Ejemplo Plan de Negocios

This document is solely for the use of NetLogistik.
No part of it may be circulated, quoted, or

reproduced for distribution without prior written approval from NetLogistiK.
Este plan de negocios fue donado por NetLogistik a Endeavor Mxico
CONFIDENTIAL
Business Plan- Draft
May 28, 2000
This report is confidential. No part of it may be circulated, quoted, or

reproduced for distribution without prior written approval from Emerald
Internet Ventures.
Confidential - Emerald Internet Ventures
CONTENT
Executive Summary
1. Industry overview
Business concept
NETLogistiK product offering
Competitive landscape
Financials
Implementation
Appendix
EXECUTIVE SUMMARY
What is the Business Concept?

NETLogistiK is an electronic logistics marketplace
NETLogistiK will develop an Internet based B2B logistics marketplace in Latin America with the objective of allowing shippers t o
manage and contract their freight transportation needs more efficiently. NETLogistiK will focus on the medium/large cargo
market. The line of service will range from single to multiple truckload shipments.
What is the opportunity?

The market is attractive large, fragmented and inefficient
The Latin American for-hire transportation market is calculated at $50-60 billion
NETLogistiK will originally focus on trucking, which represents around 80% of the market
Preliminary estimates show that NETLogistiK could generate revenues in the range of $250 million by 2003/4
The industry is highly fragmented. Top 10 players have less than 2% market share
Shippers have to rely on several carriers to fulfill their shipping needs. The average medium/large-size company in Latin
America interacts with over 15 carriers
Currently there is no efficient way to contract and compare shipping services
The marketplace solution is attractive to both shippers and carriers
Shippers will benefit in terms of transportation cost and service by extending the choice of carriers and reducing purchasing
costs
Carriers will benefit from expanding their customer reach and the opportunity to optimize back haul loads (return trip)
The development of e-commerce will fuel the size of the market further
The surge of electronic commerce will add to the number of shipments by promoting trade across geographies
Additionally, the frequency of shipments will increase as a result of more coordination and communication across companies.
EXECUTIVE SUMMARY (Cont.)
How will NETLogistiK business model work?

Main revenue will come as a percentage of transactions
NETLogistiK will derive most of its revenues from transaction commissions (e.g., 2.5
-3.5%1) and cargo insurance referral.
Additionally, it will generate reven
ues from other products/services such as customs advisory, warehousing
and cargo
management, and clearing services
Once NETLogistiK captures a critical mass of trucks in the system,
it will offer a vertical market of spare-parts for trucks (e.g. tire s
and purchasing aggregation servicesfor gas and lubricants
High-margin business
This web-enabled intermediary model willbenefit from lowcapital intensity andhigh operational leverage. Resulting in high
operating margins (50%) similar to those of other virtual marketplaces (e.g. Ebay, CommerceOne, etc)
Success will be based on early alliances and partnerships with key players
To begin operations NETLogistiK will develop alliances and partnerships with key forwarders, carriers
and shippers using stock
options
Shipper acquisition will be through joint marketing agreements with B2B verticals and through targeted sales efforts focused o
leading brick and mortar companies.
Operations will focus on main Latin American markets
Operations would first start in Mexico, Argentina and Brazil, to then expand to other attractive markets
We expect to achieve economies of scale by sharing the technology across several markets
Is this a proven model?

Similar models are working in the U.S- Latin America is still up for grabs!
Similar business models are already working in the U.S (e.g.,
CarrierPoint, Celarix, NTE,). Investors seem to have great
confidence in this business model. US players have received
over $50 million in funding. Successful IPOs may follow.
The European market has seen some sites coming to market. However, it is behind the U.S. and still in a very early stage.
Latin America is largely untapped. There is no competitor that has entered this region capable of rationalizing the transportatio
market yet.
1 in line with industry standards(e.g.,cargowerks charges 2.5%, carrierpoint charges4.0%, and an average forwarder marginsis 12%)
EXECUTIVE SUMMARY (Cont.)
Strengths of the management team
Diverse top notch management expertise (consulting, operations,-commerce)

e
Combination of local business management with US
-work experience
Contacts with local players and governmental authorities
Network of professionals/MBAs throughout Latin America
Access to US business networks (e.g., McKinsey, Morgan Stanley, CSFB, etc)
What have we done so far?

Strategic alliance with CarrierPoint
Established alliance with leadingUS transportation marketplace. CarrierPoint will license its software solution and share its industry
know-how. Both companies will work together to solve inefficiencies of shipments between Mexico and the US (largest trading bo
in the world). This event was reported in newswires and in the cover page of Wall Street Journal Americas.
Partnerships with carriers
Established partnerships/ initial participation agreement with key carriers in Mexico and Argentina.
Partnerships with shippers
Established initial participation agreement with shippers in Mexico and Argentina
Launched main offices
Established presence in Mexico, Buenos Aires and Sao Paulo.
People
Structured initial phase teams for Mexico and Argentina. In the process of recruiting more
logistics/ transportation industry experts. In
conversation with key people in Brazil.
Advisory Board.
In the process of structuring an advisory board with industry experts and influential business people
e.g.( CEOs of leading
companies, Industry experts, etc.)
CONTENT
Executive Summary
Business concept
Financials
Appendix
ESTIMATE
WORLWIDE COMMERCIAL FREIGHT TRANSPORTATION REVENUES- BY SEGMENT

$ Billions
Worldwide Transportation Revenues

Pipeline
Trucking revenue breakdown

Percentage
Air
100%
4% 4%
Rail
6%
Ship
Within this mode large size

shipments (LTL and TL) account
for 87% of the revenue
9%
73%
Trucking
Movement of cargo within

countries is dominated by trucking
(77%)
NETLogistiK will initially focus on

these two segments
77%
14%
13%
100%= $900 bn
Parcel/
Small
packages
Less Than
truckload
(LTL)
Full
Truckload
(TL)
Total
Source:S&P, Journal of Commerce, McKinsey & Company, SCT, GEIPOT, US Department of Commerce
ESTIMATE
WORLWIDE COMMERCIAL FREIGHT TRANSPORTATION REVENUES- BY REGION

$ Billions
Latin America
US
55
Asia
240
350
The U.S. and European markets account for

most of the transportation industry. However,
the size of the market is so big that even Latin
Americas 6% share represents a very
attractive market ($55 billion)
255
Europe
100%= $900 bn*
*Standard & Poors. Does not include shipping across regions
Source:S&P, Journal of Commerce, McKinsey & Company, SCT, GEIPOT, US Department of Commerce Source:
WHAT IS THE OPPORTUNITY IN LATIN AMERICA?

Industry revenues
$ Billions
Its a large market,

Latin America spends 3-4% of its GDP in cargo transportation*
This $55 billion market represents a very attractive opportunity, even
relative to many other industries in the US
100
70
the industry is highly fragmented,...

Top 10 players have less than 2 % of market share
Shippers have to rely on several carriers to fulfill their shipping needs
55
26
12
U.S.
prescription
drugs
U.S.
Alcoholic
Beverages
Latin American
Transportation
market*
U.S. books
U.S. electronics
and the purchasing process is very inefficient.

No price transparency
Average medium/large-size company in Latin America interacts with
over 15 carriers by channels such as phone and fax
There is no efficient way to contract and compare shipping services
* Includes commercial transportation in all modes; does not include inter-regional transportation
Source: Standard & Poors; Med Ad News; Goldman Sachs; IMT; SCT; IBGE; GEIPOT
ESTIMATE
LATIN AMERICAN COMMERCIAL FREIGHT TRANSPORTATION REVENUES

$ Billions; 1999
50-60
The largest Latin American

transportation markets are Brazil,
Mexico, and Argentina
8-10
10-11
Freight transportation represents a

centerpiece of these countries
economic output (3-4% of GDP)
14-19
18-20
Brazil
Mexico
Argentina
Others*
Total
Additional transparency and

reduction of inefficiencies may have a
dramatic impact on these countries
productivity
Therefore, support from local
governments is expected
* Venezuela, Chile, Colombia

Source: Goldman Sachs, IMT,SCI, GEIPOT, Subsecretaria de Programacion Economica (Argentina)
NUMBER OFCOMMERCIAL TRUCKS* FOR THE MAIN LATIN AMERICAN MARKETS

ESTIMATE
Number of trucks
700,000
The market is highly

fragmented. Top10 carriers
own less than 2%of the trucks
350,000
300,000
200,000
This environment provides an

ideal opportunity for a solution
like NETlogistik, which
improves information and
provides liquidity to the system
The number of trucks in the
system was used to build a
bottom-up revenue model (see
financials)
% of the
trucks owned
by top 10
carriers
Brazil
Mexico
Argentina
Other
< 2.0%
1.5%
1.6%
TBD
Over time NETLogistiK

expects to have at least 5% of
the trucks registered and
operating in its electronic
marketplace
Source: Instituto Mexicano de Transporte, Comision Nacional del transporte terrestre (Argentina), GEIPOT(Brazil), Interviews
10
CONTENT
Executive Summary
Business concept
Financials
Appendix
11
BUSINESS CONCEPT
Carriers/
Transportation
Companies
Shippers/
Senders
B2B Logistics Marketplace

NETLogistiK will develop a Latin Americas Internet B2B
marketplace that will allow shippers to compare shipping
options and contract transportation services online
Manufacturing
companies
Medium/Large Cargo Market

The line of service will range from single to multiple
truckload shipments
Warehouses
NETLogistiK
Freight intermediaries and
consolidators*
B2B Verticals
Services/Products
Spot contracts marketplace
Excess capacity auctions
Multiple/ complex shipment negotiation tools
Cargo insurance
Customs and tax advisory
Warehousing and cargo management
Infrastructure hosting
Clearing and payment options
Others (vertical market of spare parts)
Latin American
B2B Logistics
Marketplace
* Forwarders, Third Party Logistics (3PL), Others
12
INTERNET WILL CHANGE THE BUSINESS DYNAMICS
Today
Future
Forwarders
Warehouses
Forwarders
Warehouses
Shippers
B2B Verticals
Carriers
From...
Many layers of intermediaries
Manual/ time-consuming purchasing process
Lack of price transparency
Sub-optimal truck utilization (e.g., trucks return
empty from destination)
Shippers
B2B Verticals
Carriers
To...
One-stop-shop option
Simpler /automated purchasing process
Liquidity reduces prices and costs
Wide access to network of shippers/carriers
13
BENEFITS FOR SHIPPERS AND CARRIERS WILL DRIVE MODEL ADOPTION
Benefits
Forces against adoption
For Shippers
From shippers
Access to a larger base of carriers

Lower prices and more transparency
Simplified purchasing process
Access to standardized transaction information
Access state-of-the-art technology
Fear of changing current practices

Fear of doing transactions over the internet
Lack of internet access
For Carriers
Improve truck capacity utilization (return trips)
Access to a larger customer base
Low-cost sales channel
Simplified selling process
Access to state-of-the-art technology
Although it might
take some time,
benefits will clearly
outweigh the forces
against adoption
From Carriers
Fear of losing control
Fear of competition
Lack of trust in the system
14
THIS BUSINESS MODEL IS ALREADY WORKING IN THE U.S. AND EUROPE
Players
Concept
Key partnerships
Funds raised
CarrierPoint*
Dynamic marketplace for trucking

services . It has a rating system
that enables shippers and
carriers to evaluate potential
partners
IXL, UPS,
Tiredex,com
ChemConnect.com,
etc
$20+ million in
second round
NTE
Real time exchange that focus on

using transportation capacity
efficiently. NTE acts as a broker ,
setting minimum prices
Ariba, HP,
Resource Link,
SAP, Manugistics
$50 million
in fourth round
Celarix
Web-based logistics solutions for

shippers. It includes a real time
neutral exchange
Retail.com, L.L.
Bean, RossetaNet
$59 million
(GF-X)
Global Freight Exchange is an

Internet-based market to buy and
sell air cargo capacity
American Airlines,
British Airways,
DHL, Circle
International,
Panalpina
$45 million
in first round
This is a proven business in

the US and Europe
Investors already bought-into
the concept, investing over
$50MM in some of these
companies
* Although it started in mid 1999, CarrierPoint seems to be the company that is developing at the fastest pace
Source: Webpages, press clippings, interviews
IPOs may follow, providing

more publicity for the model
15
CONTENT
Executive Summary
Business concept
Financials
Appendix
16
NETLOGISTIK FUNCTIONALITY
Shipper
Post
requirements
Select
audience
Receive list of
quotes and select
best option
Carrier
Origin/Destination
Cargo specifications
Dates
Others
________
________
________
________
Settle
on-line
Track
shipment
________
________
________
________
FORMS
FORMS
Electronic scheduling
Intelligent search capabilities
Neutral one-stop-shop
Capacity, availability and pricing
Data, information and news
Define price discrimination

structure
Receive notification of
shipper's request for
service
Negotiate and close
transaction on-line
NETLogistiK
Upload rates
and availability
Preferred carriers
Highly rated carriers
Negotiate and close

transaction on-line
Complete
paperwork on-line
Rates
Routes
Services
Complete
paperwork on-line
Upload tracking status of

shipments
Settle
on-line
17
PRODUCT OFFERING
Description
1. Spot contracts
marketplace
2. Excess capacity
auctions
3. Intra-carrier exchange
4. Multiple or complex
shipments negotiation
tools
5. Cargo Insurance
6. Customs & tax

advisory services
7. Warehousing and
cargo management
Revenue Source
One time contract for specific transportation needs. Shippers post their requirements and NETLogistiK
will electronically channel the RFQ to selected carriers and/or match their requests with carrier
s rates,
schedules and availability information. Giving
2.5-3.5% of transaction value
Allow carriers to auction their excess capacity in order to optimize truck utilization (return trips)
Real-time marketplace for spot contracts between a pre-selected network of carriers. The users will be
able to optimize their fleets and leverage their sales force
Longer term and/or special contracts that require price and conditions negotiation tools. Specially
targeted to large shippers (e.g. Coca Cola, Xerox, etc)
Offer the possibility of buying cargo insurance online. This product can contribute substantially to
revenues as insurance premiums are usually 1% of the cargo value and standard commissions for
15% of Insurance premium
insurance brokers are 10-15%

Offered through a referral network of experts that will have alliances with NETLogistiK. The company
TBD
will charge a flat fee for each referral to its partners
Offered through a network that will operate similarly to the one for Customs and tax services.
15% of referral value
18
CONTENT
Executive Summary
Business concept
Financials
Appendix
19
COMPETITIVE LANDSCAPE INTERNET PLAYERS

U.S.
Europe
Latin America
Multimodal
NETLogistiK
Truck
The U.S. market is becoming highly

competitive; there is no dominant player
yet
Europe is emerging
Latin America is still largely untapped
Air/Ocean
20
COMPETITIVE LANDSCAPE
USA
Manugistics
FreightGate
Multimodal
From 2
EUROPE
Celarix
Trade Matrix
FreightGate
LATIN AMERICA
LSXS
NETLogistiK***
Truck
Ocean or
rA
i
FreeCargo
Truckstop
Transplace
OpenShip
BidFreight
Freightonline
CargoNet
PriceContainer
Oceanwide
CargoWerks **
Ctransport
GoCargo
eraterequest
GF-X**
CarrierPoint
NTE
EuroTrans
FreeCargo
BidFreight
NETLogistiK
Low
High
Level of Development (*)
Although the competitive landscape is very

populated, there are not many players that
provide full service and end-to-end transaction
solution
We believe that the industry leaders at this point
are: Celarix, CarrierPoint, NTE andGo Cargo, in
their respective segments
Low
High
Low
High
The European market has seen some sites

coming to the market
Despite its attractiveness, the Latin American

market is not competitive yet
However, it is behind the U.S. and still in a very

early development stage
The opportunity is open to the first player that can

offer a robust solution
No player has taken a dominant position in the

market yet
* Low level of Development: Info Aggregators, Searchable bulletin boards. Limited amount of value added services.
High Level of Development: Dynamic, deep exchange .Value added services. High transaction capabilities
** Air
*** Future Development
Source: WebPages, NETLogistiK team analysis
21

Low
Medium
High
COMPETITIVE LANDSCAPE SUMMARY TABLE*

Current
Range of
Transaction
Service
Player
Comment
Focus
services
capability
focus
Celarix.com
A more robust service; includes more than one mode; plus other logistic management software tools
U
S
Multimodal
Tradematrix.com
Part of a family of other web-enabled B2B services; sourcing, procurement, etc.
U
S
Multimodal
Manugistics.com
Not an exchange; provides logistics and supply chain mgmt. applications
U
S
Multimodal
from 2
Shipping solutions for online purchasing. Proprietary tax and customs calculators
U
S
Multimodal
lsxs.com
Basically a searchable database, with customizable pages and automatic messaging
EUR
Multimodal
Freightgate.com
Tracking, news, and some useful tools
E
U
U
R
S
/
Multimodal
CarrierPoint.com
A robust dynamic matching and pricing marketplace; has payment processing and on-line insurance
U
S
Truck
NTE
Focused on carriers; freight posted has a minimum price; robust tracking and payment processing services
U
S
Truck
OpenShip.com
A pure auction service for truck space; offers some tracking capabilities
U
S
Truck
BidFreight.com
A pure auction service for truck space; offers some tracking capabilities
E
U
U
R
S
/
Truck
FreeCargo.com
Searchable database for available equipment and loads
E
U
U
R
S
/
Truck
Truckstop.com
A load and truck availability posting service
U
S
Truck
Eurotrans.com
Searchable database by routes; for truckers; not many other services
EUR
Truck
NetEnvios.com
A website that focus on providing services for small package/parcel shipments in Latin America. Not Cargo
LAT
Truck
Transplace.com
A web-based supermarket for the transportation industry created by incumbents
U
S
Truck
GoCargo.com
A pure auction service for container shipping space
U
S
Ocean
Eraterequest.com
Carriers bid on shippers postings; limited to ocean shipping
U
S
Ocean
Freight-on-line.com
On-line quotation system
EUR
Ocean
Cargonet.com
Marine towing industry; a database to advertise shipping needs and space/equipment availability
U
S
Ocean
Pricecontainer.com
Acts as intermediary; only ocean containers
U
S
Ocean
Oceanwide.com
Offers information services; quotes, schedules; facilitates document exchange
U
S
Ocean
etransport.com
Exchange and tools for negotiating contracts and checking rates; software solutions for industrial transportation industry
U
S
Ocean
Cargowerks.com
RFQ service; arrangement all made outside the exchange
U
S
Air
Global Freight Exchange
Focused on transactional issues; for air carriers and forwarders
E
U
U
R
S
/
Air
* Note: This page contains information that may become outdated shortly due to the speed at which these companies are evolving.
Source: WebPages, NETLogistiK team analysis
22
CONTENT
Executive Summary
Business concept
Financials
Appendix
23
KEY STATISTICS
Latin America
MEXICO
VENEZUELA
GDP*:
$475bn
GDP Per capita $4826
Transport. Rev: $14-19bn
GDP*:
$104bn
Transport. Rev: TBD
COLOMBIA
GDP*:
$92bn
Transport. Rev: TBD
BRAZIL
GDP*:
$509bn**
Transport. Rev:
$18-20bn
CHILE
ARGENTINA
GDP*:
$69bn
Transport. Rev: TBD
GDP*:
$287bn
Transport, Rev. $10-11 bn
* 1999 US$ Nominal GDP

