1. Ron Lalla – EVP Global Merchandising, Marketing & Margins
Corporate Express US Analyst Meeting Denver – September 2007

2. “Safe Harbour” Statement under the Private Securities Litigation Reform Act of 1995
Statements included in this press release, which are not historical facts are forward-looking
statements made pursuant to the safe harbour provisions of the Private Securities Litigation
Reform Act of 1995 and the Securities Exchange Act of 1934.
Such forward-looking statements are made based upon management’s expectations and
beliefs concerning future events impacting Corporate Express and therefore involve a
number of uncertainties and risks, including, but not limited to industry conditions,
changes in product supply, pricing and customer demand, competition, risks in integrating
new businesses, currency fluctuations, and the other risks described from time to time in the
Company’s filings with the US Securities and Exchange Commission, including the
Company’s Annual Report on Form 20-F filed with the Securities and Exchange Commission
on March 9, As a result, the actual results of operations or financial conditions of the
Company could differ materially from those expressed or implied in such forward-looking
statements. Shareholders and other readers are cautioned not to place undue reliance on
these forward-looking statements, which speak only as of the date on which they are made.
The Company undertakes no obligation to update publicly or revise any forward-looking
statements.

3. We are focused on 6 strategies that will create demand, reduce our supply chain costs and connect us to the customer
Implement the category mgt business discipline
Communicate more effectively by Marketing Segment
Improve the customer shopping experience
Global sourcing
Streamline the merchandising financial systems
Implement a best-in-class private label program
Corporate Express — North America
You may be asking yourself…who is Corporate Express?
CE is Part of the Buhrmann family based in Amsterdam
Sales over $9 billion
25,000 Employees
Over 60% of the business being OP
Corporate Express is the Office Product Company
North American sales of $4.4 billion
Headquartered in Broomfield, Colorado
15,000 Employees in North America
Our focus is exclusively on the B2B Market. We are not in retail.
Our overall position around the world
#1 in NA
#1 in Australia/New Zealand
While we are #2 in Europe now, we are in the process of completing acquisitions that will make us #1 in the near future.
Our customers
Fortune 500 and many global enterprises.

4. To accomplish our financial goals, activities can be bucketed into 3 areas
Creating Demand
Reducing Cost of Goods Sold
Working Capital Management

5. Creating Demand
Comprehensive understanding of market segmentation
Execution and training on product lines
Sales collateral
Category analysis – product trends and fashions, suppliers and their competition and issues, customers and their needs and wants, competition (their assortments, GBB tiers, pricing, their private label)
Product assortment – national brand and private label
Catalog process
Promotional programs
Interaction with field organization
Assistance with bids
Velocity planning – understanding product life cycles and trends to be used in bids analysis

6. Sales Force, Online, Direct Mail
By developing joint Go To Market plans that focus on meeting customer needs by segment we can drive sales improvements very quickly
Customers
Sales Force, Online, Direct Mail
Go-To-Market
Plans
Segment Marketing Leaders
Segment Planning
Category Leaders
Segment Sales Leaders
Customer Needs Assessments
Syndicated Data
Vendor Studies
Customer Sales and Product Analysis
Pricing

7. We have a great opportunity to further penetrate our loyal customers
We will continue to leverage product, sales tools, online, and campaigns to create a better bond with our customers by segment with consideration for customer life cycle
We have a great opportunity to further penetrate our loyal customers
Day -30
Day 1
Day 180+
Prospect
Account Acquired
New Customer
New Customer
Loyal Customer

8. Our flagship catalog was changed in 2007 (from traditional method of line listing items) to improve the mix of what we sell. In addition we began presenting our customers with product solutions to meet their needs.
2007 Improvements
Increased application shots
Use of “Hero shots” larger images
Reorganized sections to match how customers shop based on needs
Rationalized assortments
Added coloring
Merchandised in spreads
Cleaned up copy, got rid of fluff
Better produced shots
Easier to shop

9. Reducing Cost of Goods Sold
Preferred vendor agreements - sophisticated RFP/RFQ process, multi-year time frames
Negotiated tiered pricing
Supply chain management
Returns management
Price increases/decreases management
Forward buying
Deviated pricing
Rebate programs creation and management
Private label reverse engineering to better negotiate

10. Working Capital Management
Vendor receivables
Terms
Inventory turns
Accounts payable

11. Industry suppliers of our products for resale have recently consolidated
GBC – ACCO
Esselte – a private buy out
Eldon - Dymo - Sanford - Newell Rubbermaid
Domtar – Weyerhaeuser
Georgia Pacific – Koch Industries

12. We are seeing cost increases from various economic factors
Cut sheet paper cost increases
China tariff cost increases/reevaluation of RMB
Higher fuel caused cost increases
Resin cost increases
Industrial chemical increases
Energy increases
Source: Producer Price Index

13. Allowances and Rebates defined
Allowance: Deduction from the value of an invoice, permitted by the seller of goods to cover damages or shortages.
Rebate: Payment made to the purchaser after the purchase is completed to induce the purchase of product.

14. Types of allowances and rebates
Volume rebate – Set as a standard % of purchases. The monies are earned regardless of the volume purchased.
Tiered agreement – The rebate comes attached with a volume condition. When the volume tier is reached the agreement can either kick in on purchases after the tier is reached or can apply to purchases back to dollar one.
Catalog Placement allowance – A fixed or variable amount that the supplier gives Corporate Express for placement in the catalogs.
Marketing Development Funds (MDF) – Funding the supplier provides to aid in the marketing of products that Corporate Express sells. In cases where proof of performance is required on the part of Corporate Express the funding must be monitored to make sure it is not lost at the end of a fiscal year.
Promotional allowance- Negotiated specifically for placement in a promotional vehicle that Corporate Express publishes and distributes.
Conversion allowance – Monies provided to help Corporate Express transition from one line of products to another. This allowance is frequently negotiated when a supplier gains preferred supplier status.
Obsolescence allowance – Usually applied to products with a high degree of seasonality (i.e. dated goods).

