations, attracting and retaining talented people “One of the things our employee engagement survey is telling us is employees want to know people are getting rewarded and recognized based on superior performance.” – Linda Biddle, VP, Talent Management, TS Global“

In the Spotlight: Customer Engagement  Americas Voice of the Customer office initiatives gathering steam  Hot alert closed loop process for customer complaints  Automatic notification of sales force when shipping commitments will be missed  Hassle Free initiative gives front line people ability to grant returns to $10K  1 st global Customer Service Week  Just say, “Thank you!”: Hundreds of calls, thank-you notes sent  Video contest, regional and local events all over the world  Scorecard developed to track performance around the world

In the Spotlight: IT Projects  Project Diamond  Regional project leadership teams to update management, all employees in November  Americas  B 2 B initiative – Entangling customers through automation  Supply chain optimization – Enhancing material planning with Manugisitics  Decision intelligence – Providing price optimization capability through Zilliant  EMEA  Integrating the Horizon acquisition in Dublin, Ireland (complete in Q2)  Red Prairie – Enhancing warehouse management  Asia Pacific  Integrating the Ontrack acquisition in Mumbai, India (complete in Q2)  Supporting the set-up of the new Beijing office (complete in Q2)  Completing systems integration work at the Tianjin Integration Center “During Q1 the critical focus for the TS GIS team globally has been centered on the strategic TS ‘big rock’ projects. Overall, these projects are tracking well, with no major issues to report.” “During Q1 the critical focus for the TS GIS team globally has been centered on the strategic TS ‘big rock’ projects. Overall, these projects are tracking well, with no major issues to report.” – Ger Purcell, TS GIS, Sr. VP“

10 TS Global: Q209 Outlook  Q209 outlook  Below normal seasonality TS usually sees a 25% increase in sales in Q2 (over Q1) as the calendar year ends. We expect less than that this year in alignment with softening global economy Revenue $1.95 B to $2.19 B forecast for Q209 End customers seem reluctant to spend money on discretionary projects with a longer payback as proprietary server sales have been most affected. On the other hand, capacity and efficiency requirements are still driving storage and networking growth, while our solutions practices are delivering attractive growth rates as well. Pressure will remain to lower our cost if we don’t see improvement in market conditions “In good times and bad, our partners have a choice, and they will always gravitate to the distributor that helps them create value and capture growth opportunities.” – John Paget, President, TS Global, Oct. 9, 2008“

11 TS Global: What We Need to Do in Q2  As we navigate within the current climate, we must:  Listen well and put our partners’ needs at the forefront of our decisions  Examine all available data and act on it decisively and without procrastination  Be prudent in the use of our financial resources  Run our businesses profitably – solid business fundamentals like return on working capital (ROWC) and return on capital employed (ROCE) never go out of style  Continue to evolve our systems, processes, services and solutions in support of our and our customers’ and suppliers’ growth “ Recent studies have shown that two-tiered distribution is the most cost- effective means of selling IT solutions into the marketplace, and the effectiveness with which we move products, services and solutions to market is one of our strongest assets. Furthermore, we are one of the great aggregators of best-of-breed products, and consequently, we are a strategic business partner.They recognize TS as a partner that adds real value, a reputation we have worked hard to earn and intend to keep.” “ Recent studies have shown that two-tiered distribution is the most cost- effective means of selling IT solutions into the marketplace, and the effectiveness with which we move products, services and solutions to market is one of our strongest assets. Furthermore, we are one of the great aggregators of best-of-breed products, and consequently, we are a strategic business partner. They recognize TS as a partner that adds real value, a reputation we have worked hard to earn and intend to keep.” – John Paget, President, TS Global, Oct. 9, 2008“

12 Solid Business Principles Never Go Out of Style  Profitable Growth  Remain intently focused on growing profitable revenue and capturing more than our fair share of the market. In all three regions, our attention to sales must never diminish. We must move forward with the technology solutions the marketplace is buying.  Operational Excellence  We must re-engineer our processes to create a more efficient means to grow the business. Operational excellence is not program management, nor is it a department – it is a way of life. Focus on eliminating redundant processes and their costs. “Working smarter” is an overused phrase, but it is very appropriate for our situation.  Customer Engagement  We need the help of our vendors. We must make certain we are relevant to them and engage with them to assist us in accelerating their success. Our reseller customers need to feel our touch and strong support. They need to hear we care and we have a better way for them to grow their business.  People Development  Focus on our and our colleagues’ development. This is a people business. Listen well – the answers we need to make a quantum leap forward and transform our business already reside in our TS colleagues’ hearts and minds.

How We Measure Success KPM = Key Performance Metric

TS Global: Mission To lead our industry in growth, innovation, value and effectiveness in such a way that it ensures we are an indispensable element of our suppliers’, customers’ and employees’ success and future dreams.

TS Global: Mission G I V E GROWTH INNOVATION VALUEEFFECTIVENESS

This presentation is updated quarterly and distributed via the TS Global newsletter in conjunction with the release of Avnet’s financial performance (approximately three weeks after quarter end and five weeks after fiscal year end). It is intended to give TS employees around the world a quick overview of TS’ financial performance and highlights, and may be used (in whole or in part) alone or with other TS presentations to talk about TS at the global level. For more information, please contact Michelle Taylor, Director, TS Global Marcom: