I am currently reading "Against All Odds: V1" by Mark Cane. The subtitle is "The History of Burlington Northern Railroad's Innovative Intermodal Business: 1890 - 1988".
To say this is an insider's look at BN's Intermodal history would be an understatement. The author was one of the first employees hired by Bill Greenwood when he was chosen to head the "Intermodal Business Unit" (IBU)of BN...he was there from the start. After a brief look at BN including the merger with Frisco and the PRB coal project, the author dives deeply into the IBU history which covers establishing Hubs (and eliminating "ramps"), import container business, double stack technology, Expediter trains (short intermodal trains with reduced crews), and the big competition IBU faced - not so much Union Pacific, but the internal politics of BN.
It is my understanding that V2 and V3 covers from 1989 thru the merger with Santa Fe with considerable information which were internal documents not available to the public.
This book is a gem if you are interested in the development of Intermodal, not only of BN but the entire rail industry.
This is not a "railfan" book with glossy pictures. This is a fact filled, footnoted history of a railroad from the 1970s thru Staggers and into the late 90s. This is a self published book - a story that needed to be told "before it was too late".
I look forward to V2 and V3...on my list for Christmas.
We often have discussions on intermodal in these forums. This book goes inside BN, warts and all.
Ed
I just ordered volume 1 from Amazon.
Greyhound...I think you will enjoy this book. Looking forward to your comments.
More to follow on other questions.
I will attempt to address croteaudd's questions.
The title is a reflection of IUB's battle to establish the best in class intermodal service. One must take into consideration the culture of BN when the IUB was formed...regulation had just ended and it was now a free market environment. Thus, there was a massive internal culture which was based on "regulation". Further the culture was all about "running the trains" rather than the car (customer). Marketing was more about "3 Martini lunches" and entertainment rather than offering solutions for transportation needs.
The IUB task force identified that carload business was going to melt away with the advent of deregulated trucking. The "Food and Manufactured" department was particularly at risk...beverages and food were vulnerable. The IUB foresaw this occuring but the "marketing suits" did not. They were there to protect their silo and thought the intermodal would cherry pick their carload traffic. The forecast of losses were accurate and the IUB proved to be a valuable department.
At the same time, there was a huge battle for capital within the BN....PRB coal was the golden goose but had been dramatically underpriced in the 70s. Massive amounts of capital were required for locomotives and upgrading of the infrastructure to handle the 30 coal trains daily. The ROW was falling apart and the rates didnt reflect the costs required. Staggers allowed BN to raise rates, but there was a political battle in Washington over the coal rates...it came down to the Mayor of San Antonio - believe it or not.
So, the IUB faced internal competition for marketing power and also for capital. The culture wasnt there yet for the new market forces. IUB had a group that understood the changes coming.
After a few chapters of overview of the BN's history and corporate structure, the book settles into deep reviews of yearly achievements and battles. Each chapter (after the first few) is based on a year's events and how the department evolved and grew and challenges faced.
Hunter Harrison shows up and is HUGE in the development and success of IUB. He understood what needed to be done. He was pushing for PSR in the early 80s.
"Before it is too late" is based on conversations the author had with other members of the IUB. These members and key contributors are now in their 70s' and 80's. The author is probably in his late 60s. He was encouraged to write the story "before it is too late"...in other words, he had the experience and the ability to resource material...he knew where the critical documents and key personnel were. He based the book on collections of paper records which were available but at risk. Not only did the author access those records, but he preserved those records at the Barringer library in St. Louis. Those records would have possibly been tossed had he not undertaken the project.
Hence "before it is too late". The author had the access and the bandwidth to handle this project. He indicated this was an 18 month project. He apologies he is not an author....I disagree. It is well written and pulls no punches. One knows while reading who are the "good guys" and who fought the intermodal group.
I have long wished for such a book. Most railroad books are long on corporate history in the 1800's and short on modern history. I believe the Staggers Act released the railroads from regulation that was choking them. "The Men Who Loved Trains" addressed some modern history, but not in detail as this collection. Again I am 2/3 thru V1 (1986) but look forward to V2 and V3.