15. Assortment Definition
Sourcing Process
Category Management
Product Development
Assortment Definition
Private Label
Branded
Global Sourcing

16. Superior Procurement Solutions Includes a Best-in-Class Private Label
Compensates for low margin SKU’s
Exclusive brand will become a valuable corporate asset
Increases profitability
Offers the customer value
Builds customer loyalty
Competition cannot compete with our private label

17. Private Label Vision Statement
Corporate Express private label office products will be the best corporate owned brand in the office products industry in the United States.

18. Corporate Express Brands
Started in Europe in 90’s
>2,200 sku’s
Different packaging US/Canada/Europe plans to align
QUALITY
Not used in Europe yet
premium
National Brand
Started in Europe in 2006 with 150SKU’s / 250 in 2007
Same packaging US/Canada
PRICE

19. Pillars to a Successful Private Label StrategyIT
System for placing orders
Interfaces in third parties
Robust reporting on all
performance metrics
Product Management
Ensure quality specs
Monitoring raw materials production
Monitoring human rights
Database of manufacturers
Merchandising
Assortment planning
Sales planning
Promotional planning
E-Way
Sales Force
Defectives
Branding Strategy
What does the brand represent
Staying true to the brand
SUCCESS
Logistics Strategy
On-time delivery to warehouse
Efficient supply chain management
Order quarterly
Freight efficiency
Duty
Consolidation of shipments
Human Resources
Managing an overseas
operation
Right compensation
Broadest range of products and services of any company in the industry., available through Corporate Express companies, not partnerships.
Finance
Maximize financing options
Best legal structure
Purchasing models
EVA models
Best tax structure

20. Greg Shewmaker – VP Global Sourcing & Product Quality
Corporate Express US Analyst Meeting Denver – September 2007

21. “Safe Harbour” Statement under the Private Securities Litigation Reform Act of 1995
Statements included in this press release, which are not historical facts are forward-looking
statements made pursuant to the safe harbour provisions of the Private Securities Litigation
Reform Act of 1995 and the Securities Exchange Act of 1934.
Such forward-looking statements are made based upon management’s expectations and
beliefs concerning future events impacting Corporate Express and therefore involve a
number of uncertainties and risks, including, but not limited to industry conditions,
changes in product supply, pricing and customer demand, competition, risks in integrating
new businesses, currency fluctuations, and the other risks described from time to time in the
Company’s filings with the US Securities and Exchange Commission, including the
Company’s Annual Report on Form 20-F filed with the Securities and Exchange Commission
on March 9, As a result, the actual results of operations or financial conditions of the
Company could differ materially from those expressed or implied in such forward-looking
statements. Shareholders and other readers are cautioned not to place undue reliance on
these forward-looking statements, which speak only as of the date on which they are made.
The Company undertakes no obligation to update publicly or revise any forward-looking
statements.

22. Overview
Began import business in 2003 with exclusive buying agent
Goal was speed to market for Corporate Express Brands launch
Buying agent model provided immediate resources in Asia
Significant growth in export volume from Asia 2003 – 2007
Next logic step was direct sourcing

23. Wholly owned subsidiary of Corporate Express, NV
Launch of CE Asia
Incorporated in Q1 2007
Headquartered in Hong Kong with satellite office in Southern China
Wholly owned subsidiary of Corporate Express, NV
Extending Corporate Express global footprint in Asia
Closer links with Suppliers, Partners and Customers in the Region
Exclusive business conduit for all Asian supplier relationships

24. Values
Building Long-lasting Partnerships with Manufacturers
Being Best-in-Class in Our Core Competencies of Product Development, Quality Assurance and Supply Chain Management
Developing Our People
Being a Global Leader in Social Responsibility

25. Regional Experience
Currently 37 Employees; 31 in Hong Kong headquarters and 6 in Shenzhen office
Each member of senior management team has direct experience setting up multi-national operations in Asia
Over 1/3 of the staff are engineers that will focus on manufacturing processes, product enhancements and quality assurance
2/3 of the staff have direct experience in Office Products industry
100% of the staff is multi-lingual (minimum requirement of Mandarin/English capabilities)

26. Year over year cost of goods reduction 98% on-time shipping
Key Success Factors
Year over year cost of goods reduction
98% on-time shipping
1% or less defect rate by product category
Vendor management
Diversification of supply base
Rationalization of suppliers
Factory audits
Scorecards

27. Social Responsibility
Partnership
Innovation
Quality
Partnership
Social Responsibility

28. Quality means many different things
Quality of Order
Forecasts
Collaborative Production Planning
Firm management of supply chain
Product Quality
Detailed specifications to match brand strategy
Raw materials
Quality engineering
Quality of Relationship

29. Evolving from sourcing solution to development solution
Product Innovation
Evolving from sourcing solution to development solution
Collaboration in product design/development and sales/marketing
Product solution opportunities
Ergonomics
Personal health
Sustainable products

30. Why Social Responsibility is Essential
Expected by most customers
Required by many customers
Avoidance of adverse publicity
Right thing to do

31. Social Responsibility
Partnership
Innovation
Quality
Partnership
Social Responsibility

32. Productivity in your hands.
Thank you.
Productivity in your hands.

33. To be successful in merchandising, we have undertaken a journey to move from a purchasing organization to a category management approach to the business
Monitor
Performance
Market
Research
Determine
Category
Role
Assortment
and service
selection
Supplier
Selection
Item creation
The products
Corporate
Strategy

34. Thank you