Sir, one of the things that we continually focus on is to have the right number of assets and the right amount of capacity to meet the market requirement. We mentioned earlier in this presentation, I believe, that the amount of grain we expect to lift in western Canada is well known and it's communicated in advance. It's 4,450 cars per week, and we have put our car fleet plan in particular, but also our service plan, locomotives and so on, in place to meet that.
What we have found over the long history of railroading is that if you start to fall off and you try to address that by flooding in more assets, you wind up slowing down the whole system. You can have a very unintended consequence, and we've seen that ourselves in the past, much to our chagrin, when we've had many more cars, sometimes twice as many cars as a port can unload. The reason for that would not be because of the port or our customers or the terminal elevators, but situations have developed where we have twice as many cars loaded as they could unload in an entire week. That simply slows the whole system down and you wind up worse off than you would otherwise have been.
So we're very much focused on having the right amount and then addressing and fixing and working with others to address and fix what's broken, what has caused the delay, in order to get back to the country with the empties. That's our operating philosophy in all of our lines of business, not only grain but throughout.