Hope this helps.
Your reply pretty much nails it.
I have been fortunate to have worked my entire career for medium sized companies (only 2 in 46 years). My current employer (33 yrs) has grown dramatically and is now owned by "mega-corp". I deal with the same CEO/Sr. VP Sales for most of my career, but they really get hit hard by corporate suits. I wouldnt want their positions. They deflect considerable incoming projectiles.
You nailed it regarding "before its too late". The men who took "piggyback" with circus loading ramps to "intermodal" with Hubs wanted the story told. In particular there was a rush to finish before Bill Greenwood passed away. He was the original head of the department and his archives provided considerable resources for the book.
I personally enjoy books on how businesses are developed and the struggles faced. I also enjoy railroads...hence my excitement over this book.
This isnt for everyone. Again, no glossy photos of BN E unit in the Cascades, nor photos of the final Empire Builder on April 30, 1971. Just the facts and the story.
MP173 (Ed):
It is hoped that your readings of the book series ‘Against All Odds” are rewarding!
Decades ago, I tried to get railroad managements to think differently about yards, operations, and labor, and if they had done so they would have made much, much more money, But, to no avail.
Example, yards. My philosophy is to keep railcars to be sorted moving! It once took me about four seconds to draw for a patent attorney a new type of yard, and after looking at it for just two seconds, he exclaimed, “There is money in this!” But I knew something he didn’t …
Labor … There is a magical way to get one man crews fast! (Though I question the practicality of one man crews, such as use of the cab restroom.) But managements invariably take the hate route and suffer war as a consequence.
The purpose of mentioning the above is for you, MP173, to compare the difficulty or magical ease of implementing new ideas in your reading of the ‘Against All Odds’ book series.
Happy reading!
croteauddMP173 (Ed): It is hoped that your readings of the book series ‘Against All Odds” are rewarding! Decades ago, I tried to get railroad managements to think differently about yards, operations, and labor, and if they had done so they would have made much, much more money, But, to no avail. Example, yards. My philosophy is to keep railcars to be sorted moving! It once took me about four seconds to draw for a patent attorney a new type of yard, and after looking at it for just two seconds, he exclaimed, “There is money in this!” But I knew something he didn’t … Labor … There is a magical way to get one man crews fast! (Though I question the practicality of one man crews, such as use of the cab restroom.) But managements invariably take the hate route and suffer war as a consequence. The purpose of mentioning the above is for you, MP173, to compare the difficulty or magical ease of implementing new ideas in your reading of the ‘Against All Odds’ book series. Happy reading!
Did you present the 400 MPG fuel delivery device to the auto makers too?
Never too old to have a happy childhood!
croteaudd Labor … There is a magical way to get one man crews fast! (Though I question the practicality of one man crews, such as use of the cab restroom.) But managements invariably take the hate route and suffer war as a consequence.
One-man crews are getting a lot of pushback from sources other than organized labor. A variation on full-crew laws is the latest approach.
BaltACD:
Close to thirty-five years ago an imaginative new President of a Class 1 railroad famously reduced employees without the extreme pain of doing so. It just was a commonsense approach instead of the typical viciousness. Even my father-in-law took advantage of its wondrousness! So, such great things are possible!
That railroad president not long afterward resigned because the parent company was scaling back and the future looked bleak for him. But another First Class railroad was so impressed with him and his imagination that they hired him and made him its Chairman, CEO, and President! And he went on to do absolutely great things for that company!
Somebody here is a great fan of "I know something that you don't know" without realizing that we don't really care.
croteauddBaltACD: Close to thirty-five years ago an imaginative new President of a Class 1 railroad famously reduced employees without the extreme pain of doing so. It just was a commonsense approach instead of the typical viciousness. Even my father-in-law took advantage of its wondrousness! So, such great things are possible! That railroad president not long afterward resigned because the parent company was scaling back and the future looked bleak for him. But another First Class railroad was so impressed with him and his imagination that they hired him and made him its Chairman, CEO, and President! And he went on to do absolutely great things for that company!
