Freight Company Quotes

Everywhere the air had become a vibrant yellow drum. A heavy sunlight freighted the foliage of the trees. Each leaf was a shutter about to swing back and reveal a miniature sun, one window in the immense advent calendar of nature.

Glimco was having a problem with a freight hauler that was resisting the union and wouldn’t rehire a shop steward they had fired. It made Joey Glimco look bad to his men, and he wanted me to take care of the matter. I told him nobody needed to paint anybody’s house. I told him to give me a case of Coca-Cola that used to come in those old-fashioned bottles. I said give me one of your men and we’ll handle it. I got on a bridge just down the street from the freight company. When a truck would pull out and drive down to go under the bridge, the man and I dropped bottles of Coke down on the truck. It sounded like bombs going off, and trucks were crashing into the bridge abutment without knowing what was happening. Finally, the drivers refused to take trucks out of the yard, and the freight company came around and rehired the shop steward, but he didn’t get his back pay. Maybe I should have used two cases of Coke. I

En route to California I had a few drinks with an American executive for Falstaff Brewing Company who said he'd been a hobo from '37 to '39. He talked about a friend of his who had lost his legs beneath a freight train and died. He told me he knew something about farm labor contractors. "Killers," he called them. And said it again, "Killers.

There are a thousand small honest breweries in this country that because they have been too poor and localized to compete with the big boys have been forced to close, or else operate under famous names while they turn out yeast, or hops, or some other important but unnamed ingredient of the main company's beer. Now, with the trains full of soldiers and supplies rather than pale ale, perhaps people far from the great breweries will turn again to their local beer factories and discover, as their fathers did thirty years ago, that a beer carried quietly three miles is better than one shot across three thousand on a fast freight.

Michael Ward knows. Ward loves railroads. His loves his own railroad company, CSX, which traces its origins to 1827 when the Baltimore & Ohio Railroad was formed as the nation’s first common carrier. He traces his own origins at CSX back thirty-seven years, when he took an analyst job as a newly minted Harvard Business School M.B.A., rising to become chairman, president, and CEO in 2003. And he loves the whole American freight rail industry. “Railroaders are like farmers,” Ward declares. “You heard about the farmer that won the lottery? They said to him, ‘Oh my gosh, you won the lottery; what are you going to do with all that money?’ He said, ‘I’m a farmer and I love farming, and I’m going to farm until every penny of it is gone.’ And I say railroaders are like that. When we make more money, we’re going to invest more back into the infrastructure, so we can strengthen the railroad and grow the business.” Ward may sound like a press release, but that’s exactly how he talks, and why he’s a major industry spokesman. He lavishes praise on industry performance: “While we’ve improved the profitability of the industry, we’ve also cut rates in half of what they were in 1980 for our customers, on an inflation-adjusted basis. We’re providing a more economical product to them, and it’s safer and more reliable. Over the years, as an industry, our train accident rate is down 80 percent; our personal injury rate is down 85 percent; and we’re doing this with about one-third of the workforce we had in 1980.” He calls the industry “the envy of the world.

In early 2016, Amazon was given a license by the Federal Maritime Commission to implement ocean freight services as an Ocean Transportation Intermediary. So, Amazon can now ship others’ goods. This new service, dubbed Fulfillment by Amazon (FBA), won’t do much directly for individual consumers. But it will allow Amazon’s Chinese partners to more easily and cost-effectively get their products across the Pacific in containers. Want to bet how long it will take Amazon to dominate the oceanic transport business? 67 The market to ship stuff (mostly) across the Pacific is a $ 350 billion business, but a low-margin one. Shippers charge $ 1,300 to ship a forty-foot container holding up to 10,000 units of product (13 cents per unit, or just under $ 10 to deliver a flatscreen TV). It’s a down-and-dirty business, unless you’re Amazon. The biggest component of that cost comes from labor: unloading and loading the ships and the paperwork. Amazon can deploy hardware (robotics) and software to reduce these costs. Combined with the company’s fledgling aircraft fleet, this could prove another huge business for Amazon. 68 Between drones, 757/ 767s, tractor trailers, trans-Pacific shipping, and retired military generals (no joke) who oversaw the world’s most complex logistics operations (try supplying submarines and aircraft carriers that don’t surface or dock more than once every six months), Amazon is building the most robust logistics infrastructure in history. If you’re like me, this can only leave you in awe: I can’t even make sure I have Gatorade in the fridge when I need it.

Dear Mr. Vermylen: Your company has been one of our good customers for fourteen years. Naturally, we are very grateful for your patronage and are eager to give you the speedy, efficient service you deserve. However, we regret to say that it isn’t possible for us to do that when your trucks bring us a large shipment late in the afternoon, as they did on November 10. Why? Because many other customers make late afternoon deliveries also. Naturally, that causes congestion. That means your trucks are held up unavoidably at the pier and sometimes even your freight is delayed. That’s bad, but it can be avoided. If you make your deliveries at the pier in the morning when possible, your trucks will be able to keep moving, your freight will get immediate attention, and our workers will get home early at night to enjoy a dinner of the delicious macaroni and noodles that you manufacture. Regardless of when your shipments arrive, we shall always cheerfully do all in our power to serve you promptly. You are busy. Please don’t trouble to answer this note.

In good truth he had started in London with some vague idea that as his life in it would not be of long continuance, the pace at which he elected to travel would be of little consequence; but the years since his first entry into the Metropolis were now piled one on top of another, his youth was behind him, his chances of longevity, spite of the way he had striven to injure his constitution, quite as good as ever. He had come to that period of existence, to that narrow strip of tableland, whence the ascent of youth and the descent of age are equally discernible - when, simply because he has lived for so many years, it strikes a man as possible he may have to live for just as many more, with the ability for hard work gone, with the boon companions scattered, with the capacity for enjoying convivial meetings a mere memory, with small means perhaps, with no bright hopes, with the pomp and the circumstance and the fairy carriages, and the glamour which youth flings over earthly objects, faded away like the pageant of yesterday, while the dreary ceremony of living has to be gone through today and tomorrow and the morrow after, as though the gay cavalcade and the martial music, and the glittering helmets and the prancing steeds were still accompanying the wayfarer to his journey's end. Ah! my friends, there comes a moment when we must all leave the coach with its four bright bays, its pleasant outside freight, its cheery company, its guard who blows the horn so merrily through villages and along lonely country roads. Long before we reach that final stage, where the black business claims us for its own speecial property, we have to bid goodbye to all easy, thoughtless journeying and betake ourselves, with what zest we may, to traversing the common of reality. There is no royal road across it that ever I heard of. From the king on his throne to the laborer who vaguely imagines what manner of being a king is, we have all to tramp across that desert at one period of our lives, at all events; and that period is usually when, as I have said, a man starts to find the hopes, and the strength, and the buoyancy of youth left behind, while years and years of life lie stretching out before him. The coach he has travelled by drops him here. There is no appeal, there is no help; therefore, let him take off his hat and wish the new passengers good speed without either envy or repining. Behld, he has had his turn, and let whosoever will, mount on the box-seat of life again, and tip the coachman and handle the ribbons - he shall take that journey no more, no more for ever. ("The Banshee's Warning")

Bad Job     I got a gig at a trucking company, loading freight, And damn it was bad, sweating in a suicidal St. Louis Summer night   And the dudes in the place were scary looking and numb, Most of them were around thirty to fifty years of age, most Were supporting families; and I was only, twenty-one at the time. My trainer showing me the ropes and the wharves, as it all seemed Too much for me at the time, As the planets in my head swirled One had to do so much to earn a living… so much The guys so scary looking, they had been there so long That were beginning to look like the truck, the trailer, The freight, the skids and the boxes As

Farrell Lines was a concept envisioned by James A. Farrell Sr., the son of a ship’s captain and the president of the United States Steel Corporation during World War II. In 1910 he had already, established the Isthmian Steamship Company as a subsidiary of U.S. Steel with the primary purpose of reducing the costs of shipping the company’s freight. As the president of U.S. Steel he saved the company considerable money and because of this he decided to start his own steamship companies. By 1928, Farrell had three of the most prestigious companies in the Maritime Industry: Argonaut Lines, American South African Lines and Robin Lines with their ships flying the South African flag.

It would be nice to have space to live, to have company, a life that added up to more than days piled on top of one another without accruing the additional freight of meaning or purpose.