** Brazil 1999 GDP value in US$ is smaller than the 1997 figures due to the recent currency devaluation
Source: Goldman Sachs, Team Analysis
24
PRELIMINARY ESTIMATES SHOW THAT NETLOGISTIK HAS A HIGH REVENUE POTENTIAL
Revenue Potential
$ Millions
400
PRELIMINARY
Preliminary estimates show that NETLogistiK could generate between

$150-$400 million in revenue after 3 years of operations (see details in
following pages)
These revenue numbers do not include other potential revenue sources
(option value) that could become available once NETLogistiK captures a
significant number of players on its network (Net effect).
250
These additional revenue sources could come from:
150
_Vertical market for truck-related products

_Partnerships with automotive/truck producers to provide fleet
renovation plans
Low-end
Scenario
Base Case
Penetration
3%
Penetration
5%
Upper-end
Scenario
_Purchasing aggregation services for small carriers to buy

products such as combustible and lubricants
_Extension of services to a multimodal solution (rail, ocean, air)
Penetration
8%
Source: NETLogistik Team Analysis
25
POTENTIAL REVENUE TREE- ALL COUNTRIES

$ Millions
Amount charged per trip by the carrier ($)
Value of transactions
per truck.year ($) *
325
65,000
# Trips per year***
Processed ($Millions)
Revenue from
commissions ($Millions)
This bottom-up model

illustrates the revenue
potential after 3-4
years of operations.
(for detail on how
revenues drivers are
expected to evolve
over time see
financial statements
pages)
200
5,200
# trucks in the market
156
Commissions %
# of trucks captured by
NETLogistiK's system
3%
TRANSPORTATIONINDUSTRYDATA
1,600,000
Country
Brazil
80,000
Mexico
Argentina
Penetration
5%
Other
Total
# trucks by market
700,000
350,000
300,000
250,000
1,600,000
80,000
No. of Transactions per year
# of transactions insured
on-line
Total Revenue ($ Millions)

253
Revenue from
2,400,000
insurance referral ($Millions)
16,000,000
# of Trips per year
200
% insured online
34
15%
Referral fee $ per transaction**
14
TOTAL REVENUE SENSITIVITY MATRIX
$ Millions
# of trucks captured by NETLogistiK's system
253
Other Revenues
($Millions)
63
25%
of Total Revenue
3.0%
48,000
4.0%
64,000
5.0%
80,000
6.0%
96,000
8.0% <-- Penetration

128,000
Warehousing services
Value of
Transactions
45,000
55,000
113
132
151
177
189
221
227
265
302
353
Custom Services
per truck ($)*
65,000
75,000
152
171
202
228
253
285
303
342
404
456
85,000
190
253
317
380
507
Infrastructure services, others
* Revenue generated by the carrier per truck. Consistent with range obtained during interviews with carriers ($65,000-100,000)
** Assuming that referral fee is 10% of the insurance premium. Insurance premium ($140) = Value of cargo ($14,000)*Insurance rate (1%)
*** We assumed that after 3-4 years NETLogistiK is able to capture 200 of the 250 trips that a truck makes per year
Source: Economy Ministry, Interviews, NETLogistiK Team Analysis.
26
PRELIMINARY REVENUE FORECAST- BY REGION

$ Millions; No. of Trucks
ESTIMATE
REVENUE-ARGENTINA
TRUCKSCAPTUREDARGENTINA
00051
4
7
.
00501
2
3
3
.
0
0
0
6
00
.
0
0
0
2
22
.
1
0
0
2
0
1
0
.
0
0
0
3
0
3
2
0
0
2
3
0
0
2
4
0
0
2
0
0
0
2
1
0
0
2
2
0
0
2
3
0
0
2
4
0
0
2
TRUCKSCAPTURED-BRAZIL
REVENUE-BRAZIL
00053
61
.
0
00542
4
7
7
.
00041
Total Revenues
4
2
3
.
82
.
5
01
.
01
.
3
7
0
0
0
2
01
.
1
0
0
2
0
7
2
0
0
2
3
0
0
2
4
0
0
2
REVENUE-MEXIC0
4
9
.
0
0
0
2
0
0
0
7
52
.
0
0
0
2
1
0
0
2
2
0
0
2
3
0
0
2
4
0
0
2
TRUCKSCAPTURED-MEXC
IO
2
1
0
.
1
0
0
2
2
0
0
2
3
0
0
2
00571
3
5
5
.
4
0
0
2
05221
7
3
8
.
0
0
0
7
7
1
1
.
00
.
0
0
0
2
0
0
5
3
26
.
1
0
0
2
0
5
3
2
0
0
2
3
0
0
2
4
0
0
2
REVENUE-OTHER
0
0
0
2
1
0
0
2
2
0
0
2
3
0
0
2
4
0
0
2
TRUCKSCAPTURED-OTHER
00521
5
3
9
.
0
0
5
7
7
2
3
.
00
.
0
0
0
2
02
.
1
0
0
2
42
.
2
0
0
2
0
3
0
0
2
4
0
0
2
0
0
0
2
0
5
2
1
0
0
2
0
0
5
2
2
0
0
2
3
0
0
2
4
0
0
2
27
FINANCIAL STATEMENTS
Units; Percentages
OPERATING RATIOS & FORECAST ASSUMPTIONS
2000
2001
2002
2003
2004
Transaction Revenue Assumptions

