oppenheimer+nov.+2009

The information contained herein is confidential in nature and considered proprietary to WESCO Distribution, Inc. It is intended for the exclusive use of the employees, contractors and agents of client companies. We request that no oral or written disclosure of such information be made without the prior written approval by WESCO Distribution, Inc.

WESCOWESCO

Richard Heyse, Vice President & Chief Financial OfficerWESCO Distribution, Inc.

2 WESCO Confidential—Do not copy or distribute without express permission from WESCO Distribution, Inc.

Safe Harbor Statement

Note: All statements made herein that are not historical facts should be considered as “forward-

looking statements” within the meaning of the Private Securities Litigation Act of 1995. Such

statements involve known and unknown risks, uncertainties and other factors that may cause actual

results to differ materially. Such risks, uncertainties and other factors include, but are not limited to,

debt level, changes in general economic conditions, fluctuations in interest rates, increases in raw

materials and labor costs, levels of competition and other factors described in detail in Form 10-K for

WESCO International, Inc. for the year ended December 31, 2008 and any subsequent filings with the

Securities & Exchange Commission. Any numerical or other representations in this presentation do not

represent guidance by management and should not be construed as such.


WESCO Profile

• Fortune 500 Company headquartered in Pittsburgh, PA

• Over 6,300 employees including 2,300 sales personnel

• 380 Locations

• Consistent strategy of market share growth:− Local market penetration with national

programs− Accretive acquisitions− Operational excellence and LEAN

• Leading Provider of:

− National Account Programs

− Integrated Supply Services

− OEM Direct Materials and Services

− Electric Utility Distribution Grid Solutions

• Industry-leading cost structure

• International operations and global sourcing capabilities

…an industry leader

Extra-Effort CompanyExtra-Effort Company Market LeaderMarket Leader


WESCO Evolution

…from captive distributor to global supply chain company

• LBO in 1994 by management and Clayton, Dublier & Rice

• ~$1.5 Billion in sales

• ~175 Branches in U.S. and Canada

• ~85% non-residential construction

• Limited supply relationships other than Westinghouse

• Sales grew to $3.7B

• 25 acquisitions− Expanded

geographic footprint

− Diversified end-markets and supplier base

• Launched National Accounts Program

• Launched Integrated Supply

• Leveraged recapitalization 1998

• IPO 1999

• Severe industry downturn

• High financial leverage

• Suspended acquisition program

• Strong free cash flow generation

• Invested in sales and marketing programs

• Launched LEAN

• 11 quarters of double digit sales growth

• Sales grew to $6.1B• Invested in sales

capacity expansion• Restarted acquisition

program − 7 acquisitions

with $1.1 B sales− Product category

expansion• Improved capital

structure• Expanded marketing

programs• Expanded LEAN

• Significant cost reduction actions taken

• Record free cash flow generation

• Strengthened capital structure

• Accelerating LEAN and extending to customers

• International expansion

• Investing in attractive growth verticals and geographies

Captive Distribution Arm of Westinghouse

Captive Distribution Arm of Westinghouse

Recessionand Recovery

Recessionand Recovery

GrowthAccelerates

GrowthAccelerates

SevereRecession

SevereRecession

Growth StrategyDeployed

Growth StrategyDeployed

1922-1994 1994-2001 2001-2003 2004-2008 2008-2009


Market Opportunity

• Thousands of electrical and industrial product manufacturers

• Over 10,000 electrical and industrial distributors

• Top five distributors have 26% share of electrical distribution industry in U.S.

• 75+% of electrical products get to market through distribution

• Continuing industry consolidation

…large, fragmented market with trends favorable to WESCO

Large, Fragmented MarketLarge, Fragmented Market Value of DistributionValue of Distribution

$600B Construction,

MRO, and OEM Markets

• Procurement

• Warehousing

• Logistics Management

• Scale

• Global sourcing

• Value-creating solutions

• Enhanced interdependence

• Sales

• Marketing

• Delivery

• Service

MRO

Market Trends Benefit WESCO

SUPPLIERS CUSTOMERS


WESCO – A Total Supply Chain Solutions Provider

…beyond electrical and traditional distribution

TODAY TOMORROW

Market-Focused Branches

One WESCO

National Accounts Global Accounts

LEAN and Integrated Supply

CompleteSupply Chain

North AmericanCentric

Global

Providing Broad Solutions toLarge & Sophisticated Customers

• Extensive products and services

• Broad geographic coverage

• Deep penetration into customer processes

• Difficult to disintermediate


Industrial

• National Accounts• OEM• Integrated Supply• General Industry

WESCO Market Mix and Product Portfolio

• 115,000 active customers

• Majority of Fortune 500 companies are our customers

• 1,000,000 different products shipped annually, with 250,000 in stock

• 19,000 suppliers

…diverse market, customer base, product lines, and suppliers

CIG

• Government • Education • Healthcare

Utility

• Investor Owned• Public Power• Utility

Contractors

Construction

• Non-Residential • Data Communications• Pre-Fabricated

Structures• Residential

Markets and CustomersMarkets and Customers Products and SuppliersProducts and Suppliers

39% 16%

6%

39% 34%34%

20%20%13%13%

12%

11%

10%

Wire, Cable & Conduit

GeneralSupplies

Distribution Equipment

Data Communication

Lighting & Controls

Controls & Motors

Note: Percentages based on 2008 Sales


WESCO’s LEAN Journey

…continuous improvement culture founded on LEAN

2003 and beyond2003 and beyond Customer FocusCustomer Focus

• 2003 launch• Initial focus on sales and warehousing• Centralized LEAN team• 3,300+ Kaizen events• Enterprise-wide results• Leader in applying LEAN to supply chain• A competitive differentiator

LEAN: The process of continuously eliminating

waste across the business and value chain

Solution Categories

Safety and Security

Maintenance and Production Support

Green and Sustainability


WESCO Today vs. Last Downturn

2009 YTD 2001-2003 Average

Industrial 40% Industrial 42%

Better End Market Diversification Construction 25% Construction 37%

(Seven Accretive Acquisitions Utility 16% Utility 15%

from 2005-2008) Data Communications 13% CIG 6%

CIG 6%

Liquidity (millions) $439 $176

Free Cash Flow (millions) $280 $48

Free Cash Flow per Share (millions) $6 $1

Improved Operating Margins 4.0% 2.5%

LEAN Continuous Improvement Launched Spring 2003 N/A

Experienced Management Team Improved Good

Solid Capital Structure 3.7x Leverage 7.2x Leverage

…bigger, more diversified and more profitable with a stronger capital structure

Note: Percentages based on 2008 Sales


WESCO Growth Strategy & Financial Objectives

• Target sales and marketing initiatives on attractive verticals

• Sell complete set of products to all customers and service all their locations

• Expand product and service portfolio and capabilities

• Expand internationally

1. Grow faster than the market plus acquisitions

2. Maintain industry-leading cost position

3. Expand operating profit

4. Provide superior return on invested capital

5. Generate strong operating cash flow through the cycle

…focused on shareholder value creation

Growth StrategyGrowth Strategy Long Term Financial ObjectivesLong Term Financial Objectives

Products & Suppliers

Markets & Customers Geography


WESCO Growth Engines

…aggressively targeting attractive opportunities during the downturn

• Fortune 1000 focus

• Sell all WESCO products and services

• Capture new customers and expand with current customers

• Maintain 100% National Account renewal rate

National Accounts and Integrated Supply

• Electrical plus data communications

• National Accounts model

• Construction project management

• LEAN applications to construction life cycle

EPCs andNational Contractors

• Migrate from National to Global accounts

• Invest and take share in Canada

• Expand global footprint (China, Dubai, Australia)

• Broaden geographic reach in Mexico

International

• Aligned WESCO government resources into one team

• Expanded government sales resources

• Dedicated stimulus team established

Government

• Expand scope of supply and value proposition to Investor Owned Utilities

• Grow share in Public Power

• Grow high voltage business serving transmission, substation and alternative energy markets

Utility

• Leverage WESCO National Accounts position and geographic footprint

• Data centers (data plus electrical products)

• Targeted marketing initiatives (secure networking, security, etc.)

DataCommunications

• Invest and take share in lighting

• Marketing and sales initiatives focused on lighting solutions

• Dedicated region resources coupled with a focused set of lighting branches

Lighting

• Use LEAN Value Creation toolset as a differentiator

• Target major metropolitan markets with a density of healthcare institutions

• Expand agreementswith Group Purchasing Organizations and Integrated Delivery Networks

Healthcare and Education


Invest in WESCO

• Market leader with low business risk profile

• Organic sales growth faster than market

• Proven business model uniquely positioned in large, fragmented market

• Operational excellence culture focused on LEAN

• Solid ROIC performance and excellent cash conversion results

• Proven acquirer in a consolidating industry

…strong company, excellent value creation opportunity

oppenheimer+nov.+2009

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