by QB 52.32
It's not like Selkirk hasn't bogged down before when new operational changes affecting labor were implemented.
The thing about PSR, like most railroad behavior, is that it is strategic and at CSX has provided demonstrable growth in Selkirk et al in the steel, energy, paper, food/beverage and intermodal markets leading up to the pandemic as well as an ability and justification to purchase Pan Am in furtherance of pursuing growth. Most importantly, PSR has made CSX revenue adequate with critical long-term healthy investments in infrastructure and equipment taking place.
Funny thing is that ultimately the strategy of Harrison's derided PSR is no different than the strategy of Hagen's lauded Conrail Quality, just very different approaches and tactics in very different times.
As someone who rode that crazy rollercoaster of carrier operations during the tremendous uncertainty of a 100-year pandemic 1H2020, it's full-on Monday morning quarterbacking from the vantage point of an easy chair to now judge their behavior: in fact I'm surprised looking at the numbers that, to their credit, railroad managements didn't dig deeper. The Great Resignation goes far beyond railroads with service issues occurring across all transportation modes and amongst supply chain providers. But, really, what else could we expect from an unanticipated disruptive 100-year pandemic?
The thing about PSR, like most railroad behavior, is that it is strategic and at CSX has provided demonstrable growth in Selkirk et al in the steel, energy, paper, food/beverage and intermodal markets leading up to the pandemic as well as an ability and justification to purchase Pan Am in furtherance of pursuing growth. Most importantly, PSR has made CSX revenue adequate with critical long-term healthy investments in infrastructure and equipment taking place.
Funny thing is that ultimately the strategy of Harrison's derided PSR is no different than the strategy of Hagen's lauded Conrail Quality, just very different approaches and tactics in very different times.
As someone who rode that crazy rollercoaster of carrier operations during the tremendous uncertainty of a 100-year pandemic 1H2020, it's full-on Monday morning quarterbacking from the vantage point of an easy chair to now judge their behavior: in fact I'm surprised looking at the numbers that, to their credit, railroad managements didn't dig deeper. The Great Resignation goes far beyond railroads with service issues occurring across all transportation modes and amongst supply chain providers. But, really, what else could we expect from an unanticipated disruptive 100-year pandemic?