AAPA/MARAD/NAWE Terminal Training Program October 16 th, 2007 Anthony Chiarello Senior Vice President, Customer Development

AAPA/MARAD/NAWE Terminal Training Program October 16 th, 2007 Anthony Chiarello Senior Vice President, Customer Development

AMB Property Corporation Overview Strategy Create long-term value through focused investment in facilities that support high-value, trade-based distribution globally Global Platform 137 million square foot platform serving 2,800 customers in 44 markets in 13 countries (1) Assets Under Management $13.1 billion; with 3rd party committed capacity, platform increases to $15.5 billion (2) Private Capital Franchise Supporting global expansion through current co-investment funds in U.S., Mexico, Japan and Europe. Canada Fund expected to close in the second half of 2007 (1) As of June 30, 2007 (2) AUM comprises Total Market Cap, AMB s Share of Debt, Preferred Equity and Co-Investors Share of Fair Market Value of Fund Real Estate as of June 30, 2007 2007 AMB Property Corporation 2

By Sea, Air and Land High growth, high barriers-to-entry markets tied to global trade AIRPORTS SEAPORTS INFILL Global Driver Necessary to have a major seaport presence in Europe, Asia and North America, to target the top seaports globally Rising Demand Larger vessels, fast turnaround times and increases in volume create new demand at terminals Specialized Presence On-tarmac, on-airport and airport-adjacent real estate Location Driven Demand Core real estate operations are optimized to serve the airline, air express carrier, logistics, freight forwarding and shipping industries Major Metropolitan Markets Population density, proximity to customers, diverse labor pools. Markets have barriers-to-entry Development Brownfield and redevelopment opportunities; municipalities increasingly supportive of green development practices AMB Amagasaki Distribution Center 1 & 2 in Osaka AMB CDG Cargo Center in Paris View of South San Francisco market near SFO airport 2007 AMB Property Corporation 3

Long-Term Global Trends Cumulative Growth 250% 2.5 2.45 2.35 2.4 2.25 2.3 2.15 2.2 2.05 2.1 200% 2 1.95 1.9 1.85 1.75 1.8 1.7 1.65 1.55 1.6 150% 1.5 1.45 1.35 1.4 1.25 1.3 1.2 1.15 1.05 1.1 100% 1 0.95 0.85 0.9 0.75 0.8 0.65 0.7 0.55 0.6 50% 0.45 0.5 0.35 0.4 0.25 0.3 0.15 0.2 0.1 0.05 0% 0 World Trade (6.3% /yr) World GDP (3.0% /yr) World Trade far outpacing World GDP by 3x 5.5 4.5 1986 1988 1990 1992 1994 1996 1998 2000 2002 2004 2006 Interstate Highway 1986 1985 1986 1987 1987 1988 1988 1989 1989 1990 1990 1991 1991 1992 1992 1993 1993 1994 1994 1995 1995 1996 1996 1997 1997 1998 1998 1999 1999 2000 2000 2001 2001 2002 2002 2003 2003 2004 2004 2005 Oil Crisis Declining ratio of inventory to final sales fueled by technology and deregulation Months 3.5 2.5 1.5 Trucking Deregulation EDI Internet 9/11 Acceleration of inventories and growth in global trade spur demand for facilities located at ports and airports 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2006 1950 1955 1960 1965 1970 1975 1980 1985 1990 1995 2000 2005 Graph 1 Source: World Trade Organization and AMB Property Corporation Graph 2 Source: Bureau of Economic Analysis. Data through March 31, 2007. 2007 AMB Property Corporation 4

Macro Drivers and Trends Annual World Air Cargo Growth Projected 6.1% Annual Container Cargo Growth Projected 8-10% 350 History Forecast 900,000,000.00 900 History Forecast 300 800,000,000.00 800 RTKs (Billions) 250 200 150 700,000,000.00 600,000,000.00 TEUs (millions) 500,000,000.00 400,000,000.00 100 50 0 1996 2001 2006 2011 2016 1 9 95 1996 1997 1 9 98 1999 2 000 2 0 01 2002 2 0 03 2 0 04 2005 2 0 06 2007 2 008 2 0 09 2010 2 011 2 0 12 2013 2 014 2015 RTKs = revenue tonne kilometers Source: Boeing World Air Cargo Forecast 2006/2007 2007 AMB Property Corporation 5 300,000,000.00 200,000,000.00 100,000,000.00 0.00 1996 1995 1996 1997 1998 2001 2006 2011 2016 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 TEUs= twenty feet equivalent units Source: Containerisation International 2014 2015

Sourcing Patterns Unlikely to Change Sourcing Patterns Unlikely to Change Table 1: Projected Labor Costs Per Hour (US$) Table 2: Productivity Growth (%) Table 1: Projected Labor Costs Per Hour (US$) Table 2: Productivity Growth (%) 2004 2005 2006 2007 2008 2004 2005 2006 2007 2008 China 1.0 1.2 1.4 1.6 1.8 China 9 9 8.6 7.3 7 India* 0.9 1.1 1.2 1.3 1.5 India* 6.1 6.1 4.9 5 4.6 US 22.9 23.6 24.5 25.2 26 US 2.8 1.4 1.4 1.3 2.0 Eastern Europe Eastern Europe Czech Republic 7.6 8.6 10.1 12.0 12.6 Czech Republic 4 4.5 4.7 4.5 4.1 Hungary 6.8 7.5 8.0 9.4 9.9 Hungary 5.2 4.1 4 3.7 4.1 Poland 6.0 7.1 7.8 8.7 9.0 Poland 3.9 1 3.2 3.4 3.1 Russia 1.3 1.7 2.1 2.4 2.7 Russia 5 5.2 5.2 5.2 4.6 Slovakia 5.2 6.0 6.7 8.0 8.3 Slovakia 5.1 3.9 3.9 4 4.5 Latin America Latin America Brazil 3.5 4.7 5.5 5.4 5.5 Brazil 1.7-1.4 1.4 1.4 1.2 Mexico 1.9 2.0 2.1 2.1 2.1 Mexico 2.3 1.2 1.7 1.5 1.3 Note: *Converted to US$ based on exchange rates provided by EIU Source: EIU, GRD Analysis Note: *Converted to US$ based on exchange rates provided by EIU Source: EIU, GRD Analysis 2007 AMB Property Corporation 6

2557 Infrastructures North America Container imports are expected to double by 2020 2,557 1,776 44% SEATTLE Rail freight tonnage is expected to increase by 50% by 2020 World air cargo is expected to more than triple over the next 20 years. From 1970 to 2003, vehicle travel on highways rose by 161% but road mileage only increased by 6% 4,396 1,798 TACOMA 2,043 3,382 OAKLAND 13,101 144.5% 65.5% 59,420 353.6% LA/LONG BEACH Congestion costs US$ 63 billion in wasted time & fuel Half of the nation s 257 locks on inland waterways are functionally obsolete 6,165 1,437 HOUSTON 329% 1,662 9,420 5,566 1,809 1,860 SAVANNAH 15,835 4,478 NY/NJ VIRGINIA 6,639 CHARLESTON 466.8% 2,152 1,010 MIAMI 253.6% 207.7% 256.9% 113.1% Most ports have not been dredged to handle the 10,000+ TEU jumbo containerships being built 2004 Volumes ( 000 TEUs) 2020 Volumes ( 000 TEUs) 2007 AMB Property Corporation 7

Containerized Trade Global containerized trade growth will continue to outstrip growth in World GDP Demand in US & EU for Asian goods will fuel trade growth Strong Intra-Asia trade among China, India, ASEAN countries will also contribute to trade growth Most in the industry hold the view that 2007 is likely the bottom of current cycle Analyst, research firms and ocean carriers forecast a narrowing supplydemand gap 2007 2010 Supply of containerships will be affected by demand in other shipping sectors in 2009 in particular, limiting growth 2007 AMB Property Corporation 8

Rail Growth in North America U.S. Intermodal traffic has nearly doubled over the past 15 years. Trend expected to continue 16 14 Intermodal Growth 1991-2006 Container and Trailer Units (millions) 12 10 8 6 4 '91 '92 '93 '94 '95 '96 '97 '98 '99 '00 '01 '02 '03 '04 '05 '06 Annual Intermodal Volume Figures, 2002-2006 Rail Intermodal Activity 2002 2003 2004 2005 2006 Containers 8,588,822 9,472,518 10,283,491 11,057,610 11,801,146 Trailers 2,345,508 2,424,407 2,639,545 2,584,262 2,432,928 Total Rail Intermodal Volume 11,191,142 11,903,121 12,923,036 13,641,872 14,234,074 Source: IANA s Intermodal Market Trends & Statistics Report 2007 AMB Property Corporation 9

Air Trade Air volume is expected to triple in the next 20 years Greatest growth in markets linked to Asia Areas in and around international and major gateway airports will continue to grow Over the next 20 years, the world freighter fleet will nearly double to 3,500+ airplanes Wide body freighters will dominate the future fleet growing from 27% in 2005 to 34% in 2025 Source: Boeing World Air Cargo Forecast 2006-2007 2007 AMB Property Corporation 10

Infrastructures Issues Viewpoint Challenges negatively impacting flow today will become greater over time Seaports: Pressure on ocean ports will continue as volume increases Airports: Significant migration to secondary airports is not expected Rail: The US will need to spend at least $250 billion over the next 20 years to catch up with development needs. As investment fails to keep pace with volume growth, velocity will continue to slip Highway: Highway congestion will hamper distribution to major metropolitan areas across the US It remains to be seen whether actions being taken to stimulate capital investment will increase the pace of development in infrastructure rapidly enough to support trade growth 2007 AMB Property Corporation 11

