Supply Chain as a Sustainable Competitive Advantage John Flanigan, EVP, Global Supply Chain 2012 Investor Conference June 26, 2012

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1 Supply Chain as a Sustainable Competitive Advantage John Flanigan, EVP, Global Supply Chain 2012 Investor Conference June 26, 2012 Please refer to accompanying Safe Harbor Statement and non-gaap reconciliations

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3 Opening New Doors Supply Chain at Dollar General Manage Inventory Productivity Leverage Distribution Infrastructure Control Transportation Costs Exploit Rolltainer Opportunity Build Capacity for Future Growth Invest in Supply Chain Solution

4 Supply Chain at Dollar General 11,800,000 Total DC Sq Footage

5 Supply Chain at Dollar General 123,000,000 Outbound Miles Driven Yearly 76,000,000 Inbound Miles Driven Yearly 199,000,000 Total Miles Driven Annually

6 Supply Chain at Dollar General 562,000,000 Cartons Shipped in 2011

7 Supply Chain at Dollar General 4,100,000,000 Item Forecasts in 2011

8 Supply Chain at Dollar General Leverage People, Processes and Technology Competitive Advantage by Extracting Cost from the System that the Customer Doesn t See Organization driven by analytics Capable of meeting the challenges of merchandising programs and continued growth Right Product Right Time Right Quantity Right Cost

9 Manage Inventory Productivity Inventory Productivity at 5.3 Turns Leads the Channel Significant new store program 63% item expansion from 78 profile Inventory Turns Modifying Case Packs and Sizes Through Vendor Collaboration Smaller case quantities to reduce store inventory Shift case to inner pack, inner pack to each pick Q Core SKU Expansion 7,648 8,168 7,985 6,910 5, Q1 2012

10 Manage Inventory Productivity Aggressively Manage SKUs to Ensure Highest-Turn Items Have Highest In-Stock Service Level by Group Top 100 Items Top 200 Items Top 500 Items Top 1,000 Items > 1,001 Items Overall DC Store

11 Leverage Distribution Infrastructure 11 Distribution Centers, Each Servicing Approximately 1,000 Stores Capacity for Shipping 750 Million Cases Annually 9 DCs are mechanized; 2 conventional facilities Warehouse management system to control operations Computerized routing and scheduling Selection accuracy of 99.9% 6,000 Hourly and Management Employees Focused on Simplifying Receiving and Stocking of Stores Through Processes and Technology

12 Leverage Distribution Infrastructure Replaced Pick-To-Light System with Voice System for Greater Flexibility with New Items Implemented Engineered Labor Standards to Drive Productivity 65% of the Warehouse Jobs or 53% of Total Labor Hours Currently on Standards Proprietary, Robust Load Planning System

13 Leverage Distribution Infrastructure Store-Centric Distribution Process Selecting and Shipping Products in a Store Friendly Manner to Minimize Store Labor Cases sorted by store aisle Repack items are shipped in totes by plan-o-gram Color-coded case labels with data to reduce store effort Ad indicator with specific stocking location SKU number and UPC barcode and code Improve driver accuracy

14 Leverage Distribution Infrastructure Sortation Barcode

15 Leverage Distribution Infrastructure Order Type

16 Leverage Distribution Infrastructure Sort Code

17 Leverage Distribution Infrastructure Readable Description

18 Leverage Distribution Infrastructure Store UPC Barcode

19 Leverage Distribution Infrastructure Order Type

20 Leverage Distribution Infrastructure DC Productivity Cartons per Hour DC Cost as a % to Sales F F Note: Indexed to 2008

21 Control Transportation Costs Outbound Transportation Utilizes Dedicated, Contract Carriers Eliminates capital investment in power units, eliminates insurance costs and regulatory issues Provides the ability for additional capacity from the carriers for-hire during peak Typically Two Carriers Support Each DC Competitively bid agreements with KPIs Compensation based on a rate per mile plus stop charges Primary carrier is typically a major national carrier and assumes responsibility for surge needs Secondary carrier is normally a regional carrier Provides flexibility for peak volume Average 2.5 Stores per Trailer and 508 Miles Roundtrip

22 Control Transportation Costs Stem Miles are Reduced as New DC Capacity is Added to the Network Stem Miles 100 Transportation as a % to Sales without Fuel F F Note: Indexed to 2008 Avg. Fuel Rate/Ga. $3.71 $2.51 $3.03 $3.87 $3.95

23 Exploit Rolltainer Opportunity Competitive Advantage Throughout the Supply Chain Distribution Transportation Retail Allows for Flexibility in Operations Replaces Floor Stacking in Trailer for Loading and Unloading Efficiency

24 Exploit Rolltainer Opportunity Challenging Process to Implement Involves Big Picture View Requires Absolute Commitment from the Entire Organization Significant operational changes in DCs Trailers retrofitted with lift-gates Drivers become responsible for unloading Delivery day is simplified for the stores

25 Exploit Rolltainer Opportunity

26 Exploit Rolltainer Opportunity Distribution Centers Transportation Retail Gain Flexibility Eliminates Dependence on Mechanization Store-Friendly Sorting Creates Efficient Handling of Nonconveyable Items and Special Packs Productivity Increases Creates an Overall Benefit Shorter Delivery Times Improved Driver Retention Calculates Rolltainer Cases And Toppers Based on Unique Store Order Routes Trailers to Pool Points Efficiencies with Every Delivery Reduces Unloading Labor Reduces Stocking Labor Reduces Store Personnel Turnover Reduces Worker Compensation Claims

27 Build Capacity for Future Growth Perform a 5-Year and 10-Year Network Analysis Annually Utilize real estate strategy as the foundation 5-year strategy is defined 6 to 10-year strategy is directional Goal: Sufficient Capacity to Meet Forecasted Growth Every Case Has a Home Goal is to Strategically Place the Capacity in the Optimal Location for Store Service and Cost Reducing distance from the DC to a store will shorten the order cycle time Cycle time in hours Order Cycle Time in hours 2008 Today Future

28 Build Capacity for Future Growth Future DCs Will be a Mix of Conventional and Mechanized Mechanized is most effective when cases are floor-loaded but the effectiveness is minimized with rolltainers Benefits Ability to increase item counts without pick module constraints Flexibility to ship items with unique or special packaging Capability to meet volume fluctuations Faster loading time Lower construction and system integration cost Free from mechanical breakdowns that affect store service

29 Invest in Supply Chain Solution Situation Legacy System with Limitations for Growth Demand Forecasting Tool is not Fully Integrated to Drive Store and DC Ordering Difficult Retrieval of Information Lack of Automation in Purchase Order and Allocation Process No True Master Data Structure Exists Today, Manual Item Setup and Maintenance Expectation Scalable to Support Growth 80M forecasts at one time weekly Scales to 16,000 stores Fully Integrated Demand Forecasting from Vendor to Shelf Improved Technology Platform with Enhanced Integration Automated P.O. Capabilities Master Data Management Structure

30 Invest in Supply Chain Solution More than a Technology Project Provide the Organization with the Tools to Support Planned Growth and Financial Goals Robust forecasting engine Eliminates store banding for allocations Capable of systemically managing store-unique plan-o-grams and attributes Improve Operational Execution Right Product Right Time Right Quantity Right Cost

31 Opportunities for Sustainable Growth Manage Inventory Productivity Expand Engineered Labor Standards in DCs Reduce Transportation Stem Miles Exploit Rolltainer Opportunity Provide DC Capacity for Growth Long-Term Goals Ensure Infrastructure to Support Growth Increase Sales Expand Gross Margin Improve Cash Management and ROIC Implement Supply Chain Systems Capable of Meeting Growth

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