TSCO - Oppenheimer.062513 - V2

June 25, 2013

The Company claims the protection of the safe-harbor for forward-looking statements contained in the Private Securities Litigation Reform Act of 1995. The Company intends these forward-looking statements to speak only as of the time of the presentation and does not undertake to update or revise them, as more information becomes available. These statements discuss, among other things, expected growth, store development and expansion strategy, business strategies, future revenues and future performance. These forward-looking statements are based on estimates, projections, beliefs and assumptions, including, but not limited to, competition, product demand, economic conditions, inflation, consumer debt levels, governmental approvals, ability to hire and retain qualified employees, weather, etc. Actual results may materially differ from anticipated results described in these forward-looking statements. Please refer to the Risk Factors section of the Company’s Form 10-K for more details.

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Largest specialty retailer of farm & ranch stores Service the lifestyle needs of recreational farmers &

ranchers, rural tradesmen and small businesses Customers are home, land, pet & animal owners with

above average income and below average cost of living Stores are located in towns outlying major

metropolitan markets and rural communities 1,197 stores in 45 states Sales and EBITDA of $4.7b and $526m in 2012

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• Unique niche growth company

• New strategic initiatives to drive: - comparable store sales

- operating profit

- return on capital

• Significant growth opportunities

• Clearly defined capital allocation strategy

• Focus on shareholder value and returns

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Comprehensive, yet tailored, assortment…

Livestock & Pet

Hardware, Tools & Truck

Seasonal, Gift & Toys

Clothing & Footwear

Agricultural Products

42%

23%

20%

9% 6%

Percent of Sales - 2012

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• Be the most dependable supplier of basic maintenance needs

• Differentiate through products and brands • Offer value that exceeds customer expectation • Excite customers with treasure hunt experience • Maintain commitment to supporting the ‘Out Here’ customer

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Livestock & Pet

Seasonal, Gifts & Toy Products

Hardware, Tools & Truck

Clothing & Footwear

Agriculture

855 930 1,001 1,085 1,176

0

500

1,000

1,500

'08 '09 '10 '11 '12

Stores

3.01 3.21 3.64 4.23 4.66

$0

$2

$4

$6

'08 '09 '10 '11 '12

Sales (in $ billions)

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239 258 336

433 526

$0

$200

$400

$600

'08 '09 '10 '11 '12

EBITDA (in $000’s)

1.44 1.63 2.25

3.01 3.80

$0$1$2$3$4

'08 '09 '10 '11 '12

E.P.S.

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Price Optimization

Exclusive Brands

Strategic Sourcing

Inventory Management

Gross Margin Expense Management

TVS

Property Ownership

Purchasing

Energy Management

Comparable Sales

New Products

C.U.E.

Regionalization

Drive Aisle

Balanced focus on sales and margin Will not risk “market share” for “margin rate” Will continue to…

take calculated risks “test and learn” utilize, learn and improve from “C.O.E.” process

Excited about pipeline of opportunities

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New Products C.U.E.

Drive Aisle Merchandising Regionalization

Sales

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• Pipeline of opportunities • Structured test program • Culture of risk-taking • Open buying days • Category resets

New Products

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• Be the most dependable supplier

• Grow market share • Improve in-stock levels • Continue to improve

price management • Expand assortments

C.U.E.

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16

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• Relevant assortments • Brand preferences • Customer feedback • Town Hall meetings • A – D assortments

Regionalization

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Geographic Assortment Local Store Assortment

Regional Brand Preference

• Increase basket • Utilize event merchandising • Enhance Treasure Hunt

experience • Learn from customer • Improve impulse item offers

Drive Aisle Merchandising

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21

Wild Game Supplies Chick Days Event

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Price Optimization

Exclusive Brands

Inventory Management

Strategic Sourcing

Gross Margin

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• Does not mean price increase • Utilize “test and learn”

approach • Will not risk market share • Focused on Regular Price • Add Promotion and

Clearance modules later

Price Optimization

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• ~ 25% of sales • Brand development

approach • Provide value to customers • Opportunity for growth • 4health – expanding

offering

Exclusive Brands

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Livestock & Pet

Seasonal, Gifts & Toy Products

Hardware, Tools & Truck

Clothing & Footwear

Agriculture

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4health Expansion C.E. Schmidt

Leather Footwear

• Determining factors… • Product quality • Sufficient supply chain

& vendor stability • Price / landed cost

• Multiple sources preferred

Strategic Sourcing

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• Allocate more productively • Regionalize the assortments • Continue to adapt & react to

trends • Seize opportunities • End seasons clean

Inventory Mgmt.

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2.79 2.88

3.09

3.23 3.28

2.5

2.6

2.7

2.8

2.9

3

3.1

3.2

3.3

3.4

'08 '09 '10 '11 '12

Inventory Turns Defined test programs Disciplined flow of

merchandise Improved ability to adapt

and react to trends Committed to ending

seasons clean Dedicated to meet

customer needs through emergency response

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Grow Stores ~ 8% square footage

Same-Store Sales Growth ~ 3% - 5%

Improve Operating Margin ~20 bps

Invest to Grow Business ~ $250m

Return Cash to Shareholders

Grow EPS in the 14% to 16% range

on an annual basis

6.1%

9.4% 10.5%

2007 2012 2017e

Operating Margin

$1.24

2007 2012 2017e

EPS

$3.80

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$7.20 - $7.70

Investing for Growth ~ $250m annually

Dividend Currently $0.26 per share quarterly 20 to 25% payout ratio 15 to 20% dividend growth

Share Repurchase ~ 40% - 45% of operating cash flow ~ $170m - $290m annually ~ 2% - 3% shares purchased annually

Creating Shareholder Value

Share Repurchase

Dividend

Reinvest in the

Business

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42/307 176/353

480/677

475/763

Tractor Supply Store Count

1Q13 / Opportunity (excludes 24 Del’s stores) Total: 1173 / 2100

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June 25, 2013