As a 51+ year employee of the B&O, Chessie System and CSX - I went through more 'buy out' force reductions than I care to count. My observations were that those that rose to 'power' because their former superiors took the buy outs, repeated the mistakes that their predcessors made. Experience is a fierce teacher, but those lessons walk out the door when the institutional knowledge of those that had those hard lessons taught to them walk out the door.
Ideas and Plans rarely survive intact after they experience their first battles with reality. As that noted philosopher Mike Tyson [/sarcasm] says every plan changes when you get your first punch to the face.
Your ‘51+ years’ post above was marvelous! From it all can see your great depth of wisdom, understanding, and knowledge. It really was a gem of a post! Thanks for replying that way!
Years ago I developed a formula.
W=K*E (wisdom = knowledge * experience).
Later I modified it to W=K*E (squared). It became obvious that experience needed to be squared. Sometimes things look great on paper, not so well in the real world.
I know that most Morning Sun books only have print runs of 500-2000 copies. I wonder what the print run of a book like this would be?
Backshop I know that most Morning Sun books only have print runs of 500-2000 copies. I wonder what the print run of a book like this would be?
I've definitely got to get this book!
When are Volumes II and III scheduled to be released?
croteaudd When are Volumes II and III scheduled to be released?
All three volumes are currently available on Amazon.
https://www.amazon.com/Against-All-Odds-Burlington-Innovative/dp/B0C9SB2JKB
BH Class B shareholder here...........go BNSF, go!!! Also own UP and CPKC.
The books are printed on demand. That will not delay the delivery.
Inside the back cover of the book I am reading it has the date printed and location. This book was printed Oct 7 in Mokena, Il. It was available at the library (I ordered it) on October 12th. That is fast. Printed and distributed by Amazon.
As mentioned above V2 and V3 are available.
I am currently in 1987. Will finish that chapter tonight. So far in 1987 the author covers a number of intermodal developments, including ongoing negotiations with Santa Fe (including documents) that would have opened the interchange at Avard, Ok for intermodal marketing to Memphis and St. Louis. Santa Fe would have controlled all marketing and pricing to those points with BN handling the line haul plus the intermodal terminal facilities in both cities.
In other words, BN opened up two significant markets for Santa Fe which would have controlled the marketing/pricing in return for BN to fill capacity on the old Frisco line...woefully under-utilized. Already one can see the shift occuring as BN has moved past the old regulated days and are looking for asset utilization at signicantly lower revenue.
The author indicates the Frisco merger was viewed as a big mistake and was executed due to personal relationships between CEO's at the time (mid 70s). While the Kansas City-Birmingham line opened up nice coal markets in the Southeast, the non-consideration of MoPac as a merger partner would haunt BN for years. the inside information in this book is nothing short of amazing.
MP173he inside information in this book is nothing short of amazing. Ed
Yes, it certainly is.
It’s also often painfully familiar.
The problems with the operating department.
Trying to work with the unions in order to make shorter rail intermodal hauls truck competitive. Sometimes meeting with success and other times meeting with intransigence.
The “Black Hole” in the Midwest caused by the east-west divide of the US rail network.
The realization that door-to-door service was needed in lieu of terminal to terminal rail service.
The issues mitigating against door-to-door service.
It's all there. And more. And it’s explained.
The biggest surprise for me was that BN set up Chicago-Memphis Expediter service in competition with the ICG. The author says they found a lot of freight for it. I was gone from the ICG when that happened.
There is a very interesting chart showing how Kellogg shifted from rail to truck over a four year period.
Greyhound:Have you finished V1? I just did today. The author covers quite well the spin off of the "Resources" group from the railroad and how the railroad was saddled with considerable debt. It doesnt seem like the railroad had very good investment banking advise.
I was a bit surprised also by the Chicago - Memphis Expediter service. I do not recall any publication (Trains) covering that service. That would have been quite a roundabout route to Memphis. According to 1988 Official Guide, the BN route from Cicero to Memphis was 672 miles...Cicero to Galesburg to West Quincy to St. Louis to Memphis. I dont think the West Quincy to St. Louis was a high speed operation, nor the old Frisco line linking St. Louis to Memphis.
Compare to the Illinois Central, Mainline of Mid America which shows as 526 miles. Further, the 1988 OG shows IC had a scheduled intermodal departing at 1830 and arriving Memphis the next morning at 1000...average of 34mph.
If BN was actually making progress on a route which was 146 miles longer and probably tougher operations (going thru St. Louis had to be difficult), then it had to have resulted from marketing and sales. Nothing else.
Other gems in the book (there are many) include E. Hunter Harrison - quite the hero to the Intermodal folks, but he wore out his welcome in the late 80s (read the book to find out why). I have said it before, but this is as much a history of the BN as it is the Intermodal Business Unit.
I have not finished V1, but I'm getting there.
When Harrison came to the IC he cut the Chicago-Memphis intermodal schdule to 12 hours. Before Harrison the operating "management" complained that they just couldn't do it in 15 1/2 hours.
greyhoundsWhen Harrison came to the IC he cut the Chicago-Memphis intermodal schdule to 12 hours. Before Harrison the operating "management" complained that they just couldn't do it in 15 1/2 hours.
Not reading the book (for now, anyhow), but I'd opine that while it's physically possible to make the trip in X hours, the disruption to other traffic would be problematic. Much like you see with Amtrak even today.
The "halo" around Amtrak trains is discernable on a two-track main. A single track main would be far worse. And in the PSR world of insane length trains, finding a place to hide them while the hot intermodal passes would cause chaos.
Larry Resident Microferroequinologist (at least at my house) Everyone goes home; Safety begins with you My Opinion. Standard Disclaimers Apply. No Expiration Date Come ride the rails with me! There's one thing about humility - the moment you think you've got it, you've lost it...
tree68 greyhounds When Harrison came to the IC he cut the Chicago-Memphis intermodal schdule to 12 hours. Before Harrison the operating "management" complained that they just couldn't do it in 15 1/2 hours. Not reading the book (for now, anyhow), but I'd opine that while it's physically possible to make the trip in X hours, the disruption to other traffic would be problematic. Much like you see with Amtrak even today. The "halo" around Amtrak trains is discernable on a two-track main. A single track main would be far worse. And in the PSR world of insane length trains, finding a place to hide them while the hot intermodal passes would cause chaos.
greyhounds When Harrison came to the IC he cut the Chicago-Memphis intermodal schdule to 12 hours. Before Harrison the operating "management" complained that they just couldn't do it in 15 1/2 hours.
Most people don't understand how big of a 'foot print' a train has on the railroad and what is required for that train to have clear signals in its journey across a route. A track segment is occupied no matter if it is light engines or a 14K foot train and appropriate signals will get displayed behind it.
Tree:I understand that. What makes listening/watching on computer webcams (and scanner chatter) is the challenges presented to dispatchers and operating crews to balance the hot trains (UPS!) with the daily operations. The author briefly addresses that in discussions of the proposed intermodal service with ATSF over Avard, Ok. ATSF was (is?) a class 5 operation which allowed for 90mph passenger and 79mph freight.
One interesting win for BN was extending their intermodal market to Detroit with a run thru train with GTW. I recall that train thru town, I believe it was GTW 205 and the one time it was viewed it had a single BN motor. Those interline success stories were few and quite rare.
I am looking forward to V2 and V3...rumor has it that it will be a Christmas present.
Amazon says Volume 2 will be on my doorstep tomorrow. Yes, on Sunday.
I ordered all 3 volumes. They arrived yesterday via Amazon. I opened the package ASAP! Cracked open Vol. 1. Buried my head in the book for about 3H, or so I'm at page 190. Agree with your consensus MP173!
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