I appreciate that. Ultimately it's a holistic system. You're going to get from point A to point B, wherever that end user is. Some of it is internal to the country; a lot of it is external to the country. As you're suggesting, certain modes of transportation can only take it so far, whether we're trucking it, training it, or shipping it in some form of container.
It reminds me of what Toyota did in the 1950s, when Mr. Toyota actually came to North America. He didn't go to Ford's Dearborn plant; he went to the grocery store. He witnessed the fact that when somebody takes a can of Campbell's soup off the shelf, another one materializes, and that became “just in time”. That's how he developed “just in time”. He didn't learn it from Ford in the 1950s; he learned it from the grocery store in the U.S.
There are things about how the value chain works that we can actually look to, and other chains where they actually can move things and have that throughput. At the end of the day, this is really about throughput and how we manage to do that, and it's about interconnectivity, which is complicated; it's not simple. We all need to be engaged in it. I thank you for the sense that we have a role to play as policy-makers, not in doing it, but in measuring it and then saying, “You know what, we can do better if we do it differently”, in talking to the players.
Do you see, either one of you, because I'm probably running out of time...or have I run out of time, Mr. Chair?