UP
UP says it is “well prepared” for another successful harvest after having racked up “strong performance numbers for its grain customers, moving grain cars faster, farther and more efficiently.”
Over the past 2.5 years, the Class I says it has maintained a consistent minimum of 290 miles traveled per day for its shuttle fleet—a service record unmatched in UP’s recorded history for grain shipments and “a good barometer of the railroad’s fluidity and ability to meet customers’ needs.”
“We have a strong, resilient and well-sourced network that is positioned to support our customers’ harvest needs this year and into the future,” said UP General Director of Marketing and Sales Ryan Raess.
Union Pacific transports about 1.3 billion bushels of grain a year, connecting the Midwest and Western production areas to export terminals in the Pacific Northwest and Gulf Coast, as well as Mexico. The railroad also serves significant domestic markets, including grain processors, animal feeders and ethanol producers in the Midwest and West.
According to the Class I, UP spends months planning and preparing for the harvest. The team tracks global commodity markets and meets frequently with customers to gauge market demand and harvest outlooks. It also makes annual adjustments for supply-and-demand variables driven by weather, growing conditions and world grain production.
The railroad then readies its resources to handle the anticipated harvest season, with crews, locomotives and covered hoppers strategically placed to support forecasted demand.
In each of the past two years, due to its extensive preparations and coordination with customers, UP’s shuttle fleet achieved at least 310 miles per day in the critical fourth quarter during harvest season, according to the Class I.
The railroad is on target to do it again this year.
“We are in a great position to meet this year’s harvest demands, delivering service levels above and beyond what we sold our customers,” said Raess.
BNSF
BNSF Executive Vice President & Chief Marketing Officer Tom G. Williams recently reached out to stakeholders with a letter regarding the proposed UP-NS merger.
“This is a significant development in the freight rail industry, and as a valued customer and partner in America’s supply chain, your perspective is important,” wrote Williams.
“The UP-NS merger has the potential to reshape the competitive landscape that supports your business. The STB, which oversees rail mergers, is committed to a transparent and inclusive review process—and they want to hear directly from those who will be most impacted.
“At BNSF, we believe in collaboration, not consolidation. Our recent partnership with CSX is a reflection of that belief, offering new intermodal lanes and expanded service options that deliver immediate benefits. We’re also investing in infrastructure like the Barstow International Gateway to support long-term growth and innovation—rather than pursuing costly acquisitions,” wrote Williams.
Specifically, Willaims says stakeholder feedback can highlight:
- “Impacts to your industry and facilities: Whether through reduced routing options, increased rates, or stranded investments due to service changes—your supply chain will be impacted.
- “Concerns about service disruptions: Integration challenges have historically caused ripple effects across the national network, even for customers not directly served by the merging railroads. When UP was challenged during the supply chain crisis, they issued over 1,000 embargoes causing competitive and financial harm to many customers and invited STB intervention.
- “UP’s cost-cutting model: Past reductions in headcount and elimination of key service offerings, such as unit trains for bulk commodities, have had significant impacts—particularly for agricultural and coal shippers.
- “Skepticism about growth claims: UP has stated it will fund the merger through 10% volume growth, yet its last merger resulted in volume declines and increased pricing.
- “Traditional remedies not sufficient to overcome competitive harms: UP leadership has publicly stated they will not offer competitive fixes, nor have they consistently honored prior merger commitments, often requiring litigation and STB intervention.”
“The STB cannot assume the full impact of this merger—they need to hear directly from stakeholders like you. Your feedback will help ensure that the Board has a clear understanding of the practical implications for shippers, industries, and communities,” wrote Williams.
Comments to the STB can be submitted through multiple channels with step-by-step guidance available here.
“Thank you for your continued partnership and support. We appreciate your ongoing engagement as we prepare to participate in the STB process. Together, we can help protect the integrity of our supply chain and ensure a future built on choice, service, and resilience,” concluded Williams.
