If you want me to start, I'll give you a couple of comments on that. There are two things. It's the essence of planning to be able to do exactly what you described.
The first thing I have already talked about—the notion of working closely with enough customers to have a line of sight on visibility, in terms of the traffic that we're going to be presented with. The better job we do of working with our customers to do that, the better the service level is going to be. We've done a lot in dealing with how to improve that.
The other thing is to make sure that we have the capacity to spend capital in the right way. We spent between $1 billion and $1.1 billion last year. We're going to do the same this year . We do that on a number of things, some of which are related to technology. A lot of it's is just related to maintaining the system that we have, which is something you had better do every year, but it's also about planning for growth. Because we work with our customers, we understand what's going to happen in marketplaces.
I'll use a couple of examples of the amount of money we've spent over the last several years on upgrading our main lines in western Canada to be able to move product to the port of Vancouver. We've seen over the last several years tremendous growth there, not only on the intermodal side but also on the bulk commodity side in terms of grain, potash, and coal. You have to be able to handle that, and we're doing that. We're now seeing the same thing with respect to crude oil movements, for example.