[00:00:00] Hello, friends. Welcome to the Logistics of Logistics. My name is Joe Lynch. Thank you so much for joining us today. Today, I’m at Trimble Insight in beautiful San Diego, California, and today’s topic is Rethinking the Shipper-Carrier Dynamic: How Polyglass Built an Automated Execution Engine, with my friend Eddie Ramirez.
How’s it going, Eddie? It is going great. I’m really enjoying the the event this year. First time here, so this is- Oh, yeah … really cool. It’s a great event. Yes. And by the way, this is… we’re staying in the Marriott. Absolutely [00:00:30] beautiful. Right next door to the ballpark. Yes. So a lot of the Chicago people wanna go over to see the Chicago-
Cubs-Padres game. Couple hundred bucks for each ticket. Yeah. No, thank you. Yeah, eddie, please introduce yourself- Sure … and your company and where you are based. Sure. So I’m Eddie Ramirez. I’m the transportation manager for Polyglass USA. We are headquartered out of Deerfield Beach, Florida.
Myself and my team actually report out of our Winter Haven, Florida, facility, a manufacturing facility there. I’ve been with Polyglass for nine [00:01:00] years now. So you guys are a Trimble customer, and you guys are a fairly big shipper. I think you told me 300 shipments a week? Round about, yes, sir. So are all those full truckload?
Mostly. Mostly full truckload. So it’s to the size that it gets a little unwieldy. So what are you guys shipping again? So Polyglass specializes in roofing products, waterproofing waterproofing products. And we’re one of the leading manufacturing, innovative manufacturers in the industry.
So a lot of times you hear building materials, it’s not full truckload, it’s flatbeds. But with the [00:01:30] nature of yours allows it to be full truckload. So we’re full truckload. Actually, the majority of our shipments are on flatbeds. Oh, okay. Yes. The majority, and we do some drive-in some specialized stuff, but the majority of our shipments- Oh, okay
go on flatbeds. Yes. I didn’t realize that. Yes. Okay. All right. Good to know. Good to know. So y- you guys are a Trimble customer, and what I wanna walk through today- … some of the problems that you guys experienced, and then the solutions that you guys are using. And most of those, I think all… Excuse me, I gotta grab this off the floor.
You guys are using Trimble solutions. That’s why you’re here. [00:02:00] And, I gotta tell you, I, this is a theme that’s in my head right now regarding this event. There are so many Trimble partners, Trimble customers. Yes. And I feel like there is no silver bullet in the transportation business.
I’m always gonna say, “Hey, here’s the easy button. Here’s the- no. … If you just do this and you’ll be fine.” It feels like there’s a whole bunch of solutions that’ll get you a little better. 1% better, 1% better- … 1% better. Sure. And I think Trimble [00:02:30] is the connectivity that puts all of these things in in your hands.
100%. So I wanna talk about the first problem. Okay. And this is all about facility yards, and you have truck arrivals. You have obviously some departures, got parker parking problems. You got congestion, and, All of the above, yes. Yeah. And you end up with detention, and you end up with accidents, and thinking from the driver’s [00:03:00] perspective- do I wanna go to that yard when- … when somebody’s, there’s always a lot of commotion going on, a lot of chaos going on. Sure. I think, now we’re getting better at tracking stuff in the yards, but depending on the company, a lot of times the yards have a dozen tr- dozen trailers- Sure … and you don’t know which is which.
Absolutely. So do you have, do you guys suffer with some of those problems? Yeah, no, absolutely. It’s as a shipper for us at Polyglass, historically and traditionally, we’ve done first come, first served. A lot [00:03:30] of the complaints from our operations is congestion.
When are the trucks gonna get here? And some days they all show up in the morning, some days they all show up in the afternoon, and it’s not efficient. Now with the the time slot management tool and the dock and yard management, our operations have requested for us to move into a scheduling system.
And, trying to implement something like that, where our carriers are so used to the first come, first served model it’s it’s pretty robust. And one of the things that we learned quickly with Trimble is you cannot [00:04:00] digitize or automate a broken process. So they, not that they force you, but they help you kinda realize how to do things a little bit better maybe.
If we wanna implement or integrate this solution, maybe you wanna consider doing it this way. So I can really appreciate the Trimble team for doing that. ‘Cause like you say, it’s, there’s not a silver bullet or a fix-all. It’s, it’s- Right … we have to make sure we have knowledge of our processes so they understand it.
