1. Goldman Sachs Conference
November 6, 2008
Built strong.
Building for the future.
Robert G. Bohn
Chairman and Chief Executive
Officer
David M. Sagehorn
Executive Vice President and
Chief Financial Officer

2. Forward Looking Statements
Our remarks that follow, including answers to your questions and these slides, include statements
that we believe are “forward-looking statements” within the meaning of the Private Securities
Litigation Reform Act of 1995. All statements other than statements of historical fact, including
without limitation, statements regarding the Company’s future financial position, business strategy,
targets, projected sales, costs, earnings, capital expenditures, debt levels and cash flows, and plans
and objectives of management for future operations, are forward-looking statements. When used in
this presentation, words such as “may,” “will,” “expect,” “intend,” “estimate,” “anticipate,” “believe,”
“should,” “project” or “plan” or the negative thereof or variations thereon or similar terminology are
generally intended to identify forward-looking statements. These forward-looking statements are
not guarantees of future performance and are subject to risks, uncertainties, assumptions and other
factors, some of which are beyond the Company’s control, which could cause actual results to differ
materially from those expressed or implied by such forward-looking statements. These factors
include the consequences of financial leverage associated with the JLG acquisition, especially
given recent turmoil in the credit markets, the level of the Company’s borrowing costs and the
Company’s ability to maintain compliance with financial covenants in its credit agreement; the
cyclical nature of the Company’s access equipment, commercial and fire & emergency markets,
especially during a global economic downturn and credit crisis; the Company’s ability to offset
higher steel and raw material costs through other cost decreases or product selling price increases;
the expected level and timing of U.S. Department of Defense procurement of products and services
and funding thereof; risks related to reductions in government expenditures and the uncertainty of
government contracts; risks associated with international operations and sales, including foreign
currency fluctuations; the Company’s ability to turn around its Geesink business; risks related to the
collectibility of access equipment receivables; and the potential for increased costs relating to
compliance with changes in laws and regulations. Additional information concerning these and other
factors and assumptions is contained in our filings with the SEC, including our Form 8-K filed
November 3, 2008. Except as set forth in such Form 8-K, we disclaim any obligation to update
such forward-looking statements.
Built strong.
Building for the future. 2

3. Oshkosh At A Glance
Global leader in specialty vehicles
4 business segments, each over $1B in sales:
– Access Equipment
– Defense
– Fire & Emergency
– Commercial
Broad product lines with leading market positions that
generate significant free cash flow
Growing international revenues and operations base
Built strong.
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4. Oshkosh Fiscal 2008 Highlights
Sales increased 13.2% to $7.1
billion OSK Full Year Performance
(millions)
– International sales were $2.1
billion, or 30% of total sales
$8,000 $800.0
$7,138
– Market share gains and record $7,000 $700.0
Operating Income
$6,307
orders at Pierce and domestic $6,000 $600.0
Net Sales
$596.3
refuse $582.0*
$5,000 $500.0
$4,000 $400.0
$3,427
Operating income decreased $3,000 $300.0
$325.9
1.5% to $582 million* $2,000 $200.0
$1,000 $100.0
EPS decreased 5.9% to $3.37* $0 $0.0
2006 2007 2008
$283 million of debt reduction Net Sales Operating Income
Cost reductions of $100 million in
annual savings
* Figures exclude non-cash charges for asset impairment of $175.2 million or $2.31/share
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5. Recent Highlights
Multiple defense contract awards
– Multi-year FHTV contract
– MTVR reducible-height armor kits
– UK Light Equipment Transporter (LET2) for 2010 – preferred bidder
Significant opportunities in domestic refuse collection vehicles
– Growth from customers ordering units to reduce fleet age
– CNG-powered units starting to gain momentum
Market share gains at Pierce and airport products
Strengthening leadership
Built strong.
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6. Current State Conditions
Market volatility and credit crisis make it very difficult to project fiscal 2009
Defense, fire and domestic refuse backlogs partially mitigate difficulties
Better positioned to address challenging conditions
– Improved cost structure; eliminated an expected $100 million
of annual costs
– Lowered debt and inventories
– Actively sourcing in low-cost countries
– Re-energizing operations with Global Manufacturing Services executive
Moving forward with plan seeking to avoid or delay credit agreement
amendment in fiscal 2009
– Action plans to drive $500 million or more in debt reduction
– Will assess ability to achieve plan quarterly
Continuing to invest in limited strategic global and
new product development initiatives
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7. Access Equipment
Key Markets:
– Residential and non-residential construction,
general industrial and military
Challenges:
– Soft construction markets, economic
weakness in particularly North America and
Europe
– Higher finished goods inventories
Our Actions:
– Reducing cost structure: headcount, supply
chain and expenses
– Responsible inventory reduction
Outlook for 2009:
– N. America - lower
– Europe - lower
– ROW - higher
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8. Defense
Key Markets:
– Vehicles; mostly U.S with some international
– Parts & service; domestic and in-theater
Challenges:
– Reset & recapitalization of equipment
– Win new business
– Margin pressure
Our Actions:
– Expansion into armored vehicle sales
– International bids
Outlook for 2009:
– Growth in vehicles and parts & service
• Recent FHTV contract renewal
• MTVR reducible-height armor kit order
• UK LET2
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9. Fire & Emergency
Key Markets:
– Municipal (North America), airport (global),
general industrial, mobile broadcast and
mobile medical (global), towing and recovery
Challenges:
– Reduced tax receipts expected to lead to
soft municipal spending environment
– Economic weakness in North America and
Europe
Our Actions:
– New products and stronger distribution
leading to share gains
– Lower cost structure, selected investments
in growth opportunities
Outlook for 2009:
– Growth in fire apparatus and airport vehicles
– Declines in most other markets
Built strong.
Building for the future. 9

10. Commercial
Key Markets:
– Residential and non-residential construction,
refuse collection, mining, and general
industrial
Challenges:
– Soft construction markets
– Economic weakness in North America and
Europe
Our Actions:
– Lowered cost structure; completed
restructuring in Europe
– New products (CNG-powered vehicles)
leading to share gains & growth outlook
– Expanding concrete products to more
international markets
Outlook for 2009:
– Continued weakness in concrete mixer and
batch plant markets
– Strong refuse collection vehicle backlog
– Improved results at Geesink Norba
Built strong.
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11. Oshkosh Financing Update
$202 million debt reduction in Q4
– In compliance with financial covenants at Sept. 30, 2008
Driving plan seeking to avoid or delay credit agreement amendment in
fiscal 2009 that requires:
– Delivering earnings at higher end of estimate range
– Achieving $500 million or more in debt reduction
Tightly managing spending
– Further reductions likely if demand softens
Continuing actions to reduce working capital
– Strong focus on inventory reduction
– Negotiating European receivables sales program
Limiting capital expenditures to $60 million
Sufficient liquidity, even if amendment is necessary
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12. Oshkosh in Summary…
Global market conditions are volatile and difficult to project, but
Oshkosh is moving forward with:
– Powerful leading brands
– Prudent investments in key global markets
– Value-driven sourcing
– Lower cost structure to mitigate weak market conditions
– Manufacturing excellence initiatives
– Cash generation to deliver debt reduction
The Oshkosh team is Built Strong and …
…committed to Building for the Future
Built strong.
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13. Why Invest in Oshkosh?
Business model
Leader in key Strong operating team
supports success
markets Swift & decisive in Strong near-term outlook
#1 or #2 player response to weakness for defense, refuse and fire
Innovation leader Strong track record in Long-term growth
Service second to none variety of conditions expected for access equip.
Realistic & conservative Technology advantages
Built strong.
Building for the future. 13