No, you don’t get a chance to bargain. As an individual, you have to pay full freight.” “Why is that? Why do I have to pay more than health insurance companies for the same service?” “This is how American hospital-based medicine works,” Roger snapped. “I don’t have time to explain it to you, nor is it my job.

Follow-up Call (Script) Seller: “Hello Mr. Prospect, my name is Tom Freese, and I’m the regional manager for KnowledgeWare in Kansas City. I wanted to contact you about the CASE application development seminar we are hosting at IBM’s Regional Headquarters on August 26. Do you remember receiving the invitation we sent you? (Pause for a response) “Frankly, we are expecting a record turnout—over one hundred people, including development managers from Sprint, Hallmark Cards, Pepsi Co., Yellow Freight, Kansas Power & Light, the Federal Reserve Bank, Northwest Mutual Life, American Family Life, St. Luke’s Hospital, Anheuser-Busch, MasterCard, American Express, Worldspan, and United Airlines, just to name a few. “I wanted to follow up because we haven’t yet received an RSVP from your company, and I wanted to make sure you didn’t get left out.” Granted, this was a highly positioned approach, but it was also 100 percent accurate. I wanted prospects to know that IBM was endorsing this event. I also wanted to let them know that I expected “everyone else” to participate. I accomplished this by rattling off an impressive list of marquee company names that we were “expected” to attend. Most importantly, I wanted to make sure that they didn’t get left out.

Many financial analysts will find Emerson and Emery more interesting and appealing stocks than the other two—primarily, perhaps, because of their better “market action,” and secondarily because of their faster recent growth in earnings. Under our principles of conservative investment the first is not a valid reason for selection—that is something for the speculators to play around with. The second has validity, but within limits. Can the past growth and the presumably good prospects of Emery Air Freight justify a price more than 60 times its recent earnings?1 Our answer would be: Maybe for someone who has made an in-depth study of the possibilities of this company and come up with exceptionally firm and optimistic conclusions. But not for the careful investor who wants to be reasonably sure in advance that he is not committing the typical Wall Street error of overenthusiasm for good performance in earnings and in the stock market.* The same cautionary statements seem called for in the case of Emerson Electric, with a special reference to the market’s current valuation of over a billion dollars for the intangible, or earning-power, factor here. We should add that the “electronics industry,” once a fair-haired child of the stock market, has in general fallen on disastrous days. Emerson is an outstanding exception, but it will have to continue to be such an exception for a great many years in the future before the 1970 closing price will have been fully justified by its subsequent performance. By contrast, both ELTRA at 27 and Emhart at 33 have the earmarks of companies with sufficient value behind their price to constitute reasonably protected investments. Here the investor can, if he wishes, consider himself basically a part owner of these businesses, at a cost corresponding to what the

Chances are the biggest question on your mind: how much you need to set aside to start your freight brokerage. In fact, it varies, depending on your choices.

Emery Air Freight must be the most promising of the four companies in terms of future growth, if the price/earnings ratio of nearly 40 times its highest reported earnings is to be even partially justified. The past growth, of course, has been most impressive. But these figures may not be so significant for the future if we consider that they started quite small, at only $570,000 of net earnings in 1958. It often proves much more difficult to continue to grow at a high rate after volume and profits have already expanded to big totals. The most surprising aspect of Emery’s story is that its earnings and market price continued to grow apace in 1970, which was the worst year in the domestic air-passenger industry. This is a remarkable achievement indeed, but it raises the question whether future profits may not be vulnerable to adverse developments, through increased competition, pressure for new arrangements between forwarders and airlines, etc. An elaborate study might be needed before a sound judgment could be passed on these points, but the conservative investor cannot leave them out of his general reckoning.

At the communication desks of Taggart Transcontinental, a small crew kept calling for freight cars, repeating, like the crew of a sinking ship, an S.O.S. that remained unheard. There were freight cars held loaded for months in the yards of the companies owned by the friends of pull-peddlers, who ignored the frantic demands to unload the cars and release them. “You can tell that railroad to—” followed by untransmissible words, was the message of the Smather Brothers of Arizona in answer to the S.O.S. of New York.