A Fundamental Shift is Required Supply chain thinking of shippers/consignees will have to change dramatically New products and services providing greater certainty of delivery in spite of the growing effects of congestion will be required Public/Private partnerships will become the norm in development and funding of new infrastructure Environmental regulations will drive R&D to develop new equipment and operating modes that are more environmentally friendly The U.S. government administrative and congressional level must view transportation infrastructure as critical to the nation s economic well being 2007 AMB Property Corporation 12

Align Distribution with Upstream Capabilities Supply chain leaders are complementing origin activities with deconsolidation & transloading activities in strategic import gateways Improves domestic efficiency by Transloading to 48 /53 equipment Reduces shipping & handling by mixing product to updated allocation, building DC ready loads & other value-added services International Transportation DECON DECON Intermodal Equipment Company DC Store Store DECON DECON By-pass DCs with customer ready loads where feasible Postpone allocation to meet demand reroute & expedite product more efficiently Reduces ocean cost and demurrage by turning containers close to port (West, East or Gulf Coasts) Import warehouse services used to compliment deconsolidation programs & create additional synergies 2007 AMB Property Corporation 13

Domestic Distribution Changes Distribution Centers located to take advantage of multiple gateways will be required to alleviate congestion 2007 AMB Property Corporation 14

Supply Chain Redesign Example 1 National Department Store Chain Challenge FOB volume increasing and sourcing areas diversifying Supply chain costs were rising Productivity in domestic distribution network declined Solution Streamline origin operations through origin consolidation and cargo management program Exit many of the company-owned distribution centers Outsource domestic distribution through crossdock programs on West and East Coasts Results Vendor compliance exceeded defined standards On-time performance increased significantly for in-store deliveries Reduce distribution network costs for investments and operations 2007 AMB Property Corporation 15

Supply Chain Redesign Example 2 Global Beverage Brand Importer Challenge Import volume increasing Dwell time on-dock increasing Declining product quality Loss of market share Solution Drayage program developed with warehouse & distribution providers to pull ocean containers from terminal before free-time expiration First-in-First-Out (FIFO) tracking system implemented in warehouse providers facilities Results Significant reduction of demurrage charges paid to ocean carriers Product quality improved and returns from distributors reduced Market share increased in the U.S. 2007 AMB Property Corporation 16

Supply Chain Redesign Example 3 National Footwear Distributor Challenge Acquisitions and licensing agreements expand product portfolio Increase in FOB volume and sourcing locations Multiple handling of products within distribution network causing significant rise in supply chain costs Solution Allocation of product at origin to the store/customer level to by-pass distribution centers Holding inventory at a 3 rd party warehouse for direct to customer shipments via parcel and less-than-container-load providers Results By-pass operation significantly reduced the number of touch points, lowering handling costs Direct to store/customer shipments reduced transportation costs 2007 AMB Property Corporation 17

Concluding Thoughts EDC s (Export Distribution Centers) will continue to be developed at origin points, in many various configurations Value Added Services of providers will drive these variations IDC s (Import Distribution Centers) will continue to be developed in and around major import hubs Size will vary but expected in the 500K SF 750K SF range Transloading is here to stay. Configurations will vary but narrow/long configurations with significant trailer parking (5 slots/door minimum) will be required Inland transload facilities, on or in close proximity to major Intermodal hubs, will continue to be developed to support the higher volume importers 2007 AMB Property Corporation 18

Concluding Thoughts - Continued East Coast hubs will see significant growth over the next 1-3 years Mexico/Canada alternatives will become more viable, but with limited short term capacity Facility location and design is directly tied to product type and client specific supply chain networks. One size does not fit all! Multi-story development is a better use of land and has been proven in Asia. U.S. multi-story sites will come as land values continue to grow and supply becomes more constrained 2007 AMB Property Corporation 19

Port of Tokyo AMB Ohta Distribution Center ~ 790,000 SF Customers: 2007 AMB Property Corporation

This document contains forward-looking statements such as the size, completion and total investment in development projects which are made pursuant to the safe-harbor provisions of Section 21E of the Securities Exchange Act of 1934, as amended, and Section 27A of the Securities Act of 1933, as amended. Forward-looking statements involve numerous risks and uncertainties and should not be relied upon as predictions of future events. The events or circumstances reflected in our forward-looking statements might not occur. We assume no obligation to update or supplement forward-looking statements. For further information on factors that could impact AMB and the statements contained herein, reference should be made to AMB s filings with the Securities and Exchange Commission, including AMB s annual report on Form 10-K for the year ended December 31, 2006.