Once you're in it, you realize you have no way to turn back. When we made the decision initially, I don't think we were told the whole truth, but we discovered the truth, our route, going forward. Now we know that to make it a viable solution for our company, we need to have about 125 to 150 trucks running all the time.
Now we have the people from Midland and Day and Ross approaching us. They want to work with us, trying to develop a network from the Maritimes to Toronto. You've got a lot of other people. You've got the railway, which is going to have locomotives running on natural gas before we have gas stations refuelling our trucks in Rivière-du-Loup, I'm telling you.
Just to illustrate, right now we do not have the support to put in the network, so it's like the chicken and the egg. The owners don't want to buy the trucks because they don't have the gas; on the other hand, they don't want to put in gas stations because they don't have enough trucks to support them. We found out ourselves the hard way, and it cost our company a lot of money, but we were into it, so what could we do?
We begged Peterbilt, our supplier of trucks, to build more trucks, but their slots were full. They had sold 1,000 trucks. They can manufacture them at about a truck a day, and they've sold 1,000, so when I want to get 25, I have to call the president and I have to bang on the table. I told him he's selling trucks today because of me, so he ought to give me 25 more trucks. That's how I get my trucks.
That's why I'm looking for another supplier of trucks; otherwise, we are done. Even if you want to order 500 trucks tomorrow, good luck; maybe they'll be available in 2015.