I created XPO with a private investment in public equity (a “PIPE”) that gave me control of a logistics company with about $175 million in revenue. Its main focus was freight transportation: matching truckers with shippers, forwarding freight, and expediting urgent shipments. I felt confident we could create a business model with a major upside to earnings by applying scale and technological innovation, and we did that, building XPO into an integrated, global logistics leader.

Total Cost Analysis When the purchasing staff considers switching to a new supplier or consolidating its purchases with an existing one, it cannot evaluate the supplier based solely on its quoted price. Instead, it must also consider the total acquisition cost, which can in some cases exceed a product’s initial price. The total acquisition cost includes these items: • Material. The list price of the item being bought, less any rebates or discounts. • Freight. The cost of shipping from the supplier to the company. • Packaging. The company may specify special packaging, such as for quantities that differ from the supplier’s standards and for which the supplier charges an extra fee. • Tooling. If the supplier had to acquire special tooling in order to manufacture parts for the company, such as an injection mold, then it will charge through this cost, either as a lump sum or amortized over some predetermined unit volume. • Setup. If the setup for a production run is unusually lengthy or involves scrap, then the supplier may charge through the cost of the setup. • Warranty. If the product being purchased is to be retained by the company for a lengthy period of time, it may have to buy a warranty extension from the supplier. • Inventory. If there are long delays between when a company orders goods and when it receives them, then it must maintain a safety stock on hand to guard against stock-out conditions and support the cost of funds needed to maintain this stock. • Payment terms. If the supplier insists on rapid payment terms and the company’s own customers have longer payment terms, then the company must support the cost of funds for the period between when it pays the supplier and it is paid by its customers. • Currency used. If supplier payments are to be made in a different currency from the company’s home currency, then it must pay for a foreign exchange transaction and may also need to pay for a hedge, to guard against any unfavorable changes in the exchange rate prior to the scheduled payment date. These costs are only the ones directly associated with a product. In addition, there may be overhead costs related to dealing with a specific supplier (see “Sourcing Distance” later in the chapter), which can be allocated to all products purchased from that supplier.

The column swung into single file, with space between companies and platoons. Marching until 3:00 a.m., they stopped in a small forest, put their heavy packs on the ground, and unrolled their packs. The woods were thick. In the blackness, Roy could only see a few feet in front of him in the dark, and there wasn’t any acceptable cover. He had just put his pack down, when it started. A distant set of krumps went off somewhere in the distance and, moments later, the screaming shells descended, men yelled, and wood shrapnel flew from exploding trees. Roy hit the deck, grabbed his helmet, and held the fear back behind his clenched teeth. In the flash of the exploding shells, he saw his comrades and friends lying still, small, some crouched behind trees, some cursing, all helpless. Bigger shells came, shaking the landscape like a freight train speeding past a rickety station. Everything shook with diabolical red flashes and deafening roars. It went on and on, hour after hour.

keeping the first station busy, and it’s similar to first-in, first-out scheduling. But of course, now everyone knows that you don’t release work based on the availability of the first station. Instead, it should be based on the tempo of how quickly the bottleneck resource can consume the work.” I just stare at him blankly. He continues, “Because of how Mark was releasing work, inventory kept piling up in front of our bottleneck, and jobs were never finished on time. Every day was an emergency. For years, we were awarded Best Customer of the Year from our air freight shipment company, because we were overnighting thousands of pounds of finished goods to angry customers almost every week.” He pauses and then says emphatically, “Eliyahu M. Goldratt, who created the Theory of Constraints, showed us how any improvements made anywhere besides the bottleneck are an illusion. Astonishing, but true! Any improvement made after the bottleneck is useless, because it will always remain starved, waiting for work from the bottleneck. And any improvements made before the bottleneck merely results in more inventory piling up at the bottleneck.” He continues, “In our case, our bottleneck was a heat treat oven, just like in Goldratt’s novel, The Goal. We also had paint-curing booths that later became constraints, too. By the time we froze the release of all new jobs, you couldn’t even see the bottleneck work centers because they were surrounded by huge piles of inventory. Even from up here!” Despite myself, I laugh with him. It’s obvious in hindsight, but I can imagine that to Mark, it was anything but obvious. “Look, thanks for the history lesson. But I learned most of this already in business school. I don’t see how this could possibly be relevant to managing IT Operations. IT is not like running a factory.” “Oh, really?” he turns to me, frowning intensely. “Let me guess. You’re going to say that IT is pure knowledge work, and so therefore, all your work is like that of an artisan. Therefore, there’s no place for standardization, documented work procedures, and all that high-falutin’ ‘rigor and discipline’ that you claimed to hold so near and dear.” I frown. I can’t figure out if he’s trying to convince me of something I already believe or trying to get me to accept an absurd conclusion. “If you think IT Operations has nothing to learn from Plant Operations, you’re wrong.

Their era was ending when Jim Clyman got to Independence in ’44 and found Bill Sublette, who had first taken wagons up the Platte Valley in 1830, now taking invalids to Brown’s Hole for a summer’s outing. It was twenty-one years since Jim had first gone up the Missouri, forty years since Lewis and Clark wintered at the Mandan villages, thirty-three years since Wilson Hunt led the Astorians westward, twenty years since Clyman with Smith and Fitzpatrick crossed South Pass, eighteen years since Ashley, in the Wasatch Mountains, sold his fur company to Smith, Sublette, and Jackson. Thirty-two years ago Robert McKnight had been imprisoned by the Spanish for taking goods to Santa Fe. Twenty-three years ago William Becknell had defied the prohibition and returned from Santa Fe in triumph. Eighteen years ago the Patties had got to San Diego by the Gila route and Jed Smith had blazed the desert trail to San Bernardino Valley; fourteen years ago Ewing Young, with Kit Carson, had come over the San Bernardino Mountains, making for the San Joaquin. There had been a trading post at the mouth of Laramie Creek for just ten years. Bent’s Fort was fifteen years old. Now the streams were trapped out, and even if beaver should come back, the price of plews would never rise again. There were two or three thousand Americans in Oregon, a couple of hundred in California, and in Independence hundreds of wagons were yoking up. Bill Sublette and Black Harris were guiding movers. Carson and Fitzpatrick were completing the education of John Charles Frémont. Forty years since Lewis and Clark. Think back to that blank paper with some names sketched in, the Wind River peaks, the Tetons, the Picketwire River, the Siskidee, names which, mostly, the mountain men sketched in — something under a million square miles, the fundamental watershed, a thousand mountain men scalped in this wilderness, the deserts crossed, the trails blazed and packed down, the mountains made known, the caravans carrying freight to Santa Fe, Bill Bowen selling his place to go to Oregon, half a dozen wagonwrights setting up at Independence … and, far off, like a fly buzzing against a screen, Joe Meek’s cousin, Mr. Polk, preparing war. Whose country was it? III Pillar of Cloud ALL through February Congress debated the resolution to terminate the joint occupancy of Oregon, and by its deliberation, Polk thought, informed the British that we were irresolute.

She saw them as she approached, exactly as described. Small men, wiry, bearded, dark haired and dark skinned. They had overalls unbuttoned to the waist, with undershirts beneath, and ear defenders around their necks, and elbow protectors around their elbows, and knee protectors around their knees, and see-through ID panels around their biceps, all items firmly held in place with thick elastic straps. The IDs were from the airport. The bearers worked for a freight forwarding company known to have excellent relationships with the cargo divisions of many Middle Eastern sovereign airlines. The messenger said, “The Mercedes-Benz was named for a customer’s daughter.

present he was serving as an advisor in Venezuela, where a new free port for freight interchanges was being planned. Bill's company, Routing Inc., specialized in computer-controlled automatic equipment for transferring freight from one mode of transport to another.

DRAGONFLY   As my feet take hold of the floor I cling to her lips with the kind of intensity that shakes her entire body with a paralyzing calm. She carefully pushes my shorts down around my thighs while holding on to these lips that have proved perfection to her love. Easing the edge of her skintight shirt up around her frail torso with a steady rise the lower portion of my body eases into hers, she struggling to get her arms around my neck and chest after lifting her shirt over.   Her leg rises up underneath my arm, holding her up as her other leg follows. Like a steady freight crane I carefully move her onto the bed as she holds on to me, falling into her with all of my love. Moving across the surface of her entire body in the way that a dragonfly wets its tail above still water I lie down beside her with one hand moving across her chest. Wishing only to free her I seize her lips with an upward nudge of passion that educes a sort of ethereal beauty as we lie within the soothe of each other’s company. Reaching again for her lips I lean in to kiss her with my pelvis and upper body against hers as our legs intertwine. Aroused beneath my waist comes the part of me that does protrude, causing an effluxion of vitality to commove down my entire vessel in a slow whisper that moves over my entire body towards my legs and toes.

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McLean understood that transport companies’ true business was moving freight rather than operating ships or trains.

The proliferation of rebates hastened the shift toward an integrated national economy, top-heavy with giant companies enjoying preferential freight rates.

Don't check programmers personality. Check his code.

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If you were in the railroad industry, would you be more interested in the business of laying the tracks or delivering the freight? One element is discrete and transactional (how many new rail lines do you really need?); the other represents ongoing value. A new management team at Cisco decided to go all-in on services, which by definition meant subscriptions. But how do you sell routers and switches on a subscription basis? By focusing on the data inside all that hardware—the freight, not the tracks. Cisco’s latest set of Catalyst hardware comes embedded with machine learning and an analytics software platform that helps companies solve huge inefficiencies by reducing network provisioning times, preventing security breaches, and minimizing operating expenses.

would once again haul the lion's share of military supplies; that Congress would grant their claim of $494,000 in losses suffered in 1857 on the way to Fort Bridger, when attacking Mormons destroyed several trains; and, finally, that Congress would quit its interminable bickering and authorize a triweekly service over the Central Route, thus saving the Pony Express. None of these expectations materialized. In the end, desperation led William Russell to traffic in stolen government bonds, money belonging to the Indian Trust Fund of the Interior Department, where they were held for the benefit of various Indian tribes. Russell "borrowed" the bonds to cover the company's losses. When he learned what had happened, President Lincoln himself insisted on an investigation. Russell was arrested in his New York office and jailed. Called before a congressional committee, he testified freely and frankly, at the suggestion of his lawyer, who knew that by a congressional act of 1857, witnesses who testified before Congress could not be indicted for the matters on which they testified. Although he was saved by a legal technicality from trial and imprisonment, Russell did not escape censure. In a letter to the attorney general a week after his inauguration, Lincoln referred to the matter of the stolen bonds as "the Russell fraud." Though spared the worst punishment, Russell was nevertheless disgraced, and returned to Missouri, where he died broke on September 10, 1872. He was sixty years old. The Pony Express had been Russell's great gamble, the critical turn of the cards, and it had failed. "That the business men and citizens of Lexington believed in Russell and highly respected him is quite obvious," wrote the authors of Saddles and Spurs. "His record for more than two decades was without spot or blemish. During that time he was regarded as one of the town's most progressive citizens. Then, in the year 1860, in the far away city of Washington he, by one act, stained that shining record. Anyone who studies his remarkable life, including this incident, turns from it all with a feeling of intense sadness that a brilliant career such as his should close under a shadow." William Waddell returned to Lexington and died there on April 1, 1862, at the age of sixty-five. As for Alexander Majors, he moved to Salt Lake City, where he tried freighting, then prospecting. After 1879, he lived in Kansas City and Denver. Buffalo Bill Cody, then at the height of

FOB origin is stipulated when the order is placed, and the buyer selects the transport company and pays the freight company, owns the title, and files the claims for bad or damaged goods. If FOB destination is stipulated, the buyer pays the freight charges, but the supplier owns the title and files any claims.

IKargos is a great company that offers digital freight forwarding, customs forwarding, import-export certifications, and international supply chain solutions. They stand out for their reliable and efficient services.

wheels of automobiles when they are shipped by freight. I had learned my lesson now. No more worry for me—no more regret about what had happened in the past—no more dread of the future. I concentrated all my time, energy, and enthusiasm into selling those blocks.” Edward S. Evans shot up fast now. In a few years, he was president of the company. His company—the Evans Product Company—has been listed on the New York Stock Exchange for years. When Edward S. Evans died in 1945, he was one of the most progressive businessmen in the United States. If you ever fly over Greenland, you may land on Evans Field—a flying-field named in his honour. Here is the point of the story: Edward S. Evans would never have had the thrill of achieving these victories in business and in living if he hadn’t seen the folly of worrying—if he hadn’t learned to live in day-tight compartments. Five hundred years before Christ was born,