So I get the dock scheduling- … and I’ve talked to people about dock scheduling, and so the drivers are the drivers able to say, “Hey, I’m [00:04:30] gonna be there at noon tomorrow”? And what happens when there’s, “Oh I’m gonna be late. I gotta be there at 12:30.” It’s every day. Do they gotta…
Yeah, of course. That’s the nature of their job. Of course. Yeah. How do you accommodate that? Can they go in and reschedule it themselves, or they gotta make phone calls? How does this go? Yeah so we’re just tapping into the the, the… We’ve had time slot management, but the the dock and yard management part of it is what we’re really trying to utilize for that aspect that you’re mentioning.
But right now, the way we do it is they like to call, “Hey, I’m running late. I’m not sure if I’m gonna make it [00:05:00] at this hour. Can you bump my booking to a different time slot?” But obviously, that kinda bounces back to the manual process, right? So with the dock and yard management, we’re trying to show them, force them, encourage them- Right
To utilize the tools and go in there, see what’s open, and move- Yep … their booking. Eddie, I remember I don’t know if people say it as much as they used to, but I love this idea that, That the, the technology enables the business process and use of force. But I like the idea of enable first.
There you go. Sure. And then at some point say, “Hey, look, this is the business rules.” Yeah. [00:05:30] “This is how we agreed to do business.” 100%. And, there’s gonna be exceptions, and I think, you know- Sure … if you can skip the exceptions down to a manageable couple every day, it’s not the end of the world.
And I do think we have to there’s some give and take with the drivers. The- … their life is unpredictable. Their- absolutely … their day is unpredictable. Sure. Of course, on the dock their day is pretty unpredictable some days too. So now was that just for receiving, or it’s also talking about the loading?
So that’s mostly for the loading part of it. For the receiving part it’s, it hasn’t been too problematic. Our [00:06:00] operations team is very good about that. So we, they have a set capacity that they allow, so that, that really hasn’t been too problematic. For us, it’s mostly the the pickups. Yeah.
Yep. And, You think about the inside of our factories, we have processes, probably even have time studies on them where we say, “Hey, this everything takes this long.” Sure. We try not to build up excess inventory. We try not to do anything that’s dangerous. And then we get to the dock and the yard, a- and it’s…
and I’m not saying this is your facility. In [00:06:30] general- Sure … it’s a lot less organized. And a lot of times there’s excess trailers out there. Sure. And no one knows hey, Eddie, just go out there. It’s I think it’s 10 down, that trailer. You should-” “it’s, and it’s this number.” And you’re, like, wandering around.
And it’s h- hot in Florida and cold up in Michigan. No one wants to wander around in the yard. We’re now just starting to say, “Let’s make sense of the yard,” ’cause it- Sure … during COVID, we s- had a black hole at the port. It’s not quite a [00:07:00] black hole in the yard, but it’s definitely dark.
Sure. Sure. Sure. And we gotta get it so it runs just like the inside of our factories. No, 100%. I, and, to, to that just a huge shout-out to our operations team at Polyglass. They’re… We have our, times where things are a little inefficient for whatever reason, if we’re doing special projects.
But our operations leadership team is typically on top of it. I can say that for Polyglass. And if something is out of the ordinary for whatever reason- … they give us a heads-up and we’re able to coordinate with our carriers. Yeah. So [00:07:30] next I wanna talk about manual order tendering.
I know everybody starts that way. Yes. Describe that process. Yeah. And then I know you guys are now using the Trimble solution, but talk about- Yeah … the problem you guys experienced before you said, “Okay, we give. We gotta do something different.” Sure, absolutely. Talk about stacks of paperwork on your desk, right?
That, you typically see that back in the day in a back office. But that’s h- what it was for us. That was the the every day, is the orders coming in. You had to keep track of the orders, print out the orders. If there was a change, you had to record the change [00:08:00] and then manually do freight receipts and all that.
We got to a point where we were so behind on processing that when we started integrating and looking into the Trimble Solutions, it was night and day. We have completely gotten rid of our paperwork. There’s no more stacks of paperwork, and we’ve been able to automate the order entry into the transmission process- Right
into our TMS. So now are you guys working mostly with, directly with carriers, or you have some brokers in the mix? So there, it’s a mix. We do have some dedicated or like a dedicated business with some [00:08:30] carriers. And then a lot of our freight as well goes with brokers. Brokers and carriers the same process within the Trimble system?
Yes. Yes, we do s- we do have some contractual agreements with some carriers. We use the the rate management solution in, in Trimble for that. But the we use other processes for the rest of the freight t- typically with our brokers. So I’m assuming you guys had lots of clerks in the past doing this work?
We actually started as a small team. My team in transportation, we have operations, and then we have transportation and [00:09:00] logistics- Wait, I pro- I probably shouldn’t say clerks. Doing clerk work. Sure. Sure. And probably hating every minute of it. And when I started with Polyglass, it was two of us, and so you can imagine the amount of work.
So obviously with the ev- evolution and growing of the company, we’ve started bringing in more people. So I have four coordinators on my team right now. … And they do a fantastic job. They do the heavy lifting. It- it’s interesting. When I was selling logistics services, I always remember saying, “How do you get, how do you receive freight quotes?”
And I remember- … one of the guys says- He deals … “Oh sometimes by phone.” “They [00:09:30] call and say, ‘Hey, I got your request.’ Yeah. “Here’s your number.” So he goes, “I just write it down on on a Post-it or something. And yeah, sometimes they text it.” I was like, “Cool.”
He goes, “Sometimes I get an email.” Yeah. I was like, “That, that’s the process?” He’s like, “Yeah.” That was it. That was the old-school way to do it. And- Yeah … and the problem is that guy goes home every night, and hopefully he comes back the next day, right? And I can tell you this from my own experience working in the logistics business.
I would go home, and we were pretty well organized, but I’d go home and go, “Did the [00:10:00] guys move that? Did they have…” I know I walked in, I told them in the bullpen, “Make sure this happens.” Sure. You do s- the same moves over and over again, so I was like- Yeah … am I hallucinating this from two weeks ago? But that was a constant.
I just, ep- I would wake up in the night and go- Yeah, “Did that get done?” … “Did that get done?” Sure. And then I remember texting my team, “Hey, Corey, did you get that?” And he’s like, “What do you think?” I was like, “I don’t know. That’s why I’m asking.” Yeah. It’s a bad feeling, and I, that’s why I think- The [00:10:30] nature of our business has always had a lot of heroics.
Sure. And it’s people who are, on, on 24/7. It is Saturday night and you’re getting messages- Sure … from people. Sure. We gotta, obviously we still gotta have to be responsive, but- … with this execution system you have from Trimble, what is, what are they doing for you with that solution?
Yeah. So the the nice thing about that is you can customize it, build your own business rules around it. You can let Trimble know, “I wanna see up to these amount of days of available shipments,” and that’s what our carriers see, [00:11:00] ’cause we don’t wanna hammer the team, right? We wanna let them see realistically, in the next several days, this is what’s gonna be planned.
And that, that allows us to coordinate, I think, efficiently. You don’t wanna slam the team. But there’s still those moments, right? And I think this provides the visibility, but there’s, this is transportation and logistics. Something’s gonna go wrong but that’s where the human, kind of factor comes in.
You still gotta have the phone calls and- I always think if you, if it’s happening enough where you say, “God, we see the same problem every other day”- You can identify it and fix it … yeah, then let’s fix it. Absolutely. Yes, 100%. But, [00:11:30] and then there’ll be a new one-off, of course. Always. But i- if it just can’t be the norm.
If that’s the way you normally run a business it’s like- I agree … it’s like chaos. Sure. Sure. There’s something to be said. I, when you come home and your house is a mess and you do the dishes and all that, I think there’s a, a real sense of comfort moving from chaos to order, right?
Absolutely. I think that’s a very human feeling. Sure. Sure. And I used to say that there’s some people I knew on my team that were the excitement junkies. That when you [00:12:00] got a process in place, they were always looking for the next fight. You’re like- … “no, it’s good. We got that, process is, process and tech is working.”
Yeah. Yeah. No, it’s there’s definitely challenges, right? And there’s always chaos in it. But the for us in particular with talking about the transport execution it’s helped us really centralize everything that happens outside of our control, and we can monitor it, and try and stay ahead of the problems and be able to react when the things are happening.
So you guys still have to do tracking, I’m sure. And tracking, that’s kind [00:12:30] of the nature of it is feels pretty reactive. Sure. And you’re wasting a little bit of time with check calls. Again you got steady drivers, sometimes you’re texting them. Sometime you’re looking at visibility platforms and saying- There, there’s a lot of different ways, and, we’ve gotten much better at that.
