Back to the Basics.
Annual Report 2003
Selected
Financial Data
Year Ended December 31,
(Dollars in thousands except per share amounts)
2003
2002
2001
2000
1999
Operating Revenue, before fuel surcharge
$286,080
$268,510
$244,396
$218,593
$166,091
Operating Income .....................................
Net Income ................................................
Diluted Earnings Per Share .......................
10,107
3,355
0.36
9,306
2,602
0.28
6,486
1,087
0.12
5,795
94
0.01
Total Assets ................................................
222,549
188,851
182,411
189,919
Long – Term Debt .....................................
Stockholders’ Equity .................................
Operating Ratio* .......................................
Total Tractors (end of period) .................
Total Trailers (end of period) ...................
Average Miles Per Tractor Per Week ........
74,300
77,496
96.5%
2,079
4,461
2,341
49,451
74,092
96.5%
1,916
4,311
2,332
56,451
71,173
97.4%
1,780
3,638
2,364
65,660
69,981
97.4%
1,738
3,400
2,190
* Operating ratio as reported above is based upon total operating expenses, before fuel surcharge, as a percentage of revenue, before fuel surcharge.
15,836
8,642
0.92
182,040
64,453
70,108
90.5%
1,713
3,525
2,404
**EBITDA is defined in the Financial Statistics section of the Ten Year
Statistical History on the last page of this annual report.
300250200150100500Dollars (Millions)USA TRUCK, INC.Revenue, Before Fuel Surcharge 1.00.80.60.40.20.00Dollars19992000200120022003USA TRUCK, INC.Diluted Earnings Per Share109876543210Dollars (Millions)2000USA TRUCK, INC.Net Income4.50 4.00 3.50 3.00 2.50 2.00 1.50 1.00Dollars USA TRUCK, INC.EBITDA Per Share** To Our Stockholders
In the midst of a steadily improving, but still fragile, economy, we
focused on fundamental operating factors during 2003 including
equipment utilization, revenue per mile, empty miles and
constrained capacity growth.
Shipping volumes improved throughout 2003 and tractor
capacity tightened industry-wide as the nation’s carriers finally
began to see some relief from the effects of three years of
adverse economic conditions. Combined, those developments
set the stage for us to pass some much-needed rate per mile
increases on to our customers to help offset the effects of several
years of stagnant rates, continued high insurance premium costs,
a tightening driver supply, increased maintenance costs
associated with newly mandated EPA-compliant engines and
earnings volatility caused by wartime fuel costs (a trend that
continues today).
Overall, the effects of our focus on the basic tenets of the
trucking business were evident in our 2003 operating statistics
versus 2002. Tractor utilization improved 0.4%, our empty mile
factor improved to 8.97% from 9.24% and our revenue per
mile, before fuel surcharge, increased 2.3%. Because of those
operating metric improvements, we were able to grow our
revenue, before fuel surcharge, by 6.5% despite average tractor
fleet growth of just 4.2%. Those improvements, coupled with
various cost management initiatives described in our quarterly
stockholder letters, yielded a 28.9% increase in net income from
$2.6 million to $3.4 million.
A strong economy and a well-managed customer base are
necessities to grow our business and improve our operating
results. The economy seems to be headed in the right direction
and 2003 was one of our most successful years ever in
cultivating new business (we added over 60 household
names to our active customer list). We are very
proud of our broad customer base and variety of
industries served because we believe that it
helps to protect your investment by minimizing
our reliance on any single customer or
industry. It also provides us with avenues to
pursue additional revenue streams. For
example, we can solicit dedicated freight,
third party logistics and regional freight
business from existing customers who are
already confident in our ability to provide
premium dry van, medium length-of-haul service.
Sometimes it takes years to penetrate these
customers’ carrier lists, so a foot in the door is a tremendous
advantage. We are confident in our ability to add business with
existing and new customers.
Looking ahead to 2004, we are focusing on a number of issues.
First, we will continue to work towards higher revenue rates per
mile to help pay for many of our costs that continue to climb
above historical averages and are beyond our control. For
example, the new EGR tractor engines, which cost 8-9% more to
purchase and are yielding 7-8% less fuel economy than their
predecessors. We also continue to experience higher insurance
and claims expense due to more claims being litigated in an
unfriendly tort system. The ultimate solution to the problem is
tort reform, but that is beyond our control. In 2003, we
allocated significant resources to accident prevention and claims
management and will continue to do so in 2004. Finally, we will
continue to work on improving equipment utilization and empty
miles. We have made several internal changes to meet the
efficiency demands of a growing company and we will make as
many more as are necessary to return us to historical
performance levels.
The new federal hours of services rules have been a hot topic in
the industry over the past several months. We made a push in
the fourth quarter of 2003 to educate our drivers about
compliance and time-management under the new rules and we
made a similar push to educate our customers on possible
ramifications of the new rules. In addition to increasing the
amounts that we charge for shippers and receivers detaining our
equipment at loading and unloading points, we asked for their
help in expeditiously getting our equipment loaded and unloaded
to control our costs and their’s. The entire truckload industry
has been active in this education process and it seems to be
working. While it is still too soon to make a
definitive statement about how the rule changes
have impacted our bottom line, it doesn’t seem
out of line to say “so far, so good.”
We are pleased with our improved
performance in 2003 and our trend of
stronger earnings over the past several years,
but we are not satisfied. We are executing a
plan designed to return our operating margin
towards the best in the industry and look
forward to continued improvement in 2004.
As always, thank you for your support.
Robert M Powell
Chairman and Chief Executive Officer
Jerry D. Orler
President
UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
Form 10-K
(Mark One)
[ X ] ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE
SECURITIES EXCHANGE OF 1934
For the fiscal year ended December 31, 2003
OR
[
] TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE
SECURITIES EXCHANGE ACT OF 1934
For the transition period from __________ to __________
Commission File Number 0-19858
USA Truck, Inc.
(Exact name of Registrant as specified in its charter)
Delaware
(State or other jurisdiction of
incorporation or organization)
3200 Industrial Park Road
Van Buren, Arkansas
(Address of principal executive offices)
71-0556971
(IRS Employer Identification No.)
72956
(Zip Code)
Registrant’s telephone number, including area code: (479) 471-2500
Securities registered pursuant to Section 12(b) of the Act:
None
Securities registered pursuant to Section 12(g) of the Act:
Common Stock, par value $.01 per share
(Title of class)
Indicate by check mark whether the Registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities
Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the Registrant was required to file such reports), and (2)
has been subject to such filing requirements for the past 90 days. Yes [ X ] No [ ]
Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not
be contained, to the best of the Registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of
this Form 10-K or any amendment to this Form 10-K. [ X ]
Indicate by check mark whether the registrant is an accelerated filer (as defined by Rule 12b-2 of the Securities Exchange Act of
1934, as amended). Yes [ ] No [ X ]
The aggregate market value of the voting stock held by nonaffiliates of the Registrant computed by reference to the price at which
the common equity was last sold as of the last business day of the Registrant’s most recently completed second quarter was $42,266,133 (the
characterization of officers and directors of the Registrant as affiliates for purposes of this computation should not be construed as an
admission for any other purpose that any such person is in fact an affiliate of the Registrant).
The number of shares outstanding of the Registrant’s Common Stock, par value $ .01, as of February 25, 2004 is 9,334,546.
DOCUMENTS INCORPORATED BY REFERENCE
Document
Portions of the Proxy Statement to be sent to stockholders
in connection with 2004 Annual Meeting
Part of Form 10-K into which the
Document is Incorporated
Part II, Item 5; Part III
USA TRUCK, INC.
TABLE OF CONTENTS
Item No.
Caption
Page
1.
2.
3.
4.
5.
6.
7.
7A.
8.
9.
9A.
10.
11.
12.
13.
14.
15.
PART I
Business..............................................................................................................
Properties.............................................................................................................
Legal Proceedings..................................................................................................
Submission of Matters to a Vote of Security Holders...................................................
PART II
Market for Registrant's Common Equity and Related Stockholder Matters.......................
Selected Financial Data...........................................................................................
Management's Discussion and Analysis of Financial Condition and Results of Operations..
Quantitative and Qualitative Disclosure about Market Risk ...........................................
Financial Statements and Supplementary Data ............................................................
Changes in and Disagreements with Accountants on Accounting and Financial Disclosure..
Controls and Procedures .........................................................................................
PART III
Directors and Executive Officers of the Registrant........................................................
Executive Compensation.........................................................................................
Security Ownership of Certain Beneficial Owners and Management ................................
Certain Relationships and Related Transactions...........................................................
Principal Accountant Fees and Services .....................................................................
Exhibits, Financial Statement Schedules and Reports on Form 8-K................................
Signatures............................................................................................................
PART IV
2
13
13
13
14
15
16
22
23
42
42
42
42
42
42
42
43
46
PART I
Item 1.
BUSINESS
We are a dry van truckload carrier transporting general commodities throughout the continental United
States and between locations in the United States and Quebec and Ontario, Canada. We also transport
freight into Mexico by transferring our trailers to tractors operated by Mexican trucking companies, with
which we have contracts, at our facility in Laredo, Texas. Overall, our operations within the United States
produce more than 93% of our revenues. We transport freight over irregular routes, with a medium length of
haul, which is generally defined as between 800 and 1,200 miles per trip. We have also recently begun
offering regional service, with a length of haul of less than 500 miles. We provide these services both as a
common carrier and under contracts that require us to dedicate equipment to a specific customer. We also
provide services that do not involve transporting freight in our trucks, including third party logistics
services and freight brokerage.
We transport many types of freight and have over 1,300 active customers. We focus on customers and
markets that demand premium service where we can achieve premium rates and develop long-term, service-
oriented relationships. In 2003, more than 96% of our operating revenues were derived from existing
customers. We are a major carrier of freight for such industries as industrial machinery and equipment,
rubber and plastics, retail stores, paper products, durable consumer goods, metals, electronics and chemicals.
We were incorporated in Delaware in September 1986 as a wholly-owned subsidiary of ABF Freight
System, Inc. The company was purchased by management in December 1988, and we completed the initial
public offering of our common stock in March 1992.
The Company’s principal offices are located at 3200 Industrial Park Road, Van Buren, Arkansas 72956,
and its telephone number is (479) 471-2500.
Our Internet address is http://www.usa-truck.com . You can review the filings USA Truck has made
with the U.S. Securities and Exchange Commission (“SEC”), free of charge by linking directly from the
investor relations section of our web site to EDGAR, a database maintained by the SEC. EDGAR is the
Electronic Data Gathering, Analysis and Retrieval system where you can find our annual reports on Form
10-K, quarterly reports on Form 10-Q and current reports on Form 8-K and amendments to those reports
filed or furnished pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934.
Growth Strategy
We are committed to controlled, profitable growth. Since our initial public offering, we have grown
our revenues, before fuel surcharge, from $63.0 million in 1992 to $286.1 million in 2003, an average
compounded rate of 15%. With the exception of one acquisition in 1999, our growth has been internal.
Since that acquisition we have slowed our rate of growth in the face of generally unfavorable economic
conditions in the industry. Recently, however, we have implemented new initiatives designed to support
future growth.
We are currently implementing an aggressive fleet modernization and expansion program. This program
will reduce the average age of our tractors and trailers and expand capacity. We believe that a larger, more
modern fleet will support our growth initiatives and will have a positive impact on our operations,
including less frequent repairs and lower maintenance costs, improved customer service and higher driver
retention. In 2003, we purchased 686 new tractors and 555 new trailers, and in 2004, we plan to acquire
1,014 new tractors and 1,590 new trailers. Our acquisitions and disposals resulted in net increases in 2003
of 169 tractors and 182 trailers. Our projected 2004 acquisitions and disposals will result in net increases of
220 tractors and 908 trailers.
We expect future growth to come from the following areas:
• Growth with our existing customers and cultivation of new ones. Our active customer base is
comprised of over 1,300 companies. It is our intent to become a “core carrier” for all significant
customers and to expand our percentage coverage of these customers’ freight needs. We are also
constantly cultivating new customers. In 2003, we added nearly 60 new names to our customer list
including many high volume, fast-growing companies.
• Growth of carefully selected service offerings. We offer a broad array of services to our customers
designed to improve customer satisfaction. By diversifying our service offerings, we also reduce
our exposure to changes in the economy and help limit our earnings volatility. Outside of our
core, general freight business, we have been aggressively growing our dedicated freight, regional
freight,
2
third party logistics and brokerage services. These services are essential to provide our customers
with “one-stop shopping,” which helps us obtain new customers and additional business from
existing customers. We are committed to growing these service offerings to a significant portion of
our total revenues. During 2003, revenues from dedicated and regional freight services increased
31% as compared to 2002 and comprised approximately 12% of our total revenues, before fuel
surcharge. Third party logistics and brokerage revenues increased 9.1% during 2003 as compared to
2002 and comprised approximately 6% of our total revenues, before fuel surcharge.
• Expanded cross-border service. We intend to continue to expand services throughout the NAFTA
corridor, focusing on the growth of our Mexican business. We currently provide service between
the continental United States and all points in Ontario and Quebec, Canada and all points in
Mexico through the gateway city of Laredo, Texas. In 2003, our wholly-owned subsidiary,
International Freight Services, Inc., purchased a facility in Laredo as a staging point for our trailers
as they await carriage to or from the Mexican border. This investment in property was necessary
because of the growth of our Mexican business, which represented approximately 5% of our total
revenues in 2003.
•
Improved efficiencies in our revenue model. We are committed to earning premium rates that are
commensurate with our superior service. To achieve the rates we desire, we utilize technology,
leverage customer relationships and our premium service reputation and continually upgrade our
freight mix by eliminating or re-pricing the least profitable trips. Tractor utilization is a key
operating statistic in our industry. We believe that we can approach peak levels of utilization by
employing technology to assist us in securing trips for and matching trips with tractors as they
unload their previous trips. The ratio of empty miles to total miles traveled, commonly called the
“empty mile factor,” is an important operating statistic in our industry. We strive to maintain an
empty mile factor consistently below 10%, a factor that is affected by our ability to obtain backhaul
shipments from locations near the delivery destination of a prior shipment. For 2003, our empty
mile factor was 8.97%.
• Carefully selected acquisitions. We frequently review acquisition candidates, but have completed
only one acquisition in the past 11 years because of our reluctance to make any acquisition that
might negatively impact our existing operations. We will, however, acquire a target if we believe
that it is a good fit for our operations from a capacity standpoint, if it fills a strategic need such as
dedicated or regional market penetration or if it is likely to contribute to our profitable growth.
Operating Strategy
We intend to improve our profitability by doing the following things:
• Consistently providing superior service to shippers. Our principal competitive strength is our
ability and commitment to consistently provide superior service. Although price is a primary
concern to all shippers, many of our customers are high-volume shippers that require a flexible and
dependable source of motor carrier service. These customers often have specific requirements,
including pickup or delivery within narrow time windows or real-time information about shipment
status. Our strategy is to provide a premium service to meet these needs and to charge
compensating rates for that service. Key elements of our premium service include the following:
•
•
•
•
•
We are committed to consistent on-time performance in everything we do and achieve on-
time pick-up and delivery more than 97% of the time.
We constantly reinvest in technology such as electronic data interchange arrangements with
larger customers providing real-time shipment status information, two-way satellite-based
messaging and position-locating equipment in all of our tractors, operational software
packages designed to enhance service and economic efficiencies and an interactive website
providing load tendering and tracing to customers.
We provide twenty-four hour a day, seven day a week dispatching and maintenance services.
We maintain trailer pools at strategic locations to minimize the time it takes to respond to a
customer order. We also provide extra trailers to high-volume shippers for loading and
unloading at their convenience.
We have very strict hiring and performance standards for our drivers and emphasize on-time
service in our training.
• Control costs through benchmarking. Our goal is to return to a low 90’s operating ratio, at which
point we believe that we can effectively generate cash flow from our operations with minimal
3
capital requirements from outside sources. To achieve that goal, we are committed to a thorough
cost-control system using benchmarks. We compare our current performance with that of our own
prior years as well as our best performing competitors. For 2003, our operating ratio was 96.5%.
Our operating ratio is our percentage of operating expenses divided by operating revenues.
• Adhere to strict revenue equipment maintenance and replacement cycles. We believe that late
model, well-maintained revenue equipment is essential to profitability, customer service, a positive
public image and driver satisfaction. We are returning to our policy of operating our tractors for 36
to 42 months and our trailers for 84 to 120 months before replacement. We believe that replacing
equipment at those intervals yields the most economically feasible balance of maintenance costs
and sale or trade values. In 2002 we extended the useful lives of our revenue equipment due to the
depressed used equipment market, but have returned to our normal trade policy given the
stabilization of the used equipment market and the increased cost of maintaining our older
equipment. We perform preventive maintenance on our tractor and trailer fleets at regular intervals
to enhance trade values and reduce long-term maintenance costs, customer service failures and driver
dissatisfaction.
• Continually investing in new technology. We continually invest in new and upgraded technology
to provide the most efficient service possible to our customers. Our information services have been
built around a large, on-site mainframe computer. We utilize a number of smaller computing
platforms to operate software packages such as satellite communications, load matching and optical
document storage. We also have an extensive local area network that connects our remote locations
to our main office in real time. We believe our custom-developed software applications provide us
flexibility that gives us a competitive advantage in the truckload industry. Our communication and
data processing systems also decrease our response times by improving the ability of our operations
personnel to balance equipment availability throughout our market area, efficiently match
shipments with available equipment and decrease dispatching time by quickly contacting drivers.
• Developing our management team. We are committed to developing a management team capable
of leading our company well into the future. Our executive staff possesses a healthy and deliberate
mixture of youthful energy and deep industry experience. We have invested time and resources to
cultivate young talent within the organization and believe that we have a management team in place
to guide the business for the long term. We also have a very capable middle management team of
key managers that is the proving ground for the next executive generation.
Marketing and Sales
We focus our marketing efforts on customers with premium service requirements and heavy shipping
needs within our primary operating areas. This permits us to concentrate available equipment strategically
so that we can be more responsive to customer needs.
Our marketing department solicits and responds to customer orders and maintains close customer
contact regarding service requirements and rates. We typically establish rates through individual
negotiations with customers. For our dedicated freight and private fleet conversion services, rates are fixed
under contracts tailored to the specific needs of shippers. A high percentage of our business is from repeat
customers. In 2003, more than 96% of our operating revenues were derived from customers that were
customers prior to 2002.
In 2003, our direct customers provided 72.6% of our total revenue, and 27.4% of our total revenue
came through transportation service companies acting as intermediaries for shippers. No single customer
represents more than 10% of the total revenue that we derive from direct customers.
Although we prefer direct relationships with shippers, we recognize that obtaining shipments through
other providers of logistics services is a significant marketing opportunity. Securing freight through a third
party enables us to provide services for high-volume shippers to which we might not otherwise have access
as many of them require their carriers to conduct business with their designated third party.
Customers are required to have credit approval before dispatch. We bill customers at or shortly after
delivery and, for the last three years, receivables collection has averaged approximately 33 days from the
billing date.
We have recently made our load coordinator group part of our marketing department. Load
coordinators are responsible for efficiently matching available equipment with customer shipments, and they
4
serve as the contact with customers’ receiving and shipping personnel. Load coordinators also have primary
responsibility for minimizing empty miles and they work closely with other marketing department
personnel to increase equipment utilization. The load coordinators were previously part of our operations
department.
Operations
We conduct most of our freight transport operations east of the Rocky Mountains. We are not required
to have intrastate authority in most states because, with the exception of our regional operations, most of
our routes take us across state lines. Our freight transport business consists primarily of medium-haul
shipments, more than 800 but less than 1,200 miles. Our average length of haul was 851 miles in 2003,
859 miles in 2002 and 852 miles in 2001. We have also recently begun providing regional services, with
an average length of haul of less than 500 miles. The regional operations are intended to improve our
ability to hire and retain drivers and to enable us to obtain additional business in our existing markets.
The average distance traveled between loads as a percentage of total paid miles traveled, commonly
referred to as the empty mile factor, is a standard measurement in the truckload industry. The empty mile
factor generally decreases as average length of haul and density of trucks in an area increase. Our
commitment to on-time pickup often requires a tractor to travel farther to complete a pickup than it would
have to travel if we delayed the pickup until a tractor became available in the area. Our empty mile factor
was 8.97% for 2003 and 9.24% for 2002.
Our operations department consists primarily of our fleet managers. Fleet managers supervise fleets of
approximately 60 tractors each and are our primary contact with drivers. They monitor the location of
equipment and direct its movement in the most efficient and safe manner practicable. The operations
department focuses on achieving continual improvement in the areas of customer service, safety, equipment
utilization and driver retention.
Drivers and Other Personnel
Driver recruitment and retention are vital to success in our industry. Recruiting drivers is challenging
because our standards are high and because enrollment in driving schools has been declining. Retention is
difficult because of wage and job fulfillment considerations. Driver turnover, especially in the early months
of employment, is a significant problem, and the competition for qualified drivers is intense. Although we
have had significant driver turnover during certain periods in the past, we have been able to attract and retain
a sufficient number of qualified drivers to support our operations. To attract and retain drivers we must
continue to provide safe, attractive and comfortable equipment, direct access to management and competitive
wages and benefits designed to encourage longer-term employment.
Drivers’ pay is calculated primarily on the basis of miles driven and increases with tenure. In 2003,
our drivers averaged 478 paid miles per workday. Our current pay scale is competitive with industry peers.
One of the steps we have taken to control compensation expense is the implementation of a per diem
driver pay program. Per diem pay is designed to approximately reimburse drivers for meals and other
incidental expenses incurred while away from home overnight on business, and is typically paid in lieu of
an approximately equivalent portion of salary. Although the deductibility of per diem payments is limited,
there are certain tax benefits to drivers that allow us to decrease overall wages per mile for those drivers who
elect to receive the per diem payments. We implemented a per diem pay program in the second quarter of
2002, and gave our drivers the option to elect whether or not to receive a portion of their compensation in
the form of per diem payments. As of December 31, 2003, approximately 64% of our drivers had elected to
receive per diem payments.
On December 31, 2003, we had 2,776 employees, including 2,120 drivers, 82 operations personnel, 75
marketing and sales personnel, 252 maintenance personnel, 20 safety personnel, 187 finance and
administration personnel, and 40 management personnel. None of our employees is represented by a
collective bargaining unit. In the opinion of management, our relationship with our employees is
satisfactory.
Safety
We have designed our safety program to minimize accidents and to enforce governmental safety
regulations. We control the maximum speed of our tractors with electronic governing equipment, and all of
our tractors are equipped with anti-lock braking systems.
The evaluation of safety records is one of several criteria that we use to hire driver employees. Safe
equipment handling techniques are an important part of new driver training. We also conduct pre-
employment, random and post-accident drug testing in accordance with Department of Transportation
5
regulations. In addition to our management team’s overall commitment to safety and compliance, we have
implemented many programs designed to manage fleet safety including, but not limited to:
•
•
•
•
frequent presentations by members of our safety department to drivers at all of our facilities;
a point system to evaluate individual driver safety and to determine the need for further training and
eligibility for continued employment;
a company-wide communication network to facilitate rapid response to safety failures; and
a driver counseling and retraining system.
Revenue Equipment and Maintenance
Our current policy is to replace most tractors within 36 to 42 months from the date of purchase, which
permits us to maintain substantial warranty coverage throughout the period of ownership. However, during
2002 we delayed replacing tractors beyond 42 months due to a depressed used equipment market. See
“Business--Revenue Equipment Acquisition Program.” We replace tractors and trailers based on various
factors, including the used equipment market, prevailing interest rates, technological improvements, fuel
efficiency and durability.
The following table shows the number of units and age of revenue equipment that we owned or
operated under capital leases, as of the indicated dates:
Year ended December 31,
2001
2002
2003
Tractors
686
Acquired ..............................................................................................
Disposed..............................................................................................
517
End of period total .......................................................................... 2,036
25
Average age at end of period (in months) ..............................
Trailers
555
Acquired ..............................................................................................
Disposed..............................................................................................
373
End of period total .......................................................................... 4,461
54
Average age at end of period (in months) ..............................
221
76
1,867
30
717
74
4,279
52
516
532
1,722
22
309
73
3,636
51
To simplify driver and mechanic training, control the cost of spare parts and tire inventory and provide
for a more efficient vehicle maintenance program, we buy tractors and trailers manufactured to our
specifications. In deciding which equipment to buy, we consider a number of factors, including safety, fuel
economy, expected resale value and driver comfort. We have a strict preventive maintenance program
designed to minimize equipment downtime and to enhance trade-in value.
Our trailer to tractor ratio, including owner-operator tractors and leased tractors and trailers, was 2.20-
to-1 at December 31, 2003. We believe that this ratio will be sufficient for our anticipated 2004 operations,
in that it promotes efficiency and provides the flexibility needed to serve customer needs.
During 2002 and 2003, we financed revenue equipment purchases through our senior credit facility,
capital lease-purchase arrangements, the proceeds from sales or trades of used equipment and cash flows from
operations. See Item 7 “Management’s Discussion and Analysis of Financial Condition and Results of
Operations--Liquidity and Capital Resources.” All of our revenue equipment is pledged to secure our
obligations under financing arrangements.
In addition to company-owned tractors, we contract with owner-operators for the use of their tractors
and drivers in our operations. At December 31, 2003, 42 owner-operator tractors were under contract with
us. The size of our owner-operator fleet varies from time to time as market conditions require. It is
unlikely that the size of our owner-operator fleet in proportion to our company-owned fleet will increase
significantly during 2004.
Revenue Equipment Acquisition Program
We pursue equipment trade intervals that economically balance our maintenance costs and expected
trade values. Accordingly, due to a depressed used equipment market, we extended the useful lives and
reduced the salvage values on those groups of tractors that we would have traded in 2002 under normal used
6
tractor market conditions. These extended lives (60 months) and reduced salvage values (14% of original
cost of equipment) yielded an increased depreciation charge to pre-tax earnings in 2002 of approximately
$400,000. Extending the lives of tractors resulted in increased maintenance costs in 2002 and 2003. We
instituted an aggressive trade schedule in 2003 and have instituted an aggressive trade schedule in 2004 to
reduce the average age of our tractor fleet and to resume trading most tractors within 42 months from the
date of purchase, as we did prior to 2002. As the average age of the tractor fleet decreases, maintenance
costs should decrease as well.
During 2003, we acquired 686 new tractors and 555 new trailers. These acquisitions, and the disposals
during the year, resulted in net increases of 169 tractors and 182 trailers. During 2004, we plan to acquire
1,014 new tractors and 1,590 new trailers. These acquisitions and the disposals planned during that year
should result in net increases of 220 tractors and 908 trailers.
In April 2003, we took delivery of our first tractors with the new exhaust gas recirculation engines
required by the Environmental Protection Agency. Compliance with these regulations has increased the cost
of our new tractors and could substantially reduce equipment productivity and reliability, lower fuel mileage
and increase our operating expenses. Manufacturers have significantly increased new equipment prices, in
part to meet new engine design requirements imposed by these regulations. These adverse effects could
increase our costs or otherwise negatively affect our business or operations.
Technology
We maintain a state-of-the-art data center through the efforts of more than 20 computer professionals.
We currently use several different computing platforms ranging from personal computers to an IBM
mainframe system. We have developed the majority of our software applications internally, including
payroll, billing, dispatching, accounting and maintenance programs. We believe that the familiarity and
proficiency with the systems that have resulted from these development efforts give us the ability to meet
the ever-changing needs of our customers quickly and efficiently. Our computer systems are monitored 24
hours a day by experienced computer operators. This monitoring system has allowed us to provide 99.9%
system availability to our users.
The technology that we use in our business enhances the efficiency of all aspects of our operations and
enables us to deliver consistently superior service to our customers. This technology includes a Qualcomm
satellite-based equipment tracking and driver communication system, which allows us to closely monitor
the location of all of our equipment and to communicate with our drivers in real time. This enables us to
efficiently dispatch drivers in response to customers’ requests, to provide real-time information to our
customers about the status of their shipments and to provide documentation supporting our assessorial
charges. We have also implemented sophisticated software programs, such as load optimization software,
which is designed to match available equipment with shipments in a way that best satisfies a number of
criteria, including empty miles, the driver’s available hours of service and home-time needs. We also use
licensed software that assists us in planning for transfers of loaded trailers between our tractors, allowing us
to further enhance efficient allocation of our equipment, improve customer service and take full advantage of
our drivers’ available hours of service. This software also improves our ability to get drivers home on a
more regular basis. Our other licensed software programs include a sophisticated route-planning software
program. We also employ a variety of computing hardware and an assortment of other software programs,
many of which were developed internally, that provide management the tools necessary to make fact-based
business decisions, salespersons the sales tools necessary to make successful presentations to customers and
managers the tools necessary to control costs.
Insurance and Claims
The primary risks for which we obtain insurance are cargo loss and damage, personal injury, property
damage and workers’ compensation claims. We self-insure for a portion of claims exposure in each of these
areas. We are not currently insured for terrorist acts because we believe the potential risk does not justify the
cost of the available coverage. We reevaluate all our coverage decisions on an annual basis.
Beginning October 1, 2003, our self-insurance retention levels were $750,000 for workers’
compensation claims per occurrence and $100,000 for cargo loss and damage claims per occurrence. For
bodily injury and property damage claims, our self-insurance retention level on that date was $1.5 million
per occurrence. We are also responsible for the first $500,000 of damages, in the aggregate, above our self-
insured retention levels for bodily injury and property damage claims. We are completely self-insured for
physical damage to our tractors and trailers, except that we carry catastrophic physical damage coverage to
protect against natural disasters. For medical benefits, we self-insure up to $250,000 per claim per year with
an aggregate claim exposure limit determined by our year-to-date claims experience and our number of
covered lives. We maintain insurance above the amounts for which we self-insure, to certain limits, with
7
licensed insurance carriers. We have excess general, auto and employer’s liability coverage in amounts
substantially exceeding minimum legal requirements, and we believe this coverage is sufficient to protect us
against catastrophic loss. Insurance carriers have recently raised premiums for many businesses, including
trucking companies. As a result, our insurance and claims expense could increase, or we could raise our
self-insured retention when our policies are renewed. We believe that our policy of self-insuring up to set
limits, together with our safety and loss prevention programs, are effective means of managing insurance
costs.
Industry and Competition
The trucking industry includes both private fleets and “for hire” carriers. Private fleets consist of
trucks owned and operated by shippers that move their own goods. For hire carriers include both truckload
and less-than-truckload operations. Truckload carriers dedicate an entire trailer to one customer from origin
to destination. Less-than-truckload carriers pick up multiple shipments from multiple shippers on a single
truck and then route the goods through terminals or service centers, where freight may be transferred to other
trucks with similar destinations for delivery. Truckload carriers typically transport shipments weighing
more than 10,000 pounds while less-than-truckload carriers typically transport shipments weighing less than
10,000 pounds.
We operate primarily in the highly fragmented for hire truckload segment of the market which,
according to the American Trucking Association, accounted for an estimated $277 billion in 2002. The for
hire segment is highly competitive and includes thousands of carriers, none of which dominates the market.
It is characterized by many small carriers having revenues of less than $1 million per year and relatively few
carriers with revenues exceeding $100 million per year. Measured by annual revenue, the ten largest dry van
truckload carriers accounted for approximately $12 billion, or approximately 5%, of the for hire market in
2002. The industry continues to undergo consolidation. In addition, the recent challenging economic times
have caused the failure of many trucking companies and made entry into the industry more difficult.
We compete primarily with other truckload carriers, shipper-owned fleets and, to a lesser extent, with
railroads and less-than-truckload carriers. A number of truckload carriers have greater financial resources,
own more revenue equipment and carry a larger volume of freight than we do. We also compete with
truckload and less-than-truckload carriers for qualified drivers.
The principal means of competition in the truckload segment of the industry are service and price, with
rate discounting being particularly intense during economic downturns. Although we compete primarily on
the basis of service rather than rates, rate discounting continues to be a factor in obtaining and retaining
business. Furthermore, a depressed economy tends to increase both price and service competition from
alternative modes such as less-than-truckload carriers and railroads. We believe that successful truckload
carriers are likely to grow primarily by acquiring greater market share and, to a lesser extent, through an
increase in the size of the market.
Regulation
USA Truck is a motor carrier regulated by the U.S. Department of Transportation and other federal and
state agencies. Our business activities in the United States are subject to broad federal, state and local laws
and regulations beyond those applicable to most business activities. These regulated business activities
include, among other things, service area, routes traveled, equipment specifications, commodities
transported, rates and charges, accounting systems, financial reporting and insurance coverages. Our
Canadian business activities are subject to similar requirements imposed by the laws and regulations of the
Dominion of Canada and provincial laws and regulations.
Motor carrier operations are subject to safety requirements prescribed by the U.S. Department of
Transportation, governing interstate operation and by Canadian provincial authorities. Matters such as
weight and equipment dimensions are also subject to federal, state and provincial regulations.
The Federal Motor Carrier Safety Administration of the U.S. Department of Transportation issued a
final rule on April 24, 2003 that made several changes to the regulations governing the hours of service for
drivers of commercial motor vehicles that carry freight. Truckload carriers were required to comply with the
new rules beginning on January 4, 2004. In general, the new rules are intended to increase safety by giving
drivers more opportunity to rest and obtain restorative sleep during each work cycle by, for example,
increasing the minimum off duty time during each work cycle. Moreover, under the new rules, the
maximum on duty period after which a driver may no longer drive has been shortened and may no longer be
extended by time spent off duty (such as meal stops and other rest breaks) once the on duty period has
begun. Therefore, delays during a driver’s on duty time (such as those caused by loading/unloading
problems) may limit drivers’ available hours behind the wheel, particularly if such delays occur late in an on
8
duty period. This, and other operational issues that the new rules may create, could increase our operating
costs. We are continuing to evaluate the new rules to determine the effect they may have on our operations.
In April 2003, we took delivery of our first tractors with new exhaust gas recirculation (EGR) engines.
These new engines are the product of lower emission standards established by the Environmental Protection
Agency and are required on all class eight diesel engines produced in the United States effective October 1,
2002. The engine technology is designed to emit cleaner emissions by recirculating exhaust gasses back
through the engine instead of directly into the atmosphere. The reliability, fuel efficiency and maintenance
costs of the new engines are relatively unknown because the engines have been re-engineered, have more
complex components and burn at hotter temperatures.
We are subject to federal, state, provincial and local environmental laws and regulations. We believe
that we are in substantial compliance with such laws and regulations and that costs of such compliance will
not have a material adverse effect on our competitive position, operations or financial condition or require a
material increase in currently anticipated capital expenditures.
Seasonality
See “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of
Operations--Seasonality.”
Forward-Looking Statements
This report contains forward-looking statements and information that are based on our current beliefs
and expectations and assumptions we have made based upon information currently available. Forward-
looking statements include statements relating to our plans, strategies, objectives, expectations, intentions
and adequacy of resources, and may be identified by words such as “will,” “could,” “should,” “may,”
“believe,” “expect,” “intend,” “plan,” “schedule,” “estimate,” “project” and similar expressions. These
statements are based on current expectations and are subject to uncertainty and change. Although we believe
that the expectations reflected in such forward-looking statements are reasonable, we cannot assure you that
such expectations will be realized. If one or more of the risks or uncertainties underlying such expectations
materialize, or if underlying assumptions prove incorrect, actual results may vary materially from those
expected. Among the key factors that are not within our control and that have a direct bearing on operating
results are increases in fuel prices, adverse weather conditions, increased regulatory burdens and the impact
of increased rate competition. Our results have also been, and will continue to be, significantly affected by
fluctuations in general economic conditions, as our utilization rates are directly related to business levels of
shippers in a variety of industries. In addition, shortages of qualified drivers and intense or increased
competition for drivers have adversely impacted our operating results and our ability to grow and will
continue to do so. Results for any specific period could also be affected by various unforeseen events, such
as unusual levels of equipment failure or vehicle accident claims.
All forward-looking statements attributable to us, or persons acting on our behalf are expressly
qualified in their entirety by this cautionary statement.
We undertake no obligation to publicly update or revise any forward-looking statements, whether as a
result of new information, future events, or otherwise. In light of these risks and uncertainties, the forward-
looking events and circumstances discussed in this report might not occur.
Risk Factors
The following are some of the risks and uncertainties that could cause our actual results to differ
materially from the results contemplated by the forward-looking statements contained in this report and in
our other filings with the Securities and Exchange Commission.
Our business is subject to general economic and business factors that are largely out of our control,
any of which could have a material adverse effect on our operating results.
The factors that have negatively affected us, and may do so in the future, include volatile fuel prices,
excess capacity in the trucking industry, surpluses in the market for used equipment, higher interest rates,
higher license and registration fees, increases in insurance premiums, higher self-insurance levels, increases
in accidents and adverse claims, and difficulty in attracting and retaining qualified drivers and independent
contractors.
We are also affected by recessionary economic cycles and downturns in customers’ business cycles.
Economic conditions may adversely affect our customers and their ability to pay for our services. It is not
possible to predict the effects of armed conflicts or terrorist attacks and subsequent events on the economy or
on consumer confidence in the United States, or the impact, if any, on our future results of operations.
9
We operate in a highly competitive and fragmented industry, and our business may suffer if we are
unable to adequately address downward pricing pressures and other factors that may adversely
affect our ability to compete with other carriers.
Numerous competitive factors could impair our ability to maintain our current profitability. These
factors include:
• We compete with many other truckload carriers of varying sizes and, to a lesser extent, with less-
than-truckload carriers and railroads, some of which have more equipment or greater capital
resources than we do, or other competitive advantages.
• Some of our competitors periodically reduce their freight rates to gain business, especially during
times of reduced growth rates in the economy, which may limit our ability to maintain or increase
freight rates, maintain our margins or maintain significant growth in our business.
• Many customers reduce the number of carriers they use by selecting so-called “core carriers” as
approved service providers, and in some instances we may not be selected.
• Many customers periodically accept bids from multiple carriers for their shipping needs, and this
process may depress freight rates or result in the loss of some of our business to competitors.
• The trend toward consolidation in the trucking industry may create other large carriers with greater
financial resources and other competitive advantages relating to their size with whom we may have
difficulty competing.
• Advances in technology require increased investments to remain competitive, and our customers
may not be willing to accept higher freight rates to cover the cost of these investments.
• Competition from Internet-based and other logistics and freight brokerage companies may adversely
affect our customer relationships and freight rates.
• Economies of scale that may be passed on to smaller carriers by procurement aggregation providers
may improve their ability to compete with us.
We depend heavily on the availability of fuel, and fuel shortages or increases in fuel costs or fuel taxes
could have a material adverse effect on our operating results.
Fuel prices have fluctuated greatly and fuel taxes have generally increased in recent years. In some
periods, our operating performance was adversely affected because we were not able to fully offset the impact
of higher diesel fuel prices through increased freight rates and fuel surcharges. We do not have any long-
term fuel purchase contracts, and we have not entered into any other hedging arrangements, that protect us
against fuel price increases. Volatile fuel prices and potential increases in fuel taxes will continue to impact
us significantly. A significant increase in fuel costs, or a shortage of diesel fuel, could materially and
adversely affect our results of operations. These costs could also exacerbate the driver shortages our industry
experiences by forcing independent contractors to cease operations.
Increased prices for new revenue equipment and decreases in the value of used revenue equipment may
continue to adversely affect our earnings and cash flows.
In the past, we acquired new tractors and trailers at favorable prices and traded or disposed of them at
prices significantly higher than today’s market values. In 2002, there was a large supply of used tractors and
trailers on the market, which has depressed the market value of used equipment to levels significantly below
the values we historically received. For this reason, we did not trade any used equipment during 2002,
which caused a significant increase in the average age of our tractors. This extended the use of the current
fleet and contributed to a significant increase in maintenance costs, negatively affected our utilization and
yielded an increased depreciation charge to pre-tax earnings in 2002 of approximately $400,000. Although
the condition of the used equipment market has improved somewhat, prices for used tractors and trailers are
still significantly below historical levels. In addition, manufacturers have recently raised the prices of new
equipment significantly. If we continue to be unable to obtain favorable prices for our used equipment, or if
the cost of new equipment continues to increase, we will increase our depreciation expense or recognize less
gain (or a loss) on the disposition of our tractors and trailers. This has and may continue to adversely affect
our earnings and cash flows.
Ongoing insurance and claims expenses could significantly reduce our earnings.
We currently self-insure for a portion of our claims exposure for amounts up to the first $1.5 million
for each bodily injury or property damage claim, $750,000 for each workers’ compensation claim and
$100,000 for each cargo claim. We are also responsible for the first $500,000 in the aggregate for bodily
10
injury or property damage claims above our self-insured amounts. We maintain insurance for liabilities
above the amounts for which we self-insure, to certain limits. We completely self-insure for collision
damage to our own equipment. During 2002 and 2003, we experienced significant increases in costs
associated with adverse claims. If the number or severity of claims does not return to historical levels or
increases, our operating results will be adversely affected. In addition, the timing of the incurrence of these
costs may significantly impact our operating results for a particular quarter, as compared to the comparable
quarter in the prior year.
After several years of aggressive pricing, insurance carriers have begun to raise premiums for many
trucking companies. We experienced an increase of $500,000 in insurance premiums in 2003 and could
experience an additional increase in our insurance costs after our current coverage expires in October 2004. If
our insurance or claims expenses increase, and we are unable to offset the increase with higher freight rates,
our earnings could be materially and adversely affected.
Difficulty in attracting and retaining drivers could affect our profitability and ability to grow.
Periodically, the transportation industry experiences increased difficulty in attracting and retaining
qualified drivers, including independent contractors, resulting in intense competition for drivers. If we are
unable to continue to attract and retain drivers and contract with independent contractors, we could incur
higher driver recruiting and compensation expenses or be required to let trucks sit idle, which could
adversely affect our growth and profitability.
We have significant ongoing capital requirements that could affect our profitability if we are unable to
generate sufficient cash from operations.
The trucking industry is very capital intensive. If we are unable to generate sufficient cash from
operations in the future, we may have to limit our growth, enter into financing arrangements or operate our
revenue equipment for longer periods, any of which could have a material adverse affect on our profitability.
We depend on the proper functioning and availability of our information systems.
We depend on the proper functioning and availability of our communications and data processing
systems in operating our business. Our information systems are protected through physical and software
safeguards. However, they are still vulnerable to fire, storm, flood, power loss, telecommunications
failures, physical or software break-ins and similar events. We do not have a catastrophic disaster recovery
plan or a fully redundant backup system to protect against a loss of the data on many of our computer
systems. If any of our critical information systems fail or become otherwise unavailable, we would have to
perform the functions manually, which could temporarily impact our ability to manage our fleet efficiently,
to respond to customers’ requests effectively, to maintain billing and other records reliably and to bill for
services accurately or in a timely manner. Our business interruption insurance may be inadequate to protect
us in the event of a catastrophe. Any system failure, security breach or other damage could interrupt or
delay our operations, damage our reputation and cause us to lose customers.
New regulations regarding drivers’ hours of service could materially and adversely affect our operating
efficiency and increase costs.
The Federal Motor Carrier Safety Administration of the U.S. Department of Transportation issued a
final rule on April 24, 2003 that made several changes to the regulations governing hours of service for
drivers of commercial motor vehicles that carry freight. Truckload carriers were required to comply with the
new rules beginning on January 4, 2004. In general, the new rules are intended to increase safety by giving
drivers more opportunity to rest and sleep during each work cycle by, for example, increasing the minimum
off-duty time during each work cycle. Moreover, under the new rules, the maximum on-duty period after
which a driver may no longer drive has been shortened and may no longer be extended by time spent off
duty (such as meal stops and other rest breaks) once the on-duty period has begun. Therefore, delays during
a driver’s on-duty time (such as those caused by loading and unloading) may limit the driver’s available
hours behind the wheel. Shippers may be unable or unwilling to assist us in managing our drivers’ on-duty
time or to pay higher rates to compensate for our costs of complying with these regulations. This, and other
operational issues that the new rules may create, could increase our operating costs.
The engines used in our newer tractors are subject to new emissions control regulations, which may
substantially increase our operating expenses.
The Environmental Protection Agency recently adopted new emissions control regulations, which
require progressive reductions through 2007 in exhaust emissions from diesel engines manufactured on or
after October 1, 2002. Compliance with these regulations has increased the cost of our new tractors and
could substantially reduce equipment productivity and reliability, lower fuel mileage and increase our
operating expenses. Manufacturers have significantly increased new equipment prices, in part to meet new
11
engine design requirements imposed by these regulations. These adverse effects could increase our costs or
otherwise negatively affect our business or operations.
We depend on our major customers, the loss of one or more of which could have a material adverse effect on
our business.
A significant portion of our revenue is generated from our major customers. For 2003, our top five
customers accounted for approximately 24% of our revenue, our top 10 customers accounted for
approximately 39% of our revenue and our largest customer accounted for approximately 6% of our revenue.
Generally, we do not have long-term contracts with our major customers and we cannot assure you that our
customer relationships will continue as presently in effect. A reduction in or termination of our services by
one or more of our major customers could have a material adverse effect on our business and operating
results.
Seasonality and the impact of weather can affect our profitability.
Our tractor productivity generally decreases during the winter season because inclement weather
impedes operations and some shippers reduce their shipments. At the same time, operating expenses
generally increase, with fuel efficiency declining because of engine idling and harsh weather creating higher
accident frequency, increased claims and more equipment repairs.
If we are unable to retain our key executives, our business, financial condition and results of operations
could be harmed.
We are dependent upon the services of Robert M. Powell, our chief executive officer, and Jerry D.
Orler, our president. We do not maintain key-man life insurance on either of these executives. The loss of
their services could have a material adverse effect on our operations and future profitability. We must
continue to develop and retain a core group of managers if we are to realize our goal of expanding our
operations and continuing our growth.
We operate in a highly regulated industry and increased costs of compliance with, or liability for violation
of, existing or future regulations could have a material adverse effect on our business.
The U.S. Department of Transportation and various state agencies exercise broad powers over our
business, generally governing such activities as authorization to engage in motor carrier operations, safety,
insurance requirements and financial reporting. We may also become subject to new or more restrictive
regulations relating to fuel emissions, drivers’ hours in service and ergonomics. Our Canadian business
activities are subject to similar requirements imposed by the laws and regulations of the Dominion of
Canada and provincial laws and regulations. Compliance with such regulations could substantially reduce
equipment productivity and increase our operating expenses. Our company drivers and independent
contractors also must comply with the safety and fitness regulations promulgated by the Department of
Transportation, including those relating to drug and alcohol testing and hours-of-service. The
Transportation Security Administration of the U.S. Department of Homeland Security has recently adopted
regulations that will require all drivers who carry hazardous materials to undergo background checks by the
Federal Bureau of Investigation. While we have historically required all our drivers to obtain this
qualification, these new regulations could reduce the availability of qualified drivers, which could require us
to adjust our driver compensation package or let trucks sit idle. These regulations could also complicate the
process of matching available equipment with shipments that include hazardous materials, thereby increasing
the time it takes us to respond to customer orders and our empty miles. The Transportation Security
Administration has delayed implementation of these new regulations until April 1, 2004.
The U.S. Department of Transportation conducted a compliance review of our operations in late 2002
that revealed deficiencies in our safety and compliance program. The Department of Transportation
downgraded our safety rating from “Satisfactory” to “Conditional” on November 22, 2002, and our
“Satisfactory” rating was not reinstated until January 13, 2003, after we had taken corrective actions and the
Department of Transportation had completed a follow-up compliance review. As a result of this temporary
downgrade in our safety rating, we lost our authority to self-insure for cargo loss and damage claims and for
bodily injury and property damage claims from January 6, 2003 to January 13, 2003. During that period,
we were required to obtain first-dollar insurance for all amounts for which we had been self-insured. Future
failures to comply with Department of Transportation safety regulations or downgrades in our safety rating
could have a material adverse impact on our operations or financial condition. The loss of our ability to
self-insure for any significant period of time would materially increase our insurance costs. In addition, we
may experience difficulty in obtaining adequate levels of coverage in that event.
12
Our operations are subject to various environmental laws and regulations, the violation of which could result
in substantial fines or penalties.
We are subject to various environmental laws and regulations dealing with the handling of hazardous
materials and similar matters. We operate in industrial areas where truck terminals and other industrial
activities are located and where groundwater or other forms of environmental contamination could occur.
We also maintain bulk fuel storage and fuel islands at some of our facilities. Our operations involve the
risks of fuel spillage or seepage, environmental damage and hazardous waste disposal, among others. If we
are involved in a spill or other accident involving hazardous substances, or if we are found to be in violation
of applicable laws or regulations, it could have a material adverse effect on our business and operating
results. If we should fail to comply with applicable environmental regulations, we could be subject to
substantial fines or penalties and to civil and criminal liability.
We may be unable to successfully integrate businesses we acquire into our operations.
From time to time, we consider the possibility of acquiring smaller companies as a way to expand our
operations. Although we have not acquired any companies since 1999, it is possible that we will make
strategic acquisitions in the future, including acquisitions of companies that will allow us to accelerate the
expansion of our third party logistics and brokerage operations. Integrating businesses we acquire may
involve unanticipated delays, costs or other operational or financial problems. Successful integration of the
businesses we acquire will depend on a number of factors, including our ability to transition acquired
companies to our management information systems. In integrating businesses we acquire, we may not
achieve expected economies of scale or profitability or realize sufficient revenues to justify our investment.
We also face the risk that an unexpected problem at one of the companies we acquire will require substantial
time and attention from senior management, diverting management’s attention from other aspects of our
business.
Item 2.
PROPERTIES
Our executive offices and headquarters are located on 63 acres in Van Buren, Arkansas. This facility
consists of approximately 84,000 square feet of office space, 12,000 square feet of maintenance space, a
2,500 square foot dock, and training and driver housing space within two structures.
We own and operate several maintenance and driver facilities, including a 32-acre facility in West
Memphis, Arkansas, a 20-acre facility in Shreveport, Louisiana, a 44-acre facility in Butler Township, Ohio
and a ten-acre facility in Laredo, Texas. We own the land on which each of these four facilities is located,
except for three of the acres in West Memphis, Arkansas, which we lease under a long-term lease. We are
also holding for sale an eight-acre facility in Vandalia, Ohio that we no longer operate.
We lease a 10-acre facility containing a shop and transfer building in Bethel, Pennsylvania under a
lease expiring in November 2004 with two one-year renewal options and a 10-acre facility containing a shop
in Roanoke, Virginia under a lease expiring in January 2009 with an option to terminate the lease in January
2007. We also lease, on a month-to-month basis, an office facility in East Peoria, Illinois, and a parking
facility in Blue Island, Illinois.
We intend to increase the capacity of our current maintenance facilities, lease additional maintenance
facilities and expand our executive offices during 2004 and 2005.
Item 3.
LEGAL PROCEEDINGS
We are a party to routine litigation incidental to our business, primarily involving claims for personal
injury and property damage incurred in the transportation of freight. We maintain insurance covering
liabilities exceeding our self-insured retention levels resulting from bodily injury and property damage
claims. We believe these claims to be routine and immaterial to our financial position, although any
adverse results of any of these claims could materially affect our consolidated results of operations, financial
position or cash flows.
Item 4.
SUBMISSION OF MATTERS TO A VOTE OF SECURITY HOLDERS
The Company did not submit any matter to a vote of security holders during the fourth quarter of
the fiscal year covered by this Annual Report.
13
PART II
Item 5.
MARKET FOR REGISTRANT’S COMMON EQUITY AND RELATED
STOCKHOLDER MATTERS
Our common stock is quoted on the Nasdaq National Market under the symbol “USAK.” The
following table sets forth, for the periods indicated, the high and low closing prices of our common stock as
reported by the Nasdaq National Market.
Price Range
High
Low
Year ending December 31, 2003
Fourth Quarter ......................................................................................................................................................... $
Third Quarter............................................................................................................................................................
Second Quarter ........................................................................................................................................................
First Quarter .............................................................................................................................................................
Year ended December 31, 2002
Fourth Quarter ......................................................................................................................................................... $
Third Quarter............................................................................................................................................................
Second Quarter ........................................................................................................................................................
First Quarter .............................................................................................................................................................
Year ended December 31, 2001
Fourth Quarter ......................................................................................................................................................... $
Third Quarter............................................................................................................................................................
Second Quarter ........................................................................................................................................................
First Quarter .............................................................................................................................................................
11.97
11.96
9.30
8.24
7.75
11.35
13.35
14.00
11.40
8.55
7.75
7.75
$
$
$
9.89
9.00
7.05
6.25
5.70
6.80
10.25
10.95
6.70
7.00
6.30
5.06
On February 25, 2004, the last reported sale price of our common stock on the Nasdaq National
Market was $11.33 per share. As of February 25, 2004, there were approximately 196 owners of record of
our common stock.
Dividend Policy
We have not paid any dividends on our common stock to date and we do not anticipate paying any
dividends in the foreseeable future. We currently intend to retain all of our earnings, if any, for use in the
expansion and development of our business.
The following table provides information about our equity compensation plans as of December 31,
2003, including both stockholder approved plans and non-stockholder approved plans. The section entitled
“Compensation of Directors” in our proxy statement for the annual meeting of stockholders to be held on
May 5, 2004 contains a summary explanation of the Nonemployee Director’s Stock Option Plan, which has
been adopted without the approval of stockholders, and is incorporated herein by reference.
Number of Securities to
be Issued Upon
Exercise of
Outstanding Options,
Warrants and Rights
(a)
Weighted-average
Exercise Price of
Outstanding Options,
Warrants and Rights
(b)
159,700
19,000
$8.16
$6.15
Number of Securities
Remaining Available
for Future Issuance
Under Equity
Compensation Plans
(Excluding Securities
Reflected in Column (a))
(c)
--
--
Plan Category
Equity Compensation
Plans Approved by
Security Holders
Equity Compensation
Plans Not Approved
by Security Holders
14
Item 6.
SELECTED FINANCIAL DATA
You should read the following selected consolidated financial data and other operating information
along with “Item 7. Management’s Discussion and Analysis of Financial Condition and Results of
Operations” and “Item 8. Financial Statements and Supplementary Data.” We derived the selected
consolidated Statement of Income and Balance Sheet data as of and for each of the five years ended
December 31, 2003 from our audited financial statements.
SELECTED CONSOLIDATED FINANCIAL AND OPERATING INFORMATION
(in thousands, except per share data and key operating statistics)
Years ended December 31,
2003
2002
2001
2000
1999
Statements of Operations Data:
Base revenue....................................................$
Fuel surcharge..................................................
Total revenue.............................................. .
Operating expenses and costs:
Salaries, wages and employee benefits...............
Fuel and fuel taxes ........................................
Depreciation and amortization..........................
Operations and maintenance ............................
Purchased transportation.................................
Insurance and claims......................................
Operating taxes and licenses............................
Communications and utilities..........................
Other ...................................................... …
Total operating expenses and costs ...............
Operating income..............................................
Other expenses (income):
Interest expense.............................................
(Gain) loss on disposal of assets ......................
Other, net ....................................................
Total other expenses ..................................
Income before income taxes ................................
Income taxes....................................................
286,080
12,583
298,663
107,372
58,740
30,611
26,518
24,183
20,634
4,682
2,967
12,849
288,556
10,107
2,557
(743)
65
1,879
8,228
4,873
Net income......................................................$
3,355
Earnings per common share:
Basic ..........................................................$
Diluted........................................................$
0.36
0.36
Weighted average common shares outstanding:
Basic ..........................................................
Diluted........................................................
9,327
9,370
$
$
$
$
268,510
5,263
273,773
106,418
47,851
27,810
21,592
26,024
17,788
4,389
2,792
9,803
264,467
9,306
3,127
(166)
(22)
2,939
6,367
3,765
2,602
0.28
0.28
9,310
9,348
$ 244,396
8,045
252,441
$ 218,593
7,992
226,585
$ 166,091
272
166,363
107,609
49,551
26,418
22,617
10,728
13,489
4,013
2,624
8,906
245,955
6,486
4,344
511
(148)
4,707
1,779
692
1,087
0.12
0.12
9,236
9,279
$
$
$
91,454
49,303
26,793
19,402
2,862
14,318
4,248
2,802
9,608
220,790
70,198
28,205
18,592
13,722
553
7,987
3,005
2,000
6,265
150,527
5,795
15,836
5,408
150
82
5,640
155
61
94
0.01
0.01
9,254
9,260
1,655
(9)
(23)
1,623
14,213
5,571
8,642
0.93
0.92
9,324
9,354
$
$
$
$
$
$
15
Years ended December 31,
2003
2002
2001
2000
1999
Statements of Operations Data (continued):
Other Financial Data:
Capital expenditures, net(1).............................$
53,516
Key Operating Statistics:
Revenue per mile (2)......................................$
Average miles per tractor per week....................
Empty mile factor .........................................
Average number of tractors (3).........................
Total miles (loaded & empty) (in thousands) .....
Miles per tractor............................................
Average miles per trip (4) ...............................
Number of shipments.....................................
Unmanned tractor percentage(5)........................
1.236
2,341
8.97%
1,961
231,389
117,995
851
281,336
3.85%
$
$
33,058
$
27,044
$
32,533
$ 64,588
1.209
2,332
9.24%
1,882
222,079
118,001
859
253,063
5.89%
$
1.155
2,364
9.82%
1,751
211,602
120,846
852
231,002
1.20%
$
1.143
2,190
9.16%
1,740
191,318
109,953
880
199,611
9.20%
$
1.125
2,404
9.26%
1,223
147,594
120,682
908
147,484
4.50%
Balance Sheet Data:
Total assets.................................................. $
Long-term debt, including current portion..........
Stockholders’ equity......................................
222,549
85,146
77,496
$
188,851
68,595
74,092
$ 182,411
69,480
71,173
$ 189,919
78,528
69,981
$ 182,040
75,409
70,108
______________________
(1) Capital expenditures, net, as reported above, is based upon purchases of property and equipment for
cash and under capital lease arrangements less proceeds from the sale of property and equipment.
(2) Revenue per mile as reported above is based upon total revenue minus fuel surcharge divided by total
miles (loaded and empty).
(3) Average number of tractors as reported above is based upon company operated tractors plus owner-
operator tractors.
(4) Miles per trip as reported above is based upon loaded miles divided by the number of shipments using
company and owner-operator tractors (excluding purchased transportation shipments).
(5) Unmanned tractor percentage is the average percentage, for each month end during the year, of
company-owned tractors to which a driver is not assigned.
Item 7.
MANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION
AND RESULTS OF OPERATIONS
The following discussion should be read in conjunction with our consolidated financial statements and
notes thereto and other financial information that appears elsewhere in this report.
Overview
We derive the largest portion of our revenues from our traditional business of transporting truckload
quantities of general commodities in dry vans, as a medium-haul common carrier for shippers in a variety of
industries. These operations generated approximately 85% of our revenues, before fuel surcharge, in 2002
and approximately 82% during 2003. We also provide services for shippers pursuant to contracts that
require us to dedicate some of our tractors and trailers for the purpose of transporting freight over specified
routes on a regular schedule. In some cases, we are engaged by a shipper to assume operations that the
shipper previously conducted itself with a private fleet. In the third quarter of 2003, we began offering
regional freight service in selected geographic areas. Dedicated freight operations generated approximately
9% of our revenues, before fuel surcharge, in 2002, and our dedicated freight and regional operations
generated approximately 12% of our revenues, before fuel surcharge, during 2003.
Since 1998, we have also provided third party logistics and brokerage services. Third party logistics
services involve our managing a customer’s inbound or outbound freight, or both. In some cases, the
freight shipment may require a dry van truckload carrier, and in those cases, we may provide the freight
transport services using our equipment. Typically, however, multiple modes of transportation are required,
and our services include making arrangements for transportation by appropriate third parties. We also
16
provide traditional freight brokerage services, where we match a customer’s shipments with available
equipment of other truckload carriers. Our fees for third party logistics and brokerage services consists
primarily of the difference between the amounts we charge our customers, on a per mile basis, and the
amounts we pay to the third party carriers we engage, on our customer’s behalf, to move the freight. Third
party logistics and brokerage services represented approximately 6% of our revenues, before fuel surcharge,
in 2002 and 2003.
We anticipate that dedicated freight and regional freight operations, third party logistics and brokerage
services will become larger components of our business, although our traditional medium-haul common
carrier services will continue to provide the largest portion of our revenues.
Our major cash requirements include the recruitment and compensation of qualified drivers, the purchase
of tractors and trailers and the related costs of operating our business. These costs include diesel fuel and
related fuel taxes, insurance premiums, liabilities associated with self-insured claims and revenue equipment
maintenance. We have historically been successful mitigating the impact of increases in fuel prices by
adding fuel surcharges to our fees, which is a standard practice in our industry. Our financial results are also
affected by the market for new and used tractors and trailers as it affects the depreciation costs and residual
values relating to the equipment. The weather and the legal and regulatory environment are also significant
factors impacting our financial results.
Critical Accounting Policies
The preparation of financial statements in conformity with accounting principles generally accepted in
the United States requires management to make estimates and assumptions that affect the amounts reported
in the financial statements and accompanying notes. Actual results could differ from those estimates.
The most significant accounting policies and estimates that affect our financial statements include the
following:
• Revenue recognition based on relative transit time in each period and direct expenses as incurred.
A portion of the total revenue that we bill to the customer once a load is delivered is recognized in
each reporting period based on the estimated percentage of the delivery service that has been
completed at the end of the reporting period.
•
Selections of estimated useful lives and salvage values for purposes of depreciating tractors and
trailers. We operate a significant number of tractors and trailers in connection with our business.
We may purchase this equipment or acquire it under capital leases. We depreciate purchased
equipment on the straight-line method over the estimated useful life down to an estimated salvage
or trade-in value. We initially record equipment acquired under capital leases at the net present
value of the minimum lease payments and amortize it on the straight-line method over the lease
term. Depreciable lives of tractors and trailers range from three years to ten years. We estimate the
salvage value at the expected date of trade-in or sale based on the expected market values of
equipment at the time of disposal. We monitor used tractor and trailer values and adjust
depreciable lives, depreciation expense and salvage values of our tractors and trailers as necessary to
keep their values in line with expected market values at the time of disposal.
• Estimates of accrued liabilities for claims involving bodily injury, physical damage losses,
employee health benefits and workers’ compensation. We record both current and long-term claims
accruals at the estimated ultimate payment amounts based on individual case estimates. In making
the estimates we rely on past experience with similar claims, negative or positive developments in
the case and similar factors.
• Allowance for doubtful accounts. We extend credit to our customers in the normal course of
business. We perform ongoing credit evaluations and generally do not require collateral. We
maintain reserves for potential credit losses based upon our loss history and aging analysis. Such
losses have been within our expectations. Accounts receivable are comprised of a diversified
customer base that results in a lack of concentration of credit risk.
•
Stock based compensation. Stock based compensation to employees is accounted for based on the
intrinsic value method under Accounting Principles Board Opinion No. 25, Accounting for Stock
Issued to Employees (“APB 25”). Under APB 25, if the exercise price of employee stock options
equals the market price of the underlying stock on the grant date, no compensation expense is
recorded. We have adopted the disclosure - only provisions of Statement of Financial Accounting
Standards No. 123, Accounting for Stock-Based Compensation (“SFAS 123”).
17
We periodically re-evaluate these estimates and allocations as circumstances change. Together with the
effects of the matters discussed above, these factors may significantly impact our consolidated results of
operations, financial position and cash flow from period to period.
Results of Operations
Note Regarding Presentation
By agreement with our customers, and consistent with industry practice, we add a graduated surcharge
to the rates we charge our customers as diesel fuel prices increase above an industry-standard baseline price
per gallon. The surcharge is designed to approximately offset increases in fuel costs above the baseline.
Fuel prices are volatile, and the fuel surcharge increases our revenue at different rates for each period. We
believe that comparing operating costs and expenses to total revenue, including the fuel surcharge, could
provide a distorted comparison of our operating performance, particularly when comparing results for current
and prior periods. Therefore, we have excluded the fuel surcharge from revenue and, instead, taken it as a
credit against the fuel and fuel taxes line item in the table below. We believe that this presentation is a
more meaningful measure of our operating performance than a presentation comparing operating costs and
expenses to total revenue, including the fuel surcharge.
We do not believe that a reconciliation of the information presented on this basis and corresponding
information comparing operating costs and expenses to total revenue would be meaningful. Revenue data,
on both a total basis and excluding the fuel surcharge, is included in the consolidated statements of income
included in this report.
The following period-to-period comparisons should be read in conjunction with the following table and
the consolidated statement of income. Unless otherwise indicated, references to increases or decreases in
expense items refer to increases or decreases as a percentage of revenue, before fuel surcharge.
Revenues from our third party logistics and brokerage services have increased in recent periods. These
services do not typically involve the use of our tractors and trailers. Therefore, the increase in these revenues
tends to cause expenses related to our operations that do involve our equipment — including depreciation
and amortization expense, operations and maintenance expense, salaries, wages and employee benefits, and
insurance and claims expense — to decrease as a percentage of revenue. Since the increase in these revenues
generally affects all such expenses, as a percentage of revenue, we do not specifically mention it as a factor
in our discussion of increases or decreases in those expenses in the period-to-period comparisons below.
The following table sets forth the percentage relationship of certain items to operating revenues, before
fuel surcharge, for the years indicated:
18
Revenue, before fuel surcharge..............................
Operating expenses and costs:
Salaries, wages and employee benefits...............
Fuel and fuel taxes (1)....................................
Depreciation and amortization..........................
Operations and maintenance.............................
Purchased transportation .................................
Insurance and claims ......................................
Operating taxes and licenses ............................
Communications and utilities..........................
Other...........................................................
Operating income...............................................
Other expenses (income):
Interest expense.............................................
(Gain) loss on disposal of assets.......................
Other, net.....................................................
Income before income taxes..................................
Income tax expense.............................................
Net income .......................................................
______________________
(1)Net of fuel surcharge revenue
Year Ended December 31,
2003
100.0%
2002
100.0%
2001
100.0%
37.5
16.1
10.7
9.3
8.5
7.2
1.6
1.0
4.5
96.5
3.5
0.9
(0.3)
--
0.7
2.9
1.7
1.2%
39.6
15.9
10.4
8.0
9.7
6.6
1.6
1.0
3.7
96.5
3.5
1.2
(0.1)
--
1.1
2.4
1.4
1.0%
44.0
17.0
10.8
9.3
4.4
5.5
1.6
1.1
3.6
97.4
2.6
1.8
0.2
(0.1)
1.9
0.7
0.3
0.4%
Fiscal Year Ended December 31, 2003 compared to Fiscal Year Ended December 31, 2002
Operating revenue, before fuel surcharge, increased 6.5% from $268.5 million in 2002 to $286.1
million in 2003. This increase was due primarily to an increase of 4.2% in the average number of tractors
operated from 1,882 (including 74 owner-operators) in 2002 to 1,961 (including 42 owner-operators) in
2003, an increase in average rates per mile and a 9.1% increase in third party logistics and brokerage
revenues from $16.5 million in 2002 to $18.0 million in 2003. These effects were partially offset by a
decrease in the number of workdays from 253 in 2002 compared to 252 in 2003.
Average revenue per mile, before fuel surcharge, increased from $1.209 in 2002 to $1.236 in 2003 due
to an increase in the average rate per mile charged to customers and to a lesser extent an increase in third
party logistics and brokerage revenues. The number of shipments increased 11.2% from 253,063 in 2002 to
281,336 in 2003. The empty mile factor decreased from 9.24% of paid miles in 2002 to 8.97% of paid
miles in 2003. The decreased empty mile factor was primarily the result of improved freight demand in our
operating areas and, to a lesser extent, reduced quantities of inbound loads into areas where there were few
available outbound loads. We experienced a decrease in the percentage of unmanned tractors from 5.89% of
the fleet in 2002 to 3.85% of the fleet in 2003. The decrease in the percentage of unmanned tractors was
primarily the result of the number of drivers hired exceeding drivers lost through turnover.
The decrease in salaries, wages and employee benefits expense, as a percentage of revenue, was
primarily the result of our implementing a reduction in the drivers’ pay rate per mile in December 2002 and
a per diem pay program for drivers in April 2002, an increase in average revenue per mile, before fuel
surcharge, and a decrease in employee medical benefit expenses. Although the deductibility of per diem
payments is limited, there are certain tax benefits to drivers that allow us to decrease overall wages per mile
for those drivers who elect to receive the per diem payments. These effects were partially offset by a
decrease in the average number of owner-operators in our fleet from 74 in 2002 to 39 in 2003.
The increase in depreciation and amortization, as a percentage of revenue, expense was due to slightly
higher depreciation expense on tractors that we chose not to trade in accordance with our historical trade-in
cycle. See “Business_Revenue Equipment Acquisition Program.” The decrease in average number of
owner-operators also contributed to the increase.
The increase in operations and maintenance expense, as a percentage of revenue, was primarily due to
increased maintenance expense on tractors that we chose not to trade in accordance with our historical trade-
19
in cycle and, to a lesser extent, the decrease in the size of our owner-operator fleet. See “Business—Revenue
Equipment Acquisition Program.”
The decrease in purchased transportation expense was primarily due to the decrease in the size of our
owner-operator fleet. Owner-operators are independent contractors who provide their own tractors (including
tractor maintenance), fuel and most insurance and drive for the Company on a contract basis for a fixed rate
per mile that is higher than that paid to Company drivers, who are not directly responsible for these
expenses. This effect was partially offset by an increase in carrier expense for third party transportation
services incurred in connection with our third party logistics and brokerage services. All expenses associated
with our third party logistics and brokerage services and owner-operator fees comprise purchased
transportation expense.
The increase in insurance and claims expense was primarily due to an increase in adverse claims
accruals, and, to a lesser extent, an increase in liability, cargo and workers’ compensation insurance
premiums.
The increase in other costs was primarily due to an increase in recruiting expense to reduce the number
of unmanned tractors as described above.
Our effective tax rate increased from 59.1% in 2002 to 59.2% in 2003. The effective rates varied from
the statutory federal tax rate of 34% primarily due to state income taxes and certain non-deductible expenses
including a per diem pay structure that we implemented in April 2002. Due to the partially nondeductible
effect of per diem, our tax rate will fluctuate in future periods based on fluctuations in earnings and in the
number of drivers who elect to receive this pay structure.
Fiscal Year Ended December 31, 2002 compared to Fiscal Year Ended December 31, 2001
Operating revenues, before fuel surcharge, increased 9.9% from $244.4 million in 2001 to $268.5
million in 2002. This increase is due primarily to an increase of 7.5% in the average number of tractors
operated from 1,751 (including 25 owner-operators) in 2001 to 1,882 (including 74 owner-operators) in
2002 and to a 162.2% increase in third party logistics and brokerage revenues from $6.3 million for 2001 to
$16.5 million in 2002 and, to a lesser extent, the increase in the average rate per mile. Average revenue per
mile, excluding fuel surcharge, increased from $1.155 in 2001 to $1.209 in 2002 primarily due to the
increase in third party logistics and brokerage revenues and, to a lesser extent, an increase in the average rate
per mile charged. The number of shipments increased 9.6% from 231,002 in 2001 to 253,063 in 2002.
Miles per tractor per week decreased 1.4% from 2,398 in 2001 to 2,332 in 2002 primarily due to an increase
in the percentage of unmanned tractors from 1.20% of the fleet in 2001 to 5.89% of the fleet in 2002. The
increase in the percentage of unmanned tractors was primarily the result of an increase in the number of
company-owned tractors and driver turnover exceeding the number of drivers hired. The empty mile factor
decreased from 9.82% of paid miles in 2001 to 9.24% of paid miles in 2002. The decreased empty mile
factor was primarily the result of improved freight demand in our operating areas and, to a lesser extent,
reduced quantities of inbound loads into areas where there are few available outbound loads.
The decrease in salaries, wages and employee benefits costs was primarily the result of our
implementing a per diem pay program for our drivers during April 2002 and increases in the size of our
owner-operator fleet. The average number of owner-operators in our fleet increased from 25 in 2001 to 74 in
2002.
The decrease in fuel and fuel taxes costs was primarily due to a decrease in fuel prices and the increase
in the size of our owner-operator fleet.
The decrease in depreciation and amortization expense, as a percentage of revenue, was primarily the
result of the increase in the size of our owner-operator fleet. This decrease was partially offset by slightly
higher depreciation expense on tractors that we chose not to trade in accordance with our historical trade-in
cycle. See “Business--Revenue Equipment Acquisition Program.”
The decrease in operations and maintenance costs was primarily the result of the increase in the size of
our owner-operator fleet and a reduction in operations and maintenance costs per company-owned tractor.
We were able to reduce operations and maintenance costs per tractor by performing a greater percentage of
maintenance work at our terminal facilities and implementing more cost-effective methods for purchasing
tires and equipment parts.
The increase in purchased transportation costs was primarily due to an increase in carrier expense for
third party transportation services incurred in connection with our third party logistics and brokerage services
and an increase in the size of our owner-operator fleet.
20
The increase in insurance and claims costs was primarily due to an increase in liability, cargo and
workers’ compensation insurance premiums and, to a lesser extent, an increase in adverse claims accruals
from 2001 to 2002. These increases were partially offset by the increase in the size of our owner-operator
fleet.
Interest expense decreased from $4.3 million in 2001 to $3.1 million in 2002, resulting primarily from
interest rate decreases on our senior credit facility and, to a lesser extent, from a decrease in average
borrowings under our senior credit facility. See “Liquidity and Capital Resources.”
Our effective tax rate was 38.9% in 2001 and 59.1% in 2002. The effective rates varied from the
statutory federal tax rate of 34% primarily due to state income taxes and certain non-deductible expenses
including a per diem pay structure that we implemented during the second quarter of 2002. Due to the
nondeductible effect of per diem, our tax rate will fluctuate in future periods as earnings and the number of
drivers who elect to receive this pay structure fluctuate.
Seasonality
In the trucking industry generally, revenues decrease as customers reduce shipments during the winter
holiday season and as inclement weather impedes operations. At the same time, operating expenses
increase, due primarily to decreased fuel efficiency and increased maintenance costs. Future revenues could
be impacted if customers, particularly those with manufacturing operations, reduce shipments due to
temporary plant closings. Historically, many of our customers have closed their plants for maintenance or
other reasons during July and January.
Inflation
Although most of our operating expenses are inflation sensitive, with increases in inflation generally
resulting in increased operating costs and expenses, the effect of inflation on revenue and operating costs has
been minimal in recent years. The effect of inflation-driven cost increases on our overall operating costs are
not expected to be greater for us than for our competitors.
Fuel Availability and Cost
The motor carrier industry is dependent upon the availability of fuel. Fuel shortages or increases in
fuel taxes or fuel costs have adversely affected our profitability and will continue to do so. Fuel prices have
fluctuated widely and fuel taxes have generally increased in recent years. We have not experienced difficulty
in maintaining necessary fuel supplies and in the past we generally have been able to partially offset
increases in fuel costs and fuel taxes through increased freight rates and through a fuel surcharge that
increases incrementally as the price of fuel increases above a certain baseline price. Typically, we are not
able to fully recover increases in fuel prices through rate increases and fuel surcharges. We do not have any
long-term fuel purchase contracts and we have not entered into any other hedging arrangements that protect
us against fuel price increases. Overall, we experienced higher fuel prices per gallon in 2003 than in 2002
and 2001.
Off-Balance Sheet Arrangements
We do not currently have any off-balance sheet arrangements that have or are reasonably likely to have
a material current or future effect on our financial condition, revenues or expenses, results of operations,
liquidity, capital expenditures or capital resources. From time to time we may enter into operating leases
that would not be reflected in our balance sheet.
Liquidity and Capital Resources
The continued growth of our business has required significant investments in new equipment. We
have financed new tractor and trailer purchases with cash flows from operations, the proceeds from sales or
trades of used equipment, borrowings under the senior credit facility and capital lease-purchase arrangements.
We have historically met our working capital needs with cash flows from operations and with borrowings
under the senior credit facility. We use the senior credit facility to minimize fluctuations in cash flow needs
and to provide flexibility in financing revenue equipment purchases. Cash flows from operations were
$36.9 million for 2003 and $32.9 million for 2002.
On April 28, 2000, we signed a senior credit facility, which we amended on March 30, 2001, June 17,
2003, December 30, 2003 and January 31, 2004. The senior credit facility, as amended, provides a working
capital line of credit of $75.0 million, including letters of credit not exceeding $10.0 million. Bank of
America, N.A. is the agent bank and SunTrust Bank, U.S. Bank and Regions Bank are participants in the
senior credit facility. As of December 31, 2003, approximately $29.7 million was available under the senior
credit facility. The senior credit facility matures on April 30, 2007. At any time prior to April 30, 2007,
subject to certain conditions, we have the option to convert the balance outstanding on the senior credit
21
facility to a four-year term loan requiring 48 equal monthly principal payments plus interest. The senior
credit facility bears variable interest based on the lender’s prime rate, the federal funds rate plus a certain
percentage or LIBOR plus a certain percentage, which is determined based on our attainment of certain
financial ratios. The effective interest rate on our borrowings under the credit facility for the year ended
December 31, 2003 was 2.81%. We have hedged a portion of our exposure to the volatility in variable
interest rates by entering into an interest rate swap agreement effective March 27, 2003, on a notional
amount of $10 million. See “Item 7A. Quantitative and Qualitative Disclosures about Market Risk.” A
quarterly commitment fee is payable on the unused credit line at a rate which is determined based on our
attainment of certain financial ratios. As of December 31, 2003 the rate was 0.20%. This credit facility is
collateralized by accounts receivable and otherwise unencumbered tractors, trailers and other equipment.
On December 31, 2003, we had debt obligations of approximately $85.1 million, including amounts
borrowed under the senior credit facility and approximately $51.7 million of capital lease commitments.
Approximately $10.8 million of these debt obligations were current obligations. During the year ended
December 31, 2003, the Company made borrowings under the senior credit facility and lease commitments
of $118.4 million, while retiring $101.7 million in debt under these facilities. The borrowings had an
average interest rate of approximately 2.8% while the retired debt had an average interest rate of
approximately 3.4%.
During the year ended December 31, 2003, we made $64.6 million in capital expenditures including
equipment purchases under capital lease arrangements, $62.8 million of which we used for revenue
equipment and the balance of $1.8 million we used for maintenance and office equipment, facility
improvements and for the purchase of a maintenance facility in Laredo, Texas.
We plan significant capital expenditures throughout 2004, primarily to modernize our aging revenue
equipment fleet, which has become increasingly expensive to operate. At December 31, 2003, we planned
to make approximately $112.7 million in capital expenditures during 2004. We were committed to spend
$68.2 million and budgeted to spend an additional $34.8 million of this amount for revenue equipment in
2004. We expect to use the balance of our planned capital expenditures for 2004, in the amount of
approximately $9.7 million, for facility improvements and maintenance and office equipment. We can
cancel these commitments to purchase revenue equipment upon advance notice. We believe that the
proceeds of our traditional sources of capital will be sufficient to fund the expenditures we anticipate making
in 2004. We restructured the senior credit facility to meet our future expenditure needs and may consider
additional financing sources, possibly including public or private offerings of securities.
The following table represents the Company’s outstanding contractual obligations at December 31,
2003, excluding letters of credit:
Payments Due By Period
(in thousands)
Contractual Obligations:
Long-term debt obligations (1)..... $
Capital lease obligations (2).............
Purchase obligations(3) ..............
Total
$
______________________
Total
2004
2005-2006
2007-2008
Thereafter
33,484
54,663
68,236
156,383
$
$
--
13,041
68,236
81,277
$
$
--
28,107
--
28,107
$
$
33,484
13,515
--
46,999
$
$
--
--
--
--
(1) Long-term debt obligations consist of our senior credit facility that matures on April 30, 2007 as
described above.
(2) Capital lease obligations in this table include interest payments not included in the balance sheet.
(3) Purchase obligations are cancelable by us contingent upon advance notice.
New Accounting Pronouncements
See “Item 8. Financial Statements and Supplementary Data--Note 1. to the Financial Statements:
New Accounting Pronouncements.”
Item 7A.
QUANTITATIVE AND QUALITATIVE DISCLOSURE ABOUT MARKET RISK
In an effort to manage the risks associated with changing interest rates, we entered into an interest rate
swap agreement effective March 27, 2003 on a notional amount of $10 million. The transaction is intended
to provide interest rate protection for us by creating an interest rate neutral position by specifically matching
notional amounts, maturity dates and interest rate indices, and does not provide us with any additional
22
borrowing capacity. We believe that the effect, if any, of reasonably possible near-term changes in interest
rates on our financial position, results of operations, and cash flows should not be material.
All customers are required to pay for our services in U.S. dollars. Although the Canadian Government
makes certain payments, such as tax refunds, to us in Canadian dollars, any foreign currency exchange risk
associated with such payments is not material.
Item 8.
FINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
USA TRUCK, INC.
ANNUAL REPORT ON FORM 10-K
YEAR ENDED DECEMBER 31, 2003
INDEX TO FINANCIAL STATEMENTS
Report of Ernst & Young LLP, Independent Auditors ......................................................................
Consolidated Balance Sheets as of December 31, 2003 and 2002.........................................................
Consolidated Statements of Income for the years ended December 31, 2003, 2002 and 2001 ....................
Consolidated Statements of Stockholders’ Equity for the years ended December 31, 2003, 2002 and 2001..
Consolidated Statements of Cash Flows for the years ended December 31, 2003, 2002 and 2001 ..............
Notes to Consolidated Financial Statements....................................................................................
Page
24
25
26
27
28
29
23
REPORT OF ERNST & YOUNG LLP, INDEPENDENT AUDITORS
The Board of Directors and Shareholders
USA Truck, Inc.
We have audited the accompanying consolidated balance sheets of USA Truck, Inc. as of
December 31, 2003 and 2002, and the related consolidated statements of income,
stockholders’ equity, and cash flows for each of the three years in the period ended December
31, 2003. Our audits also included the financial statement schedule listed in the Index at Item
14(d). These financial statements and schedule are the responsibility of the Company’s
management. Our responsibility is to express an opinion on these financial statements and
schedule based on our audits.
We conducted our audits in accordance with auditing standards generally accepted in the United
States. Those standards require that we plan and perform the audit to obtain reasonable
assurance about whether the financial statements are free of material misstatement. An audit
includes examining, on a test basis, evidence supporting the amounts and disclosures in the
financial statements. An audit also includes assessing the accounting principles used and
significant estimates made by management, as well as evaluating the overall financial
statement presentation. We believe that our audits provide a reasonable basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material
respects, the consolidated financial position of USA Truck, Inc. at December 31, 2003 and
2002, and the consolidated results of its operations and its cash flows for each of the three
years in the period ended December 31, 2003, in conformity with accounting principles
generally accepted in the United States. Also, in our opinion, the related financial statement
schedule, when considered in relation to the basic financial statements taken as a whole,
presents fairly in all material respects the information set forth therein.
ERNST & YOUNG LLP
Tulsa, Oklahoma
January 29, 2004
24
USA Truck, Inc.
CONSOLIDATED BALANCE SHEETS
Assets
Current assets:
Cash and cash equivalents ................................................................$
Accounts receivable:
Trade, less allowance for doubtful accounts of
December 31,
2003
2002
1,323,034 $
1,237,698
$329,736 in 2003 and $268,862 in 2002.......................................
Other............................................................................................
Inventories.....................................................................................
Deferred income taxes (Note 7)..........................................................
Prepaid expenses and other current assets (Note 2).................................
Total current assets ..............................................................................
32,646,903
3,161,872
425,155
2,776,069
5,207,638
45,540,671
26,630,317
819,259
478,567
2,326,263
3,894,984
35,387,088
Property and equipment (Notes 5 and 6):
Land and structures .........................................................................
Revenue equipment.........................................................................
Service, office and other equipment....................................................
Accumulated depreciation and amortization..........................................
Other assets........................................................................................
Total assets ........................................................................................$
24,624,741
205,053,379
16,233,037
245,911,157
(69,116,906)
176,794,251
214,143
23,966,270
186,690,228
16,585,111
227,241,609
(73,984,708)
153,256,901
207,071
222,549,065 $ 188,851,060
Liabilities and stockholders’ equity
Current liabilities:
Bank drafts payable.........................................................................$
Trade accounts payable.....................................................................
Current portion of insurance and claims accruals...................................
Accrued expenses (Note 3)................................................................
Current maturities of long-term debt (Note 5).......................................
Total current liabilities .........................................................................
1,043,004 $
11,736,585
8,428,145
10,907,890
10,846,634
42,962,258
Long-term debt, less current maturities (Notes 5 and 6)..............................
Deferred income taxes (Note 7)...............................................................
Insurance and claims accruals, less current portion .....................................
74,299,524
24,757,047
3,034,171
Commitments and contingencies (Notes 6 and 12)
Stockholders’ equity (Note 10):
Preferred Stock, $.01 par value; 1,000,000 shares
authorized; none issued.................................................................
Common Stock, $.01 par value; 16,000,000 shares authorized;
issued 9,332,546 shares in 2003 and 9,324,908 shares in 2002 ...........
Additional paid-in capital.................................................................
Retained earnings............................................................................
Less treasury stock, at cost (433 shares in 2003 and
6,255 shares in 2002) ...................................................................
Accumulated other comprehensive (loss) .............................................
Total stockholders’ equity.....................................................................
77,496,065
74,091,584
Total liabilities and stockholders’ equity..................................................$
See accompanying notes.
222,549,065 $ 188,851,060
25
1,609,832
3,274,787
6,662,503
7,572,727
19,143,501
38,263,350
49,451,248
24,189,413
2,855,465
--
--
--
--
93,325
11,458,084
65,978,652
93,249
11,409,738
62,623,933
(2,446)
(31,550)
(35,336)
--
USA Truck, Inc.
CONSOLIDATED STATEMENTS OF INCOME
Year Ended December 31,
2002
2003
2001
Revenue:
Base revenue...........................................................$ 286,080,054
12,582,817
Fuel surcharge.........................................................
298,662,871
$ 268,509,770
5,263,329
273,773,099
$ 244,396,402
8,044,943
252,441,345
Operating expenses and costs:
Salaries, wages and employee benefits (Note 8) .............
Fuel and fuel taxes...................................................
Depreciation and amortization ....................................
Operations and maintenance.......................................
Purchased transportation............................................
Insurance and claims.................................................
Operating taxes and licenses.......................................
Communications and utilities ....................................
Other.....................................................................
Operating income .........................................................
Other expenses (income):
Interest expense .......................................................
(Gain) loss on disposal of assets.................................
Other, net...............................................................
Income before income taxes............................................
Income tax expense (Note 7):
Current ..................................................................
Deferred .................................................................
Net income..................................................................$
Net income per share (Notes 9 and 10):
Basic earnings per share ............................................$
Diluted earnings per share..........................................$
See accompanying notes.
107,371,893
58,740,294
30,610,962
26,518,205
24,182,983
20,633,904
4,681,699
2,967,415
12,848,704
288,556,059
10,106,812
106,417,640
47,850,681
27,810,446
21,592,134
26,023,697
17,787,730
4,389,521
2,791,773
9,803,185
264,466,807
9,306,292
107,609,237
49,551,052
26,418,261
22,616,695
10,728,242
13,489,023
4,013,314
2,623,892
8,905,508
245,955,224
6,486,121
2,556,937
(742,675)
65,138
1,879,400
8,227,412
4,734,779
137,914
4,872,693
3,354,719
0.36
0.36
$
$
$
3,127,095
(165,836)
(22,245)
2,939,014
6,367,278
1,717,805
2,047,639
3,765,444
2,601,834
0.28
0.28
$
$
$
4,343,932
510,942
(148,199)
4,706,675
1,779,446
380,116
312,119
692,235
1,087,211
0.12
0.12
26
USA Truck, Inc.
CONSOLIDATED STATEMENTS OF STOCKHOLDERS' EQUITY
Accumulated
Other
Treasury Comprehensive
Stock
Loss
Total
8
$ (365,286) $
Common Stock
Par
Value
Shares
Balance at January 1, 2001............ 9,282,889 $ 92,829 $
Exercise of stock options
Additional
Paid-in
Capital
11,318,28
0
Retained
Earnings
58,934,88
$
(Note 10)..............................
19,804
198
39,333
Sale of 10,700 shares of
treasury to employee stock
purchase plan............................
Retirement of 35,000 shares
of treasury stock........................
Net income for 2001 ...................
--
--
--
(35,000)
--
(350)
--
(219,107)
Balance at December 31, 2001....... 9,267,693
Exercise of stock options
92,677
11,138,50
6
(Note 10)..............................
57,215
572
239,363
Sale of 7,880 shares of
treasury to employee stock
purchase plan............................
Net income for 2002 ...................
--
--
--
--
Balance at December 31, 2002....... 9,324,908
Exercise of stock options
93,249
31,869
--
11,409,73
8
(Note 10)..............................
7,638
76
29,862
Sale of 5,822 shares of
treasury to employee stock
purchase plan............................
--
--
18,484
11,458,08
Subtotal .............................. 9,332,546
93,325
Net income for 2003 ...................
Fair value of interest rate swap, net
of taxes of $20,086....................
Total accumulated other
comprehensive income ..........
--
--
--
--
4
--
--
--
--
--
1,087,211
60,022,09
9
--
--
2,601,834
62,623,93
3
--
--
--
66,023
219,457
--
(79,806)
--
44,470
--
(35,336)
--
32,890
62,623,93
3
(2,446)
3,354,719
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
--
$69,980,711
39,531
66,023
--
1,087,211
71,173,476
239,935
76,339
2,601,834
74,091,584
29,938
51,374
74,172,896
3,354,719
(31,550)
(31,550)
3,323,169
Balance at December 31, 2003....... 9,332,546
See accompanying notes.
$ 93,325 $
11,458,08
65,978,65
$
2
4
$
(2,446) $
(31,550) $77,496,065
27
USA Truck, Inc.
CONSOLIDATED STATEMENTS OF CASH FLOWS
Operating activities
Net income................................................................. $
Adjustments to reconcile net income to net cash
provided by operating activities:
Depreciation and amortization ................................
Provision for doubtful accounts..............................
Deferred income taxes...........................................
(Gain) loss on disposal of property and equipment.....
Changes in operating assets and liabilities:
Accounts receivable..........................................
Inventories, prepaid expenses and other
Year Ended December 31,
2003
2002
2001
3,354,719
$
2,601,834
$
1,087,211
30,610,962
173,200
137,914
(742,675)
27,810,446
42,100
2,047,639
(165,836)
26,418,261
36,000
312,119
510,942
(8,532,399)
1,400,182
4,945,349
current assets ...............................................
(1,259,242)
(1,500,862)
1,710,568
Bank drafts payable, trade accounts payable and
accrued expenses...........................................
Insurance and claims accruals - long-term.............
Net cash provided by operating activities .........................
12,944,139
178,706
36,865,324
378,862
327,100
32,941,465
1,251,992
(281,849)
35,990,593
Investing activities
Purchases of property and equipment...............................
Proceeds from sale of property and equipment...................
Change in other assets..................................................
Net cash used by investing activities...............................
Financing activities
Borrowings under credit agreement .................................
Principal payments on credit agreement ...........................
Proceeds from the exercise of stock options......................
Proceeds from sale of treasury stock................................
Principal payments on capitalized lease obligations............
Net cash used by financing activities...............................
(34,536,646)
11,117,150
(7,072)
(23,426,568)
(17,706,368)
1,538,105
(52,776)
(16,221,039)
(27,430,902)
13,710,855
296,820
(13,423,227)
88,270,000
(79,700,000)
29,938
51,374
(22,004,732)
(13,353,420)
60,609,000
(61,695,000)
239,935
76,339
(16,689,230)
(17,458,956)
106,513,000
(115,420,000)
39,531
66,023
(13,464,422)
(22,265,868)
Increase (decrease) in cash and cash equivalents .................
Cash and cash equivalents:
85,336
(738,530)
301,498
Beginning of year ...................................................
End of year............................................................ $
1,237,698
1,323,034
$
1,976,228
1,237,698
$
1,674,730
1,976,228
See accompanying notes.
28
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
December 31, 2003
1. Summary of Significant Accounting Policies
Description of Business
USA Truck, Inc. (the “Company”), operates as a dry van truckload carrier transporting
general commodities throughout the continental United States and between locations in the
United States and Quebec and Ontario, Canada. The Company also transports freight into
Mexico by transferring our trailers to tractors operated by trucking companies that operate in
Mexico, with which we have contracts, at our facility in Laredo, Texas.
Principles of Consolidation
The consolidated financial statements include the accounts of the Company and its wholly
owned subsidiary. All intercompany accounts and significant intercompany transactions have
been eliminated in consolidation.
Cash Equivalents
The Company considers all highly liquid investments with a maturity of three months or less
when purchased to be cash equivalents. The carrying amount reported in the balance sheet for
cash and cash equivalents approximates its fair value.
Accounts Receivable and Concentration of Credit Risk
The Company extends credit to its customers in the normal course of business. The Company
performs ongoing credit evaluations and generally does not require collateral. The Company
maintains reserves for potential credit losses based upon its loss history and its aging analysis.
Such losses have been within management’s expectations. Accounts receivable are comprised
of a diversified customer base that results in a lack of concentration of credit risk.
Use of Estimates
The preparation of financial statements in conformity with accounting principles generally
accepted in the United States requires management to make estimates and assumptions that
affect the amounts reported in the financial statements and accompanying notes. Actual
results could differ from those estimates.
Inventories
Inventories consist of tires, fuel and supplies and are stated at the lower of cost (first-in, first-
out basis) or market.
Income Taxes
Deferred income taxes reflect the net tax effects of temporary differences between the
carrying amounts of assets and liabilities for financial reporting purposes and the amounts used
for income
29
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
1. Summary of Significant Accounting Policies (continued)
tax purposes. Significant components of the Company’s deferred tax liabilities and assets
include temporary differences relating to depreciation, capitalized leases and certain revenues
and expenses.
Property and Equipment
Property and equipment is recorded at cost. For financial reporting purposes, the cost of such
property is depreciated principally by the straight-line method using the following estimated
useful lives: structures - 5 to 39.5 years; revenue equipment - 3 to 10 years; and service, office
and other equipment - 3 to 20 years. Gains and losses on asset sales are reflected in the year
of disposal. Trade-in allowances in excess of book value of revenue equipment are accounted
for by adjusting the cost of assets acquired. Tires purchased with revenue equipment are
capitalized as a part of the cost of such equipment, with replacement tires being inventoried
and expensed when placed in service.
Because of a depressed used equipment market, the Company extended the useful lives and
reduced the salvage value on those tractors that the Company would have traded in 2002 under
normal used tractor market conditions. These extended lives (60 months) and reduced salvage
values (14% of original cost of equipment) yielded an increased depreciation charge to pre-tax
earnings in 2002 of approximately $400,000. Extending the lives of tractors resulted in
increased maintenance costs in 2002 and 2003. The Company instituted an aggressive trade
schedule in 2003 and plans to continue an aggressive trade schedule in 2004 to reduce the
average age of the tractor fleet and to resume trading most tractors within 42 months from
the date of purchase as the Company did prior to 2002. As the average age of the tractor
fleet decreases, these additional maintenance costs should decrease as well.
Claims Liabilities
The Company is self-insured up to certain limits for bodily injury, property damage, workers'
compensation, and cargo loss and damage claims. Provisions are made for both the estimated
liabilities for known claims as incurred and estimates for those incurred but not reported.
Beginning October 1, 2003, the Company’s self-insurance retention levels were $750,000 for
workers’ compensation claims per occurrence and $100,000 for cargo loss and damage claims
per occurrence. For bodily injury and property damage claims, the Company’s self-insurance
retention level on that date was $1.5 million per occurrence. The Company is also
responsible for the first $500,000 of damages, in the aggregate, above its self-insured retention
levels for bodily injury and property damage claims. The Company is completely self-insured
for physical damage to its own tractors and trailers, except that the Company carries
catastrophic physical damage coverage to protect against natural disasters. For medical
benefits, the Company self-insures up to $250,000 per claim per year with an aggregate claim
exposure limit determined by its year-to-date claims experience and its number of covered
lives. The Company maintains insurance above the amounts for which it self-insures, t o
certain limits, with licensed insurance carriers. The Company has excess general, auto and
employer’s liability coverage in amounts substantially exceeding minimum legal requirements,
and the Company believes this coverage is sufficient to protect against material loss.
Insurance carriers have recently raised premiums for many
30
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
1. Summary of Significant Accounting Policies (continued)
businesses, including trucking companies. As a result, the Company’s insurance and claims
expense could increase, or the Company could raise its self-insured retention when the policies
are renewed. The Company believes that its policy of self-insuring up to set limits, together
with its safety and loss prevention programs, are effective means of managing insurance costs.
Revenue Recognition
Revenues are recognized based on relative transit time in each period and direct expenses are
expensed as incurred.
Advertising Costs
The Company expenses advertising costs as incurred. Total advertising costs for the periods
ended December 31, 2003, 2002 and 2001 were approximately $3,327,000, $2,345,000, and
$1,337,000, respectively.
Stock Based Compensation
Stock based compensation to employees is accounted for based on the intrinsic value method
under Accounting Principles Board Opinion No. 25, Accounting for Stock Issued to Employees
(“APB 25”). Under APB 25, if the exercise price of employee stock options equals the
market price of the underlying stock on the grant date, no compensation expense is recorded.
The Company has adopted the disclosure-only provisions of Statement of Financial
Accounting Standards No. 123, Accounting for Stock-Based Compensation (“SFAS 123”).
Since the Company has adopted the disclosure-only provisions of SFAS 123, no compensation
cost has been recognized for the stock option plans. Had compensation cost for the
Company’s stock option plan been determined based on the fair value at the grant date for
awards in 2003, 2002 and 2001 consistent with the provisions of SFAS 123, the Company’s
pro forma net income would have been as follows:
2003
2002
2001
Net income, as reported
Pro forma expense, net of tax
Pro forma net income
Basic earnings per share, as reported $
$
Pro forma basics earnings per share
$
Diluted earnings per share, as
reported
Pro forma diluted earnings per share $
99,167
70,385
$ 3,354,719 $ 2,601,834 $ 1,087,211
117,772
969,439
0.12
0.10
0.12
$ 3,284,334 $ 2,502,667 $
0.28 $
0.27 $
0.28 $
0.36 $
0.35 $
0.36 $
0.35 $
0.27 $
0.10
Earnings Per Share
Earnings per share amounts are computed based on Financial Accounting Standards Board
Statement No. 128, Earnings per Share. Basic earnings per share is computed based on the
weighted average number of shares of common stock outstanding during the year excluding
any
31
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
1. Summary of Significant Accounting Policies (continued)
dilutive effects of options. Diluted earnings per share is computed by adjusting the weighted
average shares outstanding by common stock equivalents attributable to dilutive stock options.
Reclassifications
Certain reclassifications have been made in the prior year’s financial statements to conform
to the current year’s presentation.
New Accounting Pronouncements
In April of 2003, the Financial Accounting Standards Board issued Statement No. 149,
Amendment of Statement 133 on Derivative Instruments and Hedging Activities (“SFAS
149”). SFAS 149 amends and clarifies financial accounting and reporting for derivative
instruments, including certain derivative instruments embedded in other contracts (collectively
referred to as derivatives) and for hedging activities under SFAS 133, Accounting for Derivative
Instruments and Hedging Activities (“SFAS 133”). SFAS 149 is effective for contracts entered into
or modified after June 30, 2003 and did not have an impact on the Company’s financial
statements and related disclosures.
In May of 2003, the Financial Accounting Standards Board issued Statement No. 150,
Accounting for Certain Financial Instruments with Characteristics of Both Liabilities and
Equity (“SFAS 150”). SFAS 150 establishes standards for how an issuer classifies and measures
certain financial instruments with characteristics of both liabilities and equity. It requires that
an issuer classify a financial instrument that is within its scope as a liability (or asset in some
circumstances). Many of those instruments were previously classified as equity. This
statement is effective for financial instruments entered into or modified after May 31, 2003
and otherwise effective at the beginning of the first interim period beginning after June 15,
2003. Adoption of this statement did not have an impact on the Company’s financial
statements and related disclosures.
In March of 2003, the Financial Accounting Standards Board issued Interpretation No. 46,
Consolidation of Variable Interest Entities, an Interpretation of Accounting Research Bulletin
No. 51 (“FIN 46”). FIN 46 addresses consolidation by business enterprises of variable interest
entities. FIN 46 is effective for variable interest entities commonly referred to as special
purpose entities, for periods ending after December 15, 2003, and for all other types of
entities for periods ending after March 15, 2004. The adoption of FIN 46 did not have a
significant impact on the Company’s financial statements and related disclosures.
In November 2002, the Financial Accounting Standards Board issued FASB Interpretation No.
45, Guarantor’s Accounting and Disclosure Requirements for Guarantees, Including Indirect
Guarantees of Indebtedness of Others, an interpretation of FASB Statements No. 5, 57, and
107 and rescission of FASB Interpretation No. 3 4 (“FIN 45”). FIN 45 requires that a
guarantor recognize, at the inception of a guarantee, a liability for the fair value of the
obligation undertaken by issuing the guarantee and requires additional disclosures to be made by
a guarantor in its interim and annual financial statements about its obligations under certain
guarantees it has issued. The adoption of FIN 45 did not have an impact on the Company’s
financial statements and related disclosures.
32
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
2. Prepaid Expenses and Other Current Assets
Prepaid expenses and other current assets consist of the following:
Prepaid licenses and taxes ..................................................$
Prepaid insurance...............................................................
Other.................................................................................
$
December 31,
2003
1,901,889 $
2,379,318
926,431
5,207,638 $
2002
1,500,393
1,919,645
474,946
3,894,984
3. Accrued Expenses
Accrued expenses consist of the following:
Salaries, wages, bonuses and employee benefits...................$
Income tax payable............................................................
Other.................................................................................
3,458,511 $
2,274,721
5,174,658
$ 10,907,890 $
2003
2002
3,015,258
277,138
4,280,331
7,572,727
December 31,
4. Derivative Financial Instruments
The Company records derivative financial instruments in the balance sheet as either an asset
or liability at fair value, with classification as current or long-term depending on the duration
of the instrument.
Changes in the derivative instrument’s fair value must be recognized currently in earnings
unless specific hedge accounting criteria are met. For cash flow hedges that meet the criteria,
the derivative instrument’s gains and losses, to the extent effective, are recognized in
accumulated other comprehensive income and reclassified into earnings in the same period
during which the hedged transaction affects earnings.
Effective March 27, 2003, the Company entered into an interest rate swap agreement with a
notional amount of $10 million. Under this swap agreement, the Company pays a fixed rate
of 1.99%, while receiving a floating rate equal to the “3-month” LIBOR as of the second
London Business Day prior to each floating rate reset date. This interest rate swap agreement
terminates on March 27, 2005.
The Company designated the $10 million interest rate swap as a cash flow hedge of its
exposure to variability in future cash flow resulting from the interest payments indexed to the
"3-month" LIBOR. Changes in future cash flows from the interest rate swap will offset
changes in interest payments on the first $10 million of the Company's current Senior Credit
Facility or future “3-month” LIBOR-based borrowings that reset on the second London
Business Day prior to the start of the next interest period. The fair value of the swap
agreement was a liability on December 31, 2003 of $0.05 million.
33
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
4. Derivative Financial Instruments (continued)
The Company reported no gain or loss for the year ended December 31, 2003 as a result of
hedge ineffectiveness, other derivative instruments’ gain or loss or the discontinuance of a
cash flow hedge. Future changes in the swap arrangement including termination of the swap
agreement, swap notional amount, hedged portion or forecasted Credit Agreement borrowings
below $10 million may result in a reclassification of any gain or loss reported in other
comprehensive income into earnings.
This interest rate swap agreement meets the specific hedge accounting criteria of SFAS 133.
The effective portion of the cumulative gain or loss will be reported as a component of
accumulated other comprehensive income or loss in stockholders’ equity and will be
reclassified into current earnings by March 27, 2005, the termination date for this swap
agreement.
The measurement of hedge effectiveness is based upon a comparison of the floating-rate
component of the swap and the hedged floating-rate cash flows on the underlying liability.
The calculation of ineffectiveness involves a comparison of the present value of the
cumulative change in the expected future cash flows on the variable component of the swap
and the present value of the cumulative change in the expected future interest cash flows on
the floating-rate liability.
5. Long-term Debt
Long-term debt consists of the following:
Revolving credit agreement (1)........................................ $ 33,484,000
51,662,158
Capitalized lease obligations (2) .......................................
85,146,158
10,846,634
$ 74,299,524
Less current maturities.....................................................
$ 24,914,000
43,680,749
68,594,749
19,143,501
$ 49,451,248
December 31,
2003
2002
(1) The Company's revolving credit agreement (the Senior Credit Facility), effective April 28, 2000,
and amended on March 30, 2001, June 17, 2003, December 30, 2003 and January 31, 2004
provides for available borrowings of $75,000,000, including letters of credit not exceeding
$10,000,000. Availability may be further reduced by a borrowing base limit as defined in the
agreement. At December 31, 2003, the Company had approximately $29,717,000 availability
under the facility. The Senior Credit Facility matures on April 30, 2007, prior to which time,
subject to certain conditions, the remaining balance may be converted at any time at the Company's
option to a term loan requiring forty-eight equal monthly principal payments plus interest. The
facility can also be increased to $90,000,000 at the Company’s option, but the current lenders are
under no obligation to extend more credit. The credit facility bears variable interest based on the
lenders prime rate, or federal funds rate plus a certain percentage or LIBOR plus a certain
percentage, which is determined based on the Company’s attainment of certain financial ratios. The
effective interest rate on the Company’s borrowings under the Senior Credit Facility for the year
ending December 31, 2003 was 2.81%. A quarterly commitment fee is payable on the unused
portion of the credit line and bears a rate which is determined based on the Company’s attainment
of certain financial ratios. At December 31, 2003, the rate was 0.20% per annum. The Senior
Credit Facility is collateralized by accounts
34
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
5. Long-term Debt (continued)
receivable and all otherwise unencumbered equipment. The Company had outstanding
letters of credit of approximately $1,410,000 at December 31, 2003. The Senior
Credit Facility requires the Company to meet certain financial covenants and to
maintain a minimum tangible net worth of approximately $69,566,000 at December
31, 2003. The Company was in compliance with these covenants at December 31,
2003. The covenants would prohibit the payment of dividends by the Company if
such payment would cause the Company to be in violation of any of the covenants.
The carrying amount reported in the balance sheet for borrowings under the Line of
Credit approximates its fair value.
(2) The Company’s capitalized lease obligations extend through July 2007 and contain
renewal or fixed price purchase options. The effective interest rates on the leases
range from 2.35% to 6.48% at December 31, 2003. The lease agreements require the
Company to pay property taxes, maintenance and operating expenses.
The Company made interest payments of approximately $2,662,000, $3,295,000 and
$4,483,000 during 2003, 2002 and 2001, respectively.
6. Leases and Commitments
Capital lease obligations of $30,096,407, $16,889,844 and $13,323,678 were incurred during
the years ended December 31, 2003, 2002 and 2001, respectively.
At December 31, 2003, the future minimum payments under capitalized leases with initial
terms of one year or more were $13,041,175 for 2004, $17,483,567 for 2005, $10,623,392
for 2006 and $13,514,595 for 2007. The present value of net minimum lease payments was
$51,662,158, which includes the current portion of the capital leases of $10,846,634 and
excludes amounts representing interest of $3,000,571.
At December 31, 2003, property and equipment included capitalized leases, which had
capitalized costs of $62,933,869, accumulated amortization of $11,902,337 and a net book
value of $51,031,532. At December 31, 2002 property and equipment included capitalized
leases, which had capitalized costs of $61,281,219, accumulated amortization of $18,483,176
and a net book value of $42,798,043. Amortization of leased assets is included in depreciation
and amortization expense and totaled $9,555,460, $10,581,676 and $9,333,706 for the years
ended December 31, 2003, 2002 and 2001, respectively.
The Company leased certain equipment under operating leases with terms from three to five
years. Rent expense under these obligations was $112,963, $347,029 and $390,512 for the
years ended December 31, 2003, 2002 and 2001 respectively.
Commitments to purchase revenue equipment (including capital leases) and other fixed assets,
which are cancelable by the Company contingent upon advance notice, aggregated
approximately $68,236,000 at December 31, 2003.
35
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
7. Federal and State Income Taxes
Significant components of the Company’s deferred tax liabilities and assets are as follows:
December 31,
2003
2002
Current deferred tax assets:
Revenue recognition............................................................ $
Accrued expenses not deductible until paid...........................
Allowance for doubtful accounts..........................................
Total current deferred tax assets ..............................................
171,990
4,328,602
127,344
4,627,936
Current deferred tax liabilities:
(1,851,867)
Prepaid expenses deductible when paid.................................
(1,851,867)
Total current deferred tax liability ...........................................
Net current deferred tax assets ................................................. $ 2,776,069
Noncurrent deferred tax assets:
Capitalized leases.................................................................$
Alternative minimum tax credits.........................................
State tax credits...................................................................
Unrecognized loss on derivative financial instrument ..........
Non-compete agreement.....................................................
Net operating losses ............................................................
Total noncurrent deferred tax assets ........................................
Noncurrent deferred tax liabilities:
128,804
--
59,791
20,086
241,317
175,000
624,998
Tax over book depreciation ................................................
Capitalized leases.................................................................
Other ..................................................................................
Total noncurrent deferred tax liabilities ...................................
(25,371,590
)
--
(10,455)
(25,382,045
)
Net deferred tax liabilities ........................................................ $(24,757,047
)
$
$
$
154,607
3,464,216
101,361
3,720,184
(1,393,921)
(1,393,921)
2,326,263
--
20,716
--
--
--
50,000
70,716
(24,140,135)
(81,876)
(38,118)
(24,260,129)
$ (24,189,413)
Significant components of the provision for income taxes are as follows:
Current
Federal.............................................................. $
State .................................................................
Total current ....................................................
Deferred
Federal..............................................................
State .................................................................
Total deferred...................................................
Total income tax expense................................. $
Year Ended December 31,
2002
2003
2001
3,817,017 $ 1,458,747
259,058
1,717,805
917,762
4,734,779
122,186
15,728
137,914
1,743,480
304,159
2,047,639
4,872,693 $ 3,765,444
$
$
321,496
58,620
380,116
258,305
53,814
312,119
692,235
36
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
7. Federal and State Income Taxes (continued)
During 2003, 2002 and 2001, the Company made income tax payments of $2,858,448,
$2,339,991 and $34,625, respectively.
As of December 31, 2003, the Company has approximately $3,800,000 in state net operating
losses that expire between March 15, 2006 and March 15, 2021.
A reconciliation between the effective income tax rate and the statutory federal income tax
rate is as follows:
2003
Income tax at 34% statutory federal rate.... $ 2,797,320
Federal income tax effects of:
(317,389)
State income taxes .................................
1,522,174
Nondeductible expenses..........................
(62,902)
Other .....................................................
3,939,203
Federal income taxes..............................
933,490
State income taxes......................................
Total income tax expense........................... $ 4,872,693
Year Ended December 31,
2002
$ 2,164,875
2001
$ 604,995
(191,494)
1,218,411
10,435
3,202,227
563,217
$ 3,765,444
(38,228)
70,404
(57,370)
579,801
112,434
$ 692,235
Effective tax rate........................................
59.2%
59.1%
38.9%
The effective rates varied from the statutory federal tax rate of 34% primarily due to state
income taxes and certain non-deductible expenses including a per diem pay structure for
drivers implemented by the Company during the second quarter of 2002. Due to the
nondeductible portion of per diem pay to drivers, the Company’s effective tax rate will exceed
the statutory rate.
8. Employee Benefit Plans
The Company sponsors the USA Truck, Inc. Employees’ Investment Plan, a tax deferred
savings plan under section 401(k) of the Internal Revenue Code that covers substantially all
employees. Employees can contribute 100% of their compensation, with the Company
matching 50% of the first 4% of compensation contributed by each employee. Company
matching contributions to the plan were approximately $749,400, $894,600 and $938,400
for 2003, 2002 and 2001, respectively.
37
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
9. Earnings per Share
The following table sets forth the computation of basic and diluted earnings per share:
Year Ended December 31,
2002
2001
2003
Numerator:
Net Income..................................... $
3,354,71
9
2,601,83
4
$
$
1,087,211
Denominator:
Denominator for basic earnings per
share - weighted average shares .... 9,327,36
6
9,310,04
9
9,235,586
Effect of dilutive securities:
Employee stock options ..............
42,817
37,511
43,682
Denominator for diluted earnings
pershare - adjusted weighted average
shares and assumed conversions.... 9,370,18
3
0.36
Basic earnings per share ..................... $
Diluted earnings per share .................. $
0.36
9,347,56
0
0.28
0.28
$
$
$
$
9,279,268
0.12
0.12
Anti-dilutive employee stock options
62,900
68,600
39,400
10. Common Stock Transactions
The Company’s stock option plan, which provided for the granting of incentive or
nonqualified options to purchase up to 800,000 shares of common stock to officers and other
key employees expired in February 2002. No options were granted under this plan for less
than the fair market value of the common stock at the date of the grant. Although the
exercise period was determined when options were granted, no option will be exercised later
than 10 years after it was granted.
The Company also has a nonqualified stock option plan for directors who are not officers or
employees of the Company, which provides for the granting of options to purchase up t o
25,000 shares of common stock. No options may be granted under this plan with exercise
prices of less than the fair market value of the common stock at the date of grant. Although
the exercise period is determined when options are actually granted, options will vest no less
than six months or more than three years after the grant date and may not be exercised later
than five years after the grant date.
38
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
10. Common Stock Transactions (continued)
A summary of the Company’s stock option activity, and related information for the years
ended December 31, 2003, 2002 and 2001 follows:
2003
2002
2001
Weighted-
Average
Exercise
Price
Weighted-
Average
Exercise
Price
Options
Weighted-
Average
Exercise
Price
Options
Options
Outstanding-beginning of year 205,500 $
5.51
276,400 $
8.70
Granted
Exercised
Cancelled
Expired
Outstanding-end of year
3,000
(10,700)
(19,100)
--
178,700 $
7.52
5.44
7.65
--
7.95
78,300
(95,515)
(42,800)
(10,885)
205,500 $
12.19
7.76
6.95
9.92
7.77
380,60
$
0
6,000
(68,000)
(17,400)
(24,800)
$
276,40
0
8.10
6.65
6.46
7.70
11.53
6.48
Exercisable at end of year
70,600 $
5.52
40,800 $
5.51
64,500 $
8.70
Exercise prices for options outstanding as of December 31, 2003 ranged from $5.44 t o
$13.31. The options fall into 2 distinct ranges, from $5.44 to $7.52 and from $12.10 t o
$13.31. The number of options outstanding in the range from $5.44 to $7.52 is 115,800,
with a weighted-average exercise price of $5.44 and a weighted-average remaining contractual
life of 3.54 years. The number of options outstanding in the range from $12.10 to $13.31 is
62,900, with a weighted-average exercise price of $12.21 and a weighted-average remaining
contractual life of 4.90 years. The weighted-average grant date fair values of options granted
during 2003, 2002 and 2001 were $3.56, $7.13 and $3.18, respectively. The weighted-
average remaining contractual life of these options is 4.02 years.
In 2003, 2002 and 2001, 5,500, 22,600 and 4,000 options, respectively, were exercised for
cash. In 2003, 2002 and 2001, additional options of 5,200, 72,915 and 64,000, respectively,
were exercised by the exchange of 3,062, 38,300 and 48,196 shares of stock, respectively
(with a market value equal to the exercise price of the options). The exchanged shares were
then canceled.
The fair value of each option grant is estimated on the date of grant using the Black-Scholes
option-pricing model. The following assumptions were used to value the outstanding stock
options:
2003
December 31,
2002
Dividend yield
Expected volatility
Risk-free interest rate
Expected lives
0%
0.517%
0%
0.595%
2.62% 4.47% to 4.81%
3 to 7 years
3 to 5 years
2001
0%
0.477%
4.97%
3 to 7 Years
39
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
10. Common Stock Transactions (continued)
Restricted Stock Award Plan
On August 22, 2003, the Company’s Board of Directors approved the adoption of the USA
Truck, Inc. 2003 Restricted Stock Award Plan, under which the Company may issue up t o
150,000 shares of common stock as awards of restricted stock to officers of the Company.
Awards under the Plan vest over a period of not less than five years. Vesting of awards is also
subject to the achievement of such performance goals as may be set by the Board of Directors.
The shares of restricted stock are nontransferable prior to vesting. Shares issued as restricted
stock awards under the Plan will consist solely of shares of common stock contributed to the
Company by its Chief Executive Officer. No previously unissued shares will be issued under
the Plan. Any shares not subject to outstanding awards when the Plan terminates, and any
shares forfeited after the Plan terminates, will be returned to the Chief Executive Officer.
Both the Plan and the awards made under the Plan are subject to approval by the Company’s
shareholders at the 2004 annual meeting. If not approved, the Plan will terminate, the awards
will be null and void and all shares of common stock contributed by the Chief Executive
Officer for purposes of issuance under the Plan will be returned to him.
On August 22, 2003, the Chief Executive Officer contributed 100,000 shares of his common
stock to the Company for purposes of issuance under the Plan. On August 22, 2003, the
Company issued an aggregate of 100,000 shares of common stock as restricted stock awards t o
certain officers of the Company. Each award will vest in five equal annual increments on
March 1 of each year beginning in 2005 and ending in 2009, subject to the achievement by
the Company of performance goals based on year-over-year increases in retained earnings.
The shares of common stock subject to each increment of an award are subject to forfeiture if
a recipient’s employment with the Company is terminated, or if the specified performance
goal is not achieved, prior to the increment’s vesting date. An increment may vest with
respect to one-half of the shares covered by that increment if 90% of the related performance
goal is met. Any forfeited shares will be available for future awards under the Plan. Upon
approval by the shareholders, the fair market value of the 100,000 shares of common stock
subject to the awards will be amortized over the vesting period as compensation expense based
on management’s assessment as to whether achievement of the performance goals is probable.
The amount of compensation expense will be adjusted on a quarterly basis based on changes in
the market value of the Company’s common stock up to the date the shares vest. To the
extent the performance goals are not achieved and there is not full vesting in the shares
awarded, the compensation expense recognized to the extent of the non-vested and forfeited
shares will be reversed. The award of 100,000 shares will be recorded by the Company, upon
approval of the shareholders, as contributed paid-in capital and unearned compensation based
on the fair market value of the Company’s stock at the date of shareholder approval.
40
USA Truck, Inc.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS (continued)
11. Quarterly Results of Operations (Unaudited)
The tables below present quarterly financial information for 2003 and 2002:
March 31,
2003
Three Months Ended
June 30,
September
30,
December 31,
Operating revenues .......................... $ 69,386,514 $ 75,396,520 $ 76,767,802 $ 77,112,035
73,909,522
Operating expenses and costs...........
3,202,513
Operating income ............................
Other expenses, net .........................
624,244
2,578,269
(Loss) income before income taxes..
1,438,442
Income tax (benefit) expense...........
1,139,827
Net (loss) income............................. $ (1,148,303) $ 1,853,054 $ 1,510,141 $
69,933,408
(546,894)
698,218
(1,245,112)
(96,809)
73,293,366
3,474,436
295,129
3,179,307
1,669,166
71,419,763
3,976,757
261,809
3,714,948
1,861,894
Average shares outstanding (basic) ...
Basic (loss) earnings per share.......... $
9,320,632
9,326,899
9,329,705
(0.12) $
0.20 $
0.16 $
Average shares outstanding (diluted).
Diluted (loss) earnings per share....... $
9,320,632
9,351,853
9,363,508
(0.12) $
0.20 $
0.16 $
9,330,774
0.12
9,383,574
0.12
Operating revenues .......................... $
Operating expenses and costs...........
Operating income ............................
Other expenses, net .........................
Income before income taxes ............
Income tax expense.........................
Net income...................................... $
2002
Three Months Ended
June 30,
March 31,
September 30, December 31,
61,842,155 $ 69,992,860 $ 72,323,115 $ 69,614,969
67,385,299
60,875,647
2,229,670
966,508
757,096
844,601
1,472,574
121,907
945,828
48,054
526,746
73,853 $
68,907,605
3,415,510
662,081
2,753,429
1,482,343
1,271,086 $
67,298,256
2,694,604
675,236
2,019,368
1,289,219
730,149 $
Average shares outstanding (basic) ...
Basic earnings per share .................. $
9,281,856
9,313,158
9,315,007
0.01 $
0.08 $
0.14 $
Average shares outstanding (diluted).
Diluted earnings per share
$
9,333,972
9,363,262
9,359,062
0.01 $
0.08 $
0.14 $
9,317,565
0.06
9,355,076
0.06
12. Litigation
The Company is a party to routine litigation incidental to its business, primarily involving
claims for personal injury and property damage incurred in the transportation of freight. I t
maintains insurance covering liabilities in excess of certain self-insured retention levels for
bodily injury and property damage claims. Though management believes these claims to be
routine and immaterial to the long-term financial position of the Company, adverse results of
one or more of these claims could have a material adverse effect on the financial position or
results of operations of the Company.
41
Item 9.
CHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON
ACCOUNTING AND FINANCIAL DISCLOSURE
There were no changes in or disagreements with accountants on accounting and financial disclosure
matters during any period covered by the financial statements filed herein or any period subsequent thereto.
Item 9A.
CONTROLS AND PROCEDURES
As of the end of the period covered by this report, an evaluation was performed under the supervision and
with the participation of our management, including our Chief Executive Officer (the "CEO") and Chief
Financial Officer (the "CFO"), of the effectiveness of the design and operation of our disclosure controls and
procedures. Based on that evaluation, our management, including the CEO and CFO, concluded that, as of
the end of the period covered by this report, our disclosure controls and procedures were effective. There
have been no significant changes in our internal control over financial reporting during the last fiscal quarter
that have materially affected, or are reasonably likely to materially affect, our internal control over financial
reporting.
PART III
Item 10.
DIRECTORS AND EXECUTIVE OFFICERS OF THE REGISTRANT
The sections entitled “Additional Information Regarding the Board of Directors--Biographical
Information”, “Executive Officers”, “Section 16(a) Compliance,” “Security Ownership of Certain Beneficial
Owners, Directors and Executive Officers,” “Audit Committee,” and “Corporate Governance and Related
Matters” in the Company’s proxy statement for the annual meeting of stockholders to be held on May 5,
2004, set forth certain information with respect to the directors, nominees for election as directors and
executive officers of the Company and are incorporated herein by reference.
Item 11.
EXECUTIVE COMPENSATION
The section entitled “Executive Compensation” in the Company’s proxy statement for the annual meeting
of stockholders to be held on May 5, 2004, sets forth certain information with respect to the compensation
of management of the Company and is incorporated herein by reference.
Item 12.
SECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND
MANAGEMENT
The section entitled “Security Ownership of Certain Beneficial Owners, Directors and Executive Officers”
in the Company's proxy statement for the annual meeting of stockholders to be held on May 5, 2004 sets
forth certain information with respect to the ownership of the Company’s voting securities and are
incorporated herein by reference. See “Item 5. Market for Registrant’s Common Equity and Related
Stockholder Matters,” which sets forth certain information with respect to the Company’s equity
compensation plans.
Item 13.
CERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS
The section entitled “Certain Transactions” in the Company’s proxy statement for the annual meeting of
stockholders to be held on May 5, 2004 sets forth certain information with respect to relations of and
transactions by management of the Company and is incorporated herein by reference.
Item 14.
PRINCIPAL ACCOUNTANT FEES AND SERVICES
The section entitled “Independent Auditor” in the Company’s proxy statement for the annual meeting of
stockholders to be held on May 5, 2004, sets forth certain information with respect to the fees billed by our
independent auditor and the nature of services comprising the fees for each of the two most recent fiscal
years and with respect to our audit committee’s policies and procedures pertaining to pre-approval of audit
and non-audit services rendered by our independent auditor and is incorporated herein by reference.
42
Item 15.
EXHIBITS, FINANCIAL STATEMENT SCHEDULES AND REPORTS ON
FORM 8-K
PART IV
(a) The following documents are filed as a part of this report:
1.
Financial statements.
The following financial statements of the Company are included in Part II, Item 8 of this report:
Consolidated Balance Sheets as of December 31, 2003 and 2002 .........................................................
Consolidated Statements of Income for the years ended December 31, 2003, 2002 and 2001.....................
Consolidated Statements of Stockholders’ Equity for the years ended December 31, 2003, 2001 and 2001..
Consolidated Statements of Cash Flows for the years ended December 31, 2003, 2002 and 2001 ..............
Notes to Consolidated Financial Statements ....................................................................................
Page
25
26
27
28
29
2. The following financial statement schedule of the Company is included in Item 14(d):
Schedule II- Valuation and Qualifying Accounts...............................................................................
45
Schedules other than the schedule listed above have been omitted since the required information is not
applicable or not present in amounts sufficient to require submission of the schedule, or because the
information required is included in the financial statements or the notes thereto.
3.
Listing of exhibits.
The exhibits filed with this report are listed in the Exhibit Index, which is a separate section of this
report.
Management Compensatory Plans:
-Employee Stock Option Plan (Exhibit 10.1)
-Nonqualified Stock Option Plan for Nonemployee Directors (Exhibit 10.2)
-Incentive Compensation Plan (Exhibit 10.3)
-1997 Nonqualified Stock Option Plan for Nonemployee Directors (Exhibit 10.4)
-2003 Restricted Stock Award Plan (Exhibit 10.6)
-Form of Restricted Stock Award Agreement (Exhibit 10.7)
(b) Reports on Form 8-K:
None
43
USA TRUCK, INC.
ANNUAL REPORT ON FORM 10-K
YEAR ENDED DECEMBER 31, 2003
ITEM 14 (d)
FINANCIAL STATEMENT SCHEDULE
44
SCHEDULE II - VALUATION AND QUALIFYING ACCOUNTS
USA TRUCK, INC.
Column A
Description
Column B
Balance at
Beginning
of Period
Column C Column D
Charged to
Cost and
Expenses
Deductions-
Other (a)
Column E
Balance End
of Period
Year ended December 31, 2003
Deducted from asset accounts:
Allowance for doubtful-accounts...........
$
268,862 $
173,200 $
(112,326) $
329,736
Year ended December 31, 2002
Deducted from asset accounts:
Allowance for doubtful-accounts...........
$
260,771 $
42,100
$
(34,009) $
268,862
Year ended December 31, 2001
Deducted from asset accounts:
Allowance for doubtful accounts...........
$
303,203 $
36,000
$
(78,432) $
260,771
(a) Uncollectible accounts written off, net of recoveries.
45
SIGNATURES
Pursuant to the requirements of Section 13 or 15 (d) of the Securities Exchange Act of 1934, the registrant
has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
USA TRUCK, INC.
(Registrant)
By:
/s/ ROBERT M. POWELL
Robert M. Powell
Chairman and Chief
Executive Officer
By: /s/ JERRY D. ORLER
Jerry D. Orler
President
Date: February 27, 2004
Date: February 27, 2004
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by
the following persons on behalf of the registrant and in the capacities and on the dates indicated.
Signature
Title
Date
February 27, 2004
February 27, 2004
February 27, 2004
February 27, 2004
February 27, 2004
February 27, 2004
February 27, 2004
February 27, 2004
/s/ ROBERT M. POWELL
Robert M. Powell
Chairman, Chief Executive
Officer and Director
/s/ JERRY D. ORLER
Jerry D. Orler
President
and Director
/s/ CLIFTON R. BECKHAM
Clifton R. Beckham
Senior Vice President - Finance,
Chief Financial Officer
and Secretary (principal financial
and accounting officer)
/s/ J.B. SPEED
James B. Speed
/s/ TERRY A. ELLIOTT
Terry A. Elliott
/s/ JIM L. HANNA
Jim L. Hanna
/s/ ROLAND S. BOREHAM, JR.
Roland S. Boreham, Jr.
/s/ JOE D. POWERS
Joe D. Powers
Director
Director
Director
Director
Director
46
EXHIBIT INDEX
Exhibits to the Annual Report on Form 10-K have been filed with the Securities and Exchange
Commission.
Copies of the omitted exhibits are available to any shareholder free of charge. Copies may be obtained
either through the Securities and Exchange Commission’s website: http://www.sec.gov or by submitting a
written request to Mr. Clifton R. Beckham, Secretary, USA Truck, Inc., 3200 Industrial Park Road, Van
Buren, Arkansas 72956. If submitting a written request, please mark “2003 10-K Request” on the outside
of the envelope containing the request.
47
Directors and Officers
Rick A. Davis
Vice President, Information Services
Bryce C. VanKooten
Vice President, Sales
Michael R. Weindel, Jr.
Director, Human Resources,
Recruiting and Training
Donald B. Weis
Vice President, Customer Service
Darron R. Ming
Controller
Craig S. Shelly
Treasurer
Roland S. Boreham, Jr.
Director (Chairman of the Board,
Baldor Electric Company)
Terry A. Elliott
Director (Chief Financial Officer,
Safe Foods Corporation)
Jim L. Hanna
Director (Chairman, Hanna Oil and Gas)
Joe D. Powers
Director (Chairman of the
Advisory Board of Regions Bank
of Fort Smith, Arkansas)
James B. Speed
Director
Robert M. Powell
Chairman of the Board,
Chief Executive Officer and Director
Jerry D. Orler
President, Director
Clifton R. Beckham
Senior Vice President, Finance,
Chief Financial Officer and Secretary
Garry R. Lewis
Senior Vice President, Operations
Brandon D. Cox
Senior Vice President, Marketing
Dwain R. Key
Senior Vice President, Dedicated
Services and Logistics
Michael E. Brown
Vice President, Maintenance
Jerry W. Cottingham
Vice President, Dedicated
Services/Logistics-Sales
Corporate Information
This annual report and the statements contained herein are submitted for the general information of shareholders of the Company and are
not intended to induce any sale or purchase of securities or to be used in connection therewith.
Auditors
Ernst & Young LLP
3900 One Williams Center
PO Box 1529 (74101)
Tulsa, OK 74172
Corporate Headquarters
3200 Industrial Park Road
Van Buren, Arkansas 72956
Telephone: (479) 471-2500
Common Stock
Traded on the Nasdaq
Stock Market under the Symbol: USAK
Transfer Agent and Registrar
Registrar and Transfer Company
10 Commerce Drive
Cranford, New Jersey 07016
Annual Meeting
May 5, 2004
10:00 a.m. local time
USA Truck, Inc.
3200 Industrial Park Road
Van Buren, Arkansas 72956
Web Site
http://www.usa-truck.com
Upon written request of any shareholder, the Company will furnish without charge a copy of the Company’s 2003 Annual Report on Form
10-K, as filed with the Securities and Exchange Commission, including the financial statements and schedules thereto. The written request
should be sent to Clifton R. Beckham, Secretary of the Company, at the Company’s executive offices, 3200 Industrial Park Road, Van Buren,
Arkansas 72956. The written request must state that as of March 8, 2004, the person making the request was a beneficial owner of shares
of the common stock of the Company.
Ten Year Statistical History
Balance Sheet Statistics
(Dollars in thousands)
Current assets
Total assets
Current liabilities
Long-term debt - less current maturities
Total liabilities
Total shareholders’ equity
Income Statement Statistics
(Dollars in thousands - except per share amounts)
Revenue, before fuel surcharge
Fuel Surcharge
Total Revenue
Operating expenses
Operating income
Other expenses, net
Income before income taxes
Income taxes
Net income
Diluted shares outstanding (in thousands)
Diluted earnings per share
Revenue, before fuel surcharge - year-to-year change
Operating ratio*
Financial Statistics
(Dollars in thousands - except per share amounts)
Net Income (“Earnings”)
Interest
Income Taxes (“Taxes”)
Earnings Before Interest and Taxes (“EBIT”)
Depreciation and Amortization
Earnings Before Interest,Taxes, Depreciation
and Amortization (“EBITDA”)
EBIT per diluted share
EBITDA per diluted share
Stockholders’ equity per diluted share
Return on Average Assets
Return on Average Equity
Funded debt to total capital**
Operating Statistics
(All numbers include owner-operators except as noted “company”)
Total tractors (end of period)
Average months in service - company tractors
Total company trailers (end of period)
Average months in service - company trailers
Trailer to tractor ratio
Average miles per tractor per week
Drivers (excluding students in training)
Non-drivers
Total drivers and non-drivers
Driver to non-driver ratio
$
$
$
$
$
$
$
2003
2002
2001
2000
45,541
222,549
42,962
74,300
145,053
77,496
2003
286,080
12,583
298,663
288,556
10,107
1,879
8,228
4,873
3,355
9,370
0.36
6.5%
96.5%
2003
3,355
2,557
4,873
10,785
30,611
41,396
1.15
4.42
8.27
1.6%
4.4%
52.0%
$
$
$
$
$
$
$
35,387
188,851
38,263
49,451
114,759
74,092
2002
268,510
5,263
273,773
264,467
9,306
2,939
6,367
3,765
2,602
9,348
0.28
9.9%
96.5%
2002
2,602
3,127
3,765
9,494
27,810
37,304
1.02
3.99
7.93
1.4%
3.6%
47.6%
$
$
$
$
$
$
$
34,414
182,411
31,770
56,451
111,238
71,173
2001
244,396
8,045
252,441
245,955
6,486
4,707
1,779
692
1,087
9,279
0.12
11.8%
97.4%
$
$
$
$
41,739
189,919
30,357
65,660
119,938
69,981
2000
218,593
7,992
226,585
220,790
5,795
5,640
155
61
94
9,260
0.01
31.6%
97.4%
2001
2000
$
$
$
1,087
4,344
692
6,123
26,418
32,541
0.66
3.51
7.67
0.6%
1.5%
48.7%
94
5,408
61
5,563
26,793
32,356
0.60
3.49
7.56
0.1%
0.1%
51.7%
2003
2002
2001
2000
2,079
25
4,461
54
2.15:1
2,341
2,029
635
2,664
3.20
1,916
30
4,311
52
2.25:1
2,332
1,810
529
2,339
3.42
1,780
22
3,668
51
2.06:1
2,364
1,741
507
2,248
3.43
1,738
23
3,400
43
1.96:1
2,190
1,685
488
2,173
3.45
*Operating ratio as reported above is based upon total operating expenses, before fuel surcharge, as a percentage of revenue, before fuel surcharge.
**Funded debt to total capital as reported above is based upon net debt (both current and long-term, less cash) divided by total debt plus stockholders’ equity.
December 31,
1998
1997
1996
1995
1994
$
$
$
$
1999
39,449
182,040
28,277
64,453
111,932
70,108
$
$
20,459
119,611
21,151
19,058
56,877
62,734
20,292
113,518
20,762
27,057
61,145
52,373
Year Ended December 31,
1998
1997
1999
$
$
$
166,091
272
166,363
150,527
15,836
1,623
14,213
5,571
8,642
9,354
0.92
14.4%
90.5%
$
$
$
145,140
76
145,216
126,256
18,960
1,780
17,180
6,683
10,497
9,466
1.11
12.5%
86.9%
129,032
475
129,507
115,339
14,168
1,187
12,981
5,078
7,903
9,485
0.83
19.6%
89.0%
Year Ended December 31,
1998
1997
1999
$
$
$
$
$
$
8,642
1,656
5,571
15,869
18,592
34,461
1.70
3.68
7.47
5.7%
13.0%
51.1%
10,497
1,715
6,683
18,895
16,179
35,074
2.00
3.71
6.63
9.0%
18.2%
27.2%
$
$
$
7,903
1,379
5,078
14,360
13,608
27,968
1.51
2.95
5.52
7.9%
16.3%
36.2%
$
$
$
$
16,825
86,330
15,193
15,867
41,906
44,424
1996
107,863
450
108,313
102,061
6,252
717
5,535
2,153
3,382
9,620
0.35
5.3%
94.2%
$
$
$
$
16,008
78,980
13,295
13,361
35,823
43,157
1995
102,400
-
102,400
91,961
10,439
646
9,793
3,756
6,037
10,028
0.60
10.7%
89.8%
$
$
$
$
12,516
66,435
10,764
9,427
27,790
38,645
1994
92,511
-
92,511
78,625
13,886
801
13,085
5,018
8,067
9,904
0.81
21.9%
85.0%
1996
1995
1994
$
$
$
3,382
730
2,153
6,265
11,839
18,104
0.65
1.88
4.62
4.1%
7.7%
31.5%
$
6,037
799
3,756
10,592
11,145
$
8,067
781
5,018
13,866
9,126
$
21,737
$ 1.06
2.17
4.30
8.3%
14.8%
25.8%
$
22,992
$ 1.40
2.32
3.90
13.3%
23.3%
22.6%
1999
December 31,
1998
1997
1996
1995
1994
1,713
23
3,525
46
2.06:1
2,404
1,637
469
2,106
3.49
1,104
19
2,054
39
1.86:1
2,441
1,057
347
1,404
3.05
1,007
19
1,927
33
1.91:1
2,475
962
336
1,298
2.86
862
23
1,513
34
1.76:1
2,407
922
291
1,213
3.17
782
19
1,400
32
1.79:1
2,382
817
255
1,072
3.20
711
17
1,202
31
1.69:1
2,565
725
237
962
3.06
www.usa-truck.com
USA Truck, Inc.
3200 Industrial Park Road
Van Buren, Arkansas 72956
(479) 471-2500