The Argument for Union Pacific/Norfolk Southern Is Only Improving
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When two merging railroads promise better service, tougher competition, and relief from truck traffic, skepticism is bound to arise. This week, Union Pacific and Norfolk Southern gave the Surface Transportation Board, and the public, something better to judge than promises: a supplemental filing and a signed agreement that put those commitments on paper.

I argued earlier this year that combining UP's western network with NS's eastern one, end to end rather than overlapping, offers real gains for shippers, consumers, and relief for the highways every taxpayer helps maintain. Two developments in the past week make that case harder to dismiss.

This week the UP and NS filed the supplemental information the Board had requested, and used the occasion to add customer protections that go beyond any prior rail merger. Five days earlier, the companies signed a binding agreement with Canadian National that hands CN new track access through the middle of the country and resolves a terminal-ownership question that had been hanging over the case. Read together, the filings move the debate over what this merger would mean in practice from speculation to paper.

Better service. Shippers' biggest complaint about rail today isn't cost, it's reliability of service for freight handed between two railroads at an interchange point, with neither one fully accountable for the whole trip. An end-to-end merger removes that handoff. The new filing backs it up with a concrete guarantee: if service to a customer served by only one railroad drops meaningfully during the transition, that customer gets fast-tracked, temporary access to a competing railroad, on top of the $2 billion the companies are committing to the integration itself. If the promised public benefits don't show up on schedule, a new expedited rate relief process lets the Board act quickly rather than waiting out a multi-year case.

A real check on trucking. This matters to more than just rail customers. It matters to the general public. Every load that shifts from an 18-wheeler to a train is one less truck wearing down a bridge the rest of us paid for, one less source of highway congestion, making us more safe, and a fraction of the emissions per ton-mile. A true coast-to-coast railroad, without a hand-off in the middle of the country, is the first realistic long-haul alternative to trucking for a lot of freight that has never had one. That is a public benefit, not just a private one.

More options, not fewer. The clearest fear about any rail merger is that shippers end up with fewer choices, but not in this case. The end-to-end merged companies are roughly doubling the shipments eligible for guaranteed competitive pricing at interchange points, extending that pricing for the first time to unit trains that move grain and other bulk commodities, and locking in access to a second Class I railroad for the small number of shippers whose options would otherwise narrow. The CN agreement adds real specifics: CN gains new rights on UP's line between Memphis and Eagle Pass, opening a direct Canada-to-Mexico routing that doesn't exist today, while UP picks up expanded rights on CN's EJ&E corridor around Chicago, one of the most congested rail chokepoints in the country. CN is also taking over NS's stake in two jointly owned terminal companies, which answers the concern that a merged UP-NS would control too much of the neutral ground shippers depend on.

A competing railroad has argued that side deals like the CN agreement prove that cooperation alone, without a merger, could deliver the same results. That argument does not survive contact with the paperwork. The CN agreement is contingent on the merger closing. It does not exist without the transaction.

The Board will weigh the record on its own merits, as it should. But the record itself has changed. What used to be a debate about what a transcontinental railroad might look like is now substantially a matter of what has already been signed. For shippers, and for the rest of us who share the highways with their freight, that is worth watching closely.

 

Michael F. Gorman is the Niehaus Chair in Business Analytics and Operations Management, University of Dayton. 


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