Sure. But it, if you don’t have a tool that says, “Hey, this is where we consolidate all of the sh- all the tracking- … you’re still lost. Am I right to say that? No, absolutely. And it’s like you say there’s, every trucking company [00:13:00] has their solution, right? They want you to use theirs, but us, as a shipper, we wanna have something in place. Nowadays customers want visibility. They want to know where is their truck. Yeah you have customers too, so you- Absolutely. And we gotta look out for them. I call it the pizza tracker. How is it they can, a customer now, we can order a pizza, and immediately we know that it’s being made, when it’s out for delivery.
Our customers want that too, so us as a shipper wanna be able to provide that. Oh, yeah. By the way, that, I like the pizza delivery. But I remember helping a very large [00:13:30] shipper. They spent $100 million a year, and I remember them saying I ordered toothpaste on Amazon and it was on my porch.
I’ve heard this, yes. And I could see the tracking the whole way. And now I’m moving a, I’m moving a $100,000 load and I don’t have anything. Yeah, that’s it. That’s it. And by the way, as soon as… I say this, that I use the term consumer grade technology. So I’m used to walking around with this.
I don’t know, am I the only one who has a mobile phone? No, man. So you walk around with a mobile phone and you have these apps, and then as [00:14:00] soon as you walk, run across a business problem, and you’re like, “Wait, why don’t I have an app for that?” “Why don’t I have a tool for that?” So th- with your tracking, how is it done now using the Trimble s- Trimble solution, which is I think road visibility?
So real-time visibility is what it’s called. And we’ve actually just started using that. There’s, we’re in the finishing stages of it. We got our carrier base finally integrated. So it’s, the nice thing about it is just that, that you’re able to see where, where your truckload [00:14:30] is going, but not just that, you can see where there’s a delay.
If a truck is not moving, then you can initiate that communication to the customer, first of all “Hey, we’re noticing there’s a delay. We’re on it.” I think that instead of reacting, we’re being proactive now and trying to figure out- That makes sense … how do we bring a solution before there’s a problem?
I used to tell my team, and we’re a logistics company, “I want us to tell the customer before they hear it.” Absolutely. There’s nothing worse than them saying, “Hey- Yeah … where’s my load?” Yeah. I’d rather say, “We called [00:15:00] you yesterday- 100% … afternoon to tell you wouldn’t be there first thing in the morning.”
Exactly. “It’ll be there by noon.” Absolutely. There’s nothing worse. Because when you don’t get i- in front of it, you look like you don’t have control on the and you don’t. Correct. Correct. The reason you don’t look like you’re under control is ’cause you don’t have it under control. Sure, sure. Do you get that, is that a, are you going into a separate tool or is this, are you receiving information in what way?
This is all in, so our, I guess our solutions package deal that, that Trimble has built for us, it’s all in there. It’s [00:15:30] included. There’s a module that we click on and it’s all integrated which is nice. The carriers kinda have their own platform. They have an app they allocate, and so that’s where your visibility comes from.
Super easy. Again there’s always glitches along the way and challenges. But it’s it’s definitely making a difference. If you can cut the check calls way down and you say, “Hey, look, y- I wanna get to just an, a pro- we have some exceptions, some difficult routes, some difficult- Right
customers. That’s fine. We don’t mind managing the exceptions. Sure. It’s just when the all of [00:16:00] them are exceptions … we have a problem. Yeah, no, I agree. No, and with this, we can kinda build special notice and notifications and stuff that kinda come into our team, and then the customer’s involved in that communication as well.
You’re eliminating a lot of the middle part, so and it’s helping tremendously. So talk about the spot market. I know you guys- … still end up doing some spot market work. Yes. Actually- What percent, what percentage of your loads are spot market? That’s where I was going with that. So the majority of our freight has been offered spot market.
So we before the autonomous procurement tool, we were using [00:16:30] one called Best Carrier. We just saw the benefit in it. We built a business role around it, an automated feature that the, the system would automatically choose the lowest rate. W- after a while, we started learning that the carriers caught on, and they’re lowballing.
And so in your experience- … you know how that goes, and they wanna win the freight, and then they’re coming back and saying, “Hey, I need more money.” And so we kinda start weeding out those people. They always th- they always think, “I’m gonna do a really good job. I’m gonna impress them.
And then at some point-” Yeah … “I’m gonna ask for more money.” And you’re [00:17:00] like- Yeah … yeah. And it’s, It’s a bad way to do business. It is. But I, there’s sometimes shippers, we, I’ve been on both sides of this. Sometimes the shippers get in this mode of saying, “I’m gonna work with the g- the lowest cost.”
But they expect highest quality. And I think it makes no sense. Sure. So after a while you’re like, and I m- remember one time I had a load that went disa- it was a disaster load, and that was the first load we moved for them. And I called the guy, I said, “I know we’re not doing any [00:17:30] more business with you going forward.”
I said, “But all the lanes we won for you,” I said, “were really-” … too cheap for us to go get a top carrier. And so the breakdown, it’s predictable. I mean- … my ops team was very uncomfortable ’cause they, we never worked with these guys before. And then when they called and said their truck broke down, they said, “We’ll have it, we’re gonna be a day late.”
“And then two days late, then three days late.” And it was a load that had to be reported to the FBI. Oh, geez. Oh my gosh, yeah. And so I got to talk to the FBI for that one. [00:18:00] And I, when I called the guy, ’cause he was a friend of a friend, and I said, “It’s you might look at us and say we didn’t do the right thing.
Going with the lowest rate is- It’s not always the way … is a nasty way to do business.” Sure. Especially for high value freight like they had. Sure. No, absolutely. No, I agree. And for us was trying to build kind of a transportation business model around that. And Best Carrier was great for what it did, but the the feature we use now, Autonomous Procurement, learns your carrier history.
And by the way, that wasn’t a knock on our carriers. Shout out to our carrier partners. They do [00:18:30] fantastic. But they’re also learning the Autonomous Procurement tool with us. And so what I like about it so far, we’re in the piloting stage of it it learns your carrier base. It learns what the rate is going to be that will have them take the load.
And when it doesn’t get assigned, then we can jump in and figure out why- Yeah … and set your benchmark and your walkaway pricing. So it’s going well. It’s going really well. And and like you say, it’s not always the lowest rate. It’s gonna offer a realistic rate at what the market’s moving at and what it’s gonna take to move the shipment.
Yeah. I’m, I’ve [00:19:00] always been a big believer in longer term relationships, and I always used- Of course … to say to some, I remember talking to people about this, I haven’t said it in a minute, but I would say, “Yeah, you pay a lot more. You get you go with the lowest price, but you’re paying a lot more over time.”
And they go, “Why do you, why would you say how is that even possible?” I go- If I had all your business and I missed a load, we might comp it or we might say, “Hey that LTL shipment’s not gonna be on time.” So we would rescue it and expedite it on our [00:19:30] dime. I’m never gonna do that for a transactional customer.
100%. How could I? You’re not gonna work with me anyway. And, it’s the same old thing I always say, which is, “You’re not dating. You’re not engaged.” “You get married to these partners- Yes … whether your tech partners- Yes … trimble or your carrier partners. And if you’re dating someone and they go, “Hey, I don’t- I’m not feeling well Saturday night,” you go, “Cool, I’ll go out with the boys.”
If you’re engaged, you go, “No, I guess I better go take care.” If you’re married, you’re like, “I gotta take care of my spouse.” [00:20:00] 100%. And- Yep … that’s what we want. Yeah. I want people who say, “Hey, I’d run through walls for Eddie ’cause- … he’s my guy.” “He’s he’s a significant part of our business, and if I do something wrong, I’m gonna lower the price or- Sure
somehow I’m gonna take care of him.” Sure. No, 100% agree, and I feel like we do have that with our carrier partners, and that’s exactly why they’re our partners. And with this autonomous procurement tool, we have to look out for our budget, right? And I think this helps us give some negotiating power- Right
With our contractual rates as well. And we have to have those conversations. Yep. Eddie, [00:20:30] I I helped a company select a 3PL, and one of the things that, there was a vice president of logistics- … and he didn’t come from a logistics background. So I remember him when he came on and he said, “I’m from parts and service.
I’m a, a customer of our logistics department.” And he said- And I love this. He said this to all the people we considered, which was 10 companies, and then down to three. He said, “We are not world-class, and that’s our own fault. We did not make the investments. We did not take the time. We didn’t hire the people.
We didn’t work. [00:21:00] We weren’t world-class. We’re going to be world-class. Can you help us get there?” Wow. “And if you can, let’s talk about it. Let’s continue working. If you can’t help us become world-class, s- we can still be friends. We’re just not-” … “gonna work together.” And the- and I remember firing some people, and we had lunch with them- Right
and said, “Hey, this, y- you know it just wasn’t working out. We track what we’re doing. It just wasn’t working out.” Sure. But if you start off with the idea that we’re gonna be world-class, yes, we have a budget, but help me become [00:21:30] world-class. ‘Cause that’s what, that’s the expectation of my management.
Absolutely. Yeah. Yeah, completely agree. Absolutely. Next thing I wanna talk about is this overall tool. So this, this overall tool that Trimble brings you’re using a suite of solutions with them. This whole conference is about all of the partners that… And by the way, some of these companies both compete against Trimble in some ways- Right
and also partner with them in some ways. Yes. There’s all sorts of partners that help, and not all of them are for shippers, but- … [00:22:00] do you work with some of the partners that Trimble has here? So we have not. No, we’re, Not yet? Not yet, exactly. We’ve had some conversations in the last couple days I’ve been here.
We’ve had a few approach us and “Hey, have you looked at this? Have you considered that?” We with the whole Montgomery case, the us as a shipper being prepared and ready and having a vetting process of our own. Yes. So we’ve had a few people come talk to us about that, there’s a lot of shippers here, but there’s also a lot of, I’d say there’s more trucking companies- Yes … that are saying and I feel like they’re all in a position of saying, how do we [00:22:30] become profitable? How do we continue to stay profitable?” In this market, boy, we had f- and you’re from, you’re on the other side of it as a shipper, but we had probably three and a half, four years of a down market.
And now as the market’s better, but man, fuel prices jumped up. It’s insane. And then the non- non-fuel operating costs jumped, the cost of a truck payment. Sure, sure. Here at the conference, Craig Fuller said- We have a driver shortage again. And for a while it was always, [00:23:00] “Hey, we have a driver utilization problem.”
I think we probably have a little of both. But there’s a lot of companies here who are trucking companies who are saying, “We’re here ’cause we gotta get better.” And we’re already partnering with Trimble. What else can we add that makes us 1%, 2% better? Yeah, absolutely. Yeah, and I think that’s the route they need to take.
There’s so many things, especially this year, 2026 has been insane to say the least. The the geopolitical things, the the DOT, the, the drivers being parked and put it out, put out of business. And we hear it [00:23:30] every day, “hey, that lane, that was easy six months ago, now we can’t find coverage for it.”
Yeah. And and they ask us too, what, what can we do? How can we get better? And, but this is why these conferences, I think, are super, super important to have those conversations, and networking is really key. Yeah. Eddie, I love it. I love what you guys are doing and I- it’s interesting to see I talk to a lot of technology companies- Yeah
and it’s always blue sky from them. “Hey, we’re gonna s- we’re gonna make our customer’s life a lot better.” Yes. And for the most part, that’s true. It’s nice to talk to the shippers [00:24:00] who actually see both sides of it, which is the problems and the solution. Obviously- Sure … you came to the Trimble conference, so you’re a believer , I am. They’ve definitely won me over. A- a hasn’t been easy. We, you, with a true partnership, you have to have the tough conversations. And what I love about Trimble is that they allow that. We, in some instances we beat ’em up pretty bad , but they’ve been able to react and they’ve really won us over.
We’re really building a good partnership. Yeah. And that’s, if it was all easy, everyone would- Yeah … everybody would be doing well. But, the, the- I will [00:24:30] say we’ve seen in just in the last 10, 15 years, the visibility’s just exploded. Our ports that were horrible black holes, now we have visibility into those.
Yes. And I’ve been saying this the entire time I’ve been at this conference, trailers and shipping containers always have been dumb. Now suddenly everyone’s putting technology- yeah … and yards were always chaotic. And, the dock sometimes would manage well, sometimes not, but the yards were, like, just crazy in a lot of [00:25:00] cases.
Sure. Sure. But big… By the way, it’s it’s not easy. So if you say, “Oh, w- our yard’s great,” it’s ’cause you have three or four trailers in it. So I’m Sure. No. The guy who’s got- In bigger scales, absolutely. Yeah. I can, I get it. Absolutely. Yeah, if you’ve got dozens and dozens of trailers, and some of them holding inventory and some holding- Oh, sure
a load that got rejected, yeah. Yeah. There’s all sorts of stuff going wrong. Yeah. It gets messy, for sure. Yep. Absolutely. Eddie, thank you so much for taking the time. Yeah. It’s an honor. Appreciate it. Yeah, and enjoy the rest of the conference. Thank you. Appreciate it, Mr. Joe. And thank all of you for listening to my [00:25:30] show.
Your support’s very much appreciated. Until next time, onward and upward.