No of trucks in the market ( assumed fix for simplicity at this point of the analysis)
Argentina
300,000
300,000
300,000
300,000
300,000
Brazil
700,000
700,000
700,000
700,000
700,000
Mexico
350,000
350,000
350,000
350,000
350,000
Others
250,000
250,000
250,000
250,000
250,000
1,600,000
1,600,000
1,600,000
1,600,000
1,600,000
Total
Penetration
Argentina
0.1%
1.0%
2.0%
3.5%
5.0%
Brazil
0.1%
1.0%
2.0%
3.5%
5.0%
Mexico
0.1%
1.0%
2.0%
3.5%
5.0%
0.1%
1.0%
3.0%
5.0%
Others
No of trucks captured by NETlogistiK's system
Argentina
300
3,000
6,000
10,500
15,000
Brazil
700
7,000
14,000
24,500
35,000
Mexico
Others
350
-
3,500
250
7,000
2,500
12,250
7,500
17,500
12,500
1,350
13,750
29,500
54,750
80,000
Total
No of transactions per year per truck
Average value of a transaction ($)
10
325
60
325
120
325
200
325
200
325
Commission % charged by NETlogistiK
3%
3%
3%
3%
3%
5%
14
10%
14
15%
14
15%
14
15%
14
5%
10%
15%
25%
25%
n.a.
-150.0%
90.0%
60.0%
50.0%
This page shows a conservative

scenario where the maximum
penetration is 5%, and the number of
transactions per truck per year, do not
reach their maximum until year 2003
For illustrative purposes we assumed
that over time (after major customer
acquisition expenses flattens)
operating margins increase until they
reach a 50% level. Similar to that
forecasted by analyst for other virtual
marketplaces (Ebay, CommerceOne,
etc)
Insurance Revenue Assumptions

%transactions processed that are insured online
Insurance referral fee ($)
Other Revenue Assumptions
Other revenues (*) as % of total revenues
Other Operating Assumptions
Operating Costs (w/o depreciation)
% Rev.
Depreciation
Years
Other Assumptions
FCF perpetuity growth
6%
28
NETLOGISTIK EXPECTS TO HAVE HIGH LONG-TERM OPERATING MARGINS SIMILAR TO THOSE

OF OTHER VIRTUAL MARKETPLACES
Percent
45%-50%
40%-50%
35%-45%
NETLogistiK web-enabled
intermediary model will benefit
from low capital intensity and
high operational leverage.
Resulting in high operating
margins similar to that of other
virtual marketplaces,
Ebay*
CommerceOne**
I2 Technologies
*Projected operating margins for stable stage (where customer acquisition cost flattens)
** Based on analyst reports (Morgan Stanley Dean Witter,BancBoston)
*** Operating margins excluding software margins
Source: Analyst reports
29
FINANCIAL STATEMENTS (CONT)

$ Thousands
FINANCIAL STATEMENT FORECAST
2000
2001
2002
2003
2004
TV
Revenue from transactions commissions($ 000's)
This page illustrates a scenario where

the $250 million potential is captured
by 2004
Argentina
Brazil
29
68
1,755
4,095
7,020
16,380
20,475
47,775
29,250
68,250
Mexico
Others
34
0
2,048
146
8,190
2,925
23,888
14,625
34,125
24,375
132
8,044
34,515
106,763
156,000
Argentina
Brazil
2
5
252
588
1,512
3,528
4,410
10,290
6,300
14,700
Mexico
Others
2
0
294
21
1,764
630
5,145
3,150
7,350
5,250
1,155
7,434
22,995
33,600
These revenue numbers do not

include other potential revenue
sources (option value) that could
become available once NETLogistiK
captures a significant number of
players on its network (Net effect).
Argentina
Brazil
2
4
223
520
1,506
3,513
8,295
19,355
11,850
27,650
These additional revenue sources

could come from:
Mexico
Others
2
0
260
19
1,757
627
9,678
5,925
13,825
9,875
1,022
7,403
43,253
63,200
Argentina
Brazil
33
77
2,230
5,203
10,038
23,421
33,180
77,420
47,400
110,600
Mexico
Others
39
0
2,602
186
11,711
4,182
38,710
23,700
55,300
39,500
Total
Revenue from insurance referal
Total
Other Revenues
Total
Total Revenues
Total Revenues
Operating Costs (w/o depreciation)
Depreciation
Operating profit
149
(1,800)
10,221
49,352
173,010
252,800
(15,331)
(44,417)
(103,806)
(126,400)
(100)
(700)
(1,652)
(5,210)
4,235
(1,652)
(5,210)
(1,652)
(5,210)
2,753
-1112.1%
-51.0%
(1,500)
_ Vertical market for truck-related

products
_ Partnerships with automotive/truck
producers to provide fleet renovation
plans
_ Purchasing aggregation services for
small carriers to buy products such
as combustible and lubricants
(2,500)
67,704
123,900
4,235
67,704
123,900
(1,482)
(23,696)
(43,365)
44,008
80,535
_ Extension of services to a
multimodal solution (rail, ocean, air)
Interest expense
Other income/expense
Income Before Taxes
Taxes
Net Income
% of Sales
Add back: Depreciation
Capital Expenditures
5.6%
25.4%
31.9%
100
700
1,500
2,500
-500
-3,000
-4,000
-5,000
-5,000
-36
444
1,565
4,946
3,192
Add back: Interests * (1-tax)

Change in WC
Terminal value
Free Cash Flow
717,502
(2,187)
(7,666)
1,018
45,454
81,227
717,502
30
CONTENT
Executive Summary
Business concept
Business development
Financials
Appendix
31
TARGET MARKET- MEXICO
The Mexican commercial transportation industry amounted to US$13-14 billion in 19981.

Truck transport dominates the movement of goods. Of all modes of transport, trucks captured over 80% of the
value generated by the sector.
The market was deregulated in the early 90s and remains highly fragmented. The capacity of the Mexican market
is composed of 330,000 trucks. Of these, around 40,000 are owner-operated trucks and 290,000 are distributed
among the close to 6,000 registered firms2.
The top 50 carrier firms in Mexico amass a capacity of over 12,000 trucks, representing only 3.7% of the total.
These are firms with at least 120 units each and an average of 250 units for the group.
Because of this fragmentation, most medium to large firms deal with many carriers; 15-30 for the largest firms3.
Purchasing of local logistic and transportation is very inefficient, as shippers have to contact carriers individually,
usually by phone. Large logistics intermediaries (e.g. CH Robinson, Danzas) have limited penetration and have
focused on international movement of goods and not local distribution.
NetLogistiK estimates that in the Mexican market alone it can attain a capacity of close to 17,500 trucks
participating in the exchange. This implies getting 10-15 of the top 50 carrier firms to participate and 300 medium
sized firms out of the universe of 6,000 that exist today.
1/ Source: Instituto Mexicano del Transporte

2/ Source: Transportation Technical Services, SCT
3/ Source: McKinsey & Co.
32
POTENTIAL REVENUE TREE - MEXICO

$ Millions
Amount charged per trip by the carrier ($)
per truck.year ($) *
325
65,000
# Trips per year***
Processed ($Millions)
Revenue from
commissions ($Millions)
This bottom-up model

illustrates the revenue
potential after 3-4
years of operations.
(for detail on how
revenues drivers are
expected to evolve
over time see
financial statements
pages)
200
1,138
# trucks in the market
34
Commissions %
3%
350,000
17,500
Penetration
5%
17,500
No. of Transactions per year
# of transactions insured
on-line
Total Revenue ($ Millions)

55
Revenue from
insurance referral ($Millions)
3,500,000
# of Trips per year
525,000
200
% insured online
15%
Referral fee $ per transaction**
14
TOTAL REVENUE SENSITIVITY MATRIX
$ Millions
# of trucks captured by NETLogistiK's system
55
Other Revenues
($Millions)
14
25%
of Total Revenue
3.0%
10,500
4.0%
14,000
5.0%
17,500
6.0%
21,000
8.0% <-- Penetration

28,000
Warehousing services
Value of
Transactions
45,000
55,000
25
29
33
39
41
48
50
58
66
77
Custom Services
per truck ($)*
65,000
75,000
33
37
44
50
55
62
66
75
88
100
85,000
42
55
69
83
111
Infrastructure services, others
* Revenue generated by the carrier per truck. Consistent with range obtained during interviews with carriers ($65,000-100,000)
** Assuming that referral fee is 10% of the insurance premium. Insurance premium ($140) = Value of cargo ($14,000)*Insurance rate (1%)
*** We assumed that after 3-4 years NETLogistiK is able to capture 200 of the 250 trips that a truck makes per year
Source: Economy Ministry, Interviews, NETLogistiK Team Analysis.
33
LARGEST CARRIERS- MEXICO
Capacity
Tractors
530
Trucks
270
Transportes Julian de Obregon

Auto Lineas Regiomontanas
Transportes Castores de Baja California
Transportes Cuahutemoc
250
450
450
450
300
30
15
0
550
480
465
450
250
550
450
550
MYM
Autotransportes de Carga Tres Guerras
0
400
450
20
450
420
0
400
Transportistas Unidos Mexicanos

Autolineas Mexicanas
Compania Fletera del Caribe
Fletes Mexico Chihuahua
348
156
250
300
69
200
75
20
417
356
325
320
420
240
150
600
Express Tres Fronteras

Trans. Esp. Antonio de la Torre e Hijos
285
290
6
0
291
290
545
396
Express Sinaloa Division Ensenada

Transportes de Nuevo Laredo
130
275
148
0
278
275
200
549
Bravo Logistics
Transportes COR
Autolineas America
Express Anahuac
267
176
250
250
0
80
0
0
267
256
250
250
500
445
800
450
Nafta Express
Transportadora Hercel
250
250
0
0
250
250
300
200
Transportadora Egoba
Cia de Transportes de Mar de Cortes
Fletes Sotelo
Transportes Aguila de Cd Juarez
240
205
200
175
0
8
12
36
240
213
212
211
320
0
1,200
120
Auto Express Perla

Transportes Quintanilla
204
200
0
0
204
200
296
514
Servicio de Transportes Jaguar

Comercial Intern de Transportes y Carga
200
200
0
0
200
200
400
200
Express Santa Fe
Fletes Maya del Sureste
200
100
0
100
200
200
200
100
Jose Antonio de Luna Diaz de Leon

Transportes Sotres
100
80
100
120
200
200
100
100
Autotransportes de Carga Fremo

Transervicios
80
186
120
10
200
196
80
450
Central de Fletes Monterrey

Transportes Monterrey
Transportes Pitic
Ryder Capital
192
130
160
150
0
60
22
20
192
190
182
170
345
80
315
300
Transportes Gonzalez
Integradora de Transportes Golfo Istmo
150
150
15
0
165
150
380
150
Transportes Unidos Tampiquenos

Fletes Pegaso
Transportes del Golfo y Noreste
Auto Express Mercurio
150
150
133
132
0
0
0
0
150
150
133
132
150
141
178
157
Servi Transporte Viga

Aguilas de Occidente
130
100
0
30
130
130
175
100
49
Transportes Mon-Ro
Transportes El Ola
125
125
0
0
125
125
450
170
50
Auto Fletes Regionales
120
120
150
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32
33
34
35
36
37
38
39
40
41
42
43
44
45
46
47
48
Carrier
Transportadora Nacional
Tractors+Trucks
800
Trailers
530
NetLogistiK will initially target larger carrier firms to

provide the exchange with greater liquidity
To acquire some of these initial key carriers
NetLogistiK will:
Offer preferential treatment (e.g. sorting
priority)
Offer stock options for early enrolment (as
UOL did)
Offer option to purchase stock in first
round of financing
Capture large shippers (e.g. Xerox, CocaCola, etc) as an incentive to bring large
carriers
Use non-cash incentives such as
advertising
Medium size-carrier firms are expected to be
attracted through participating shippers (i.e.
shippers will promote the use of NetLogistiK with
their traditional carrier firms).
34

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Este plan de negocios fue donado por NetLogistik a Endeavor Mxico

Business Plan- Draft

May 28, 2000

This report is confidential. No part of it may be circulated, quoted, or

Confidential - Emerald Internet Ventures

NETLogistiK product offering

Confidential - Emerald Internet Ventures

What is the Business Concept?

What is the opportunity?

Confidential - Emerald Internet Ventures

EXECUTIVE SUMMARY (Cont.)

How will NETLogistiK business model work?

Is this a proven model?

Confidential - Emerald Internet Ventures

EXECUTIVE SUMMARY (Cont.)

Strengths of the management team

Diverse top notch management expertise (consulting, operations,-commerce)

What have we done so far?

Confidential - Emerald Internet Ventures

NETLogistiK product offering

Confidential - Emerald Internet Ventures

WORLWIDE COMMERCIAL FREIGHT TRANSPORTATION REVENUES- BY SEGMENT

Worldwide Transportation Revenues

Trucking revenue breakdown

Within this mode large size

Movement of cargo within

NETLogistiK will initially focus on

Confidential - Emerald Internet Ventures

WORLWIDE COMMERCIAL FREIGHT TRANSPORTATION REVENUES- BY REGION

The U.S. and European markets account for

Confidential - Emerald Internet Ventures

WHAT IS THE OPPORTUNITY IN LATIN AMERICA?

Its a large market,

the industry is highly fragmented,...

and the purchasing process is very inefficient.

Confidential - Emerald Internet Ventures

LATIN AMERICAN COMMERCIAL FREIGHT TRANSPORTATION REVENUES

The largest Latin American

Freight transportation represents a

Additional transparency and

* Venezuela, Chile, Colombia

Confidential - Emerald Internet Ventures

NUMBER OFCOMMERCIAL TRUCKS* FOR THE MAIN LATIN AMERICAN MARKETS

The market is highly

This environment provides an

Over time NETLogistiK

Confidential - Emerald Internet Ventures

NETLogistiK product offering

Confidential - Emerald Internet Ventures

B2B Logistics Marketplace

Medium/Large Cargo Market

* Forwarders, Third Party Logistics (3PL), Others

Confidential - Emerald Internet Ventures

INTERNET WILL CHANGE THE BUSINESS DYNAMICS

Confidential - Emerald Internet Ventures

BENEFITS FOR SHIPPERS AND CARRIERS WILL DRIVE MODEL ADOPTION

Forces against adoption