Doug Col: Yes. I think it was great to get the Salt Lake – City facility opened that helped kind of our Western region kind of the, such a big break operation for us that’s pretty exciting. We’ve got some projects coming online in the first quarter that – if we continue at these levels we’re going to get some benefits, primarily in the ones coming in the first quarter. And ones that frankly, it’s an incremental service opportunity for our customers. So, I think that’s exciting. And so, I don’t think there’s one call out per se that would say that it’s a capacity play. Most of these that are online at this point are ones that are really related to getting closer to the customer, so but those are great value.
Allison Poliniak: Got it. And then just in terms of some of the new volume brought on, is there any way to understand sort of the mix, between sort of new customers versus existing customers, where you can sort of increases density their scale that you have with them. Just any thoughts there?
Fritz Holzgrefe: Yes, so a good a good portion of what we brought on actually was with maybe there were share where we had an account that we shared with rest of the market – there’s one player exits the market. We pick-up incremental levels of business from a customer. Those – that freight so you get some economies with the pickup part, but at delivery may actually go to different markets or have different profiles. And in those cases that may not operate quite as efficiently or effectively. So, it’s very important that we then make sure we understand what the impact of this new volume is. Some of this volume may not be something that makes a whole lot of sense for Saia. May need to gravitate somewhere else the market. Whereas, there could be a customer that we picked-up shared account or we picked-up some additional business.
And they say, while the service-level is really helping to drive value in our organization. I need to do more business with Saia. And we just got to make sure we get the pricing right. And we get that right, and I think that’s a winning proposition, both for the customer and us and that’s business we keep overtime.
Allison Poliniak: Great. Thank you.
Operator: Thank you. Your next question comes from the line of Bruce Chan with Stifel. Please go ahead.
Bruce Chan: Yes. Thanks, operator. And good morning, gents. Just maybe you want to get some clarification around the CapEx guidance, Doug. Maybe if you can give us a breakdown of what’s maintenance and what’s growth. And then when you think about the fleets, I know Fritz, you talked about the opportunity to flex up on the linehaul, but you need to maybe grow the tractor trailing fleet as we move into next year as well.
Doug Col: Yes. I mean, it’s a little early to give us some real clear CapEx guidance, but we’re expecting a pretty big year next year-on. As you point out on the equipment side. Both in our – and both in our network operations, as well as city operations, we see a good benefit for if we’re able to secure more equipment, put more trailers, out there customers in customers yards. Our network fluidity requires more pumps each and every year and especially after this volume step-up. So you’ll see a step-up in investment for sure on the trailer side, our age of fleet on-track sides in pretty good shape. We’ll have some growth equipment coming in, but, I could see a CapEx number next year certainly run-in excess of $0.5 billion. And again, we’re still in the 2024 planning stages right now, a lot of moving pieces as you are familiar with on the real-estate front.
So, we’ll give you some better guidance as we’re able to put it together ourselves, but a big opportunity on the equipment side. I think to be in a position to keep running the network effectively take-down some PT costs, and then take share if we can put trailers and big customers yards were rent and a lot of equipment right now. So, we want to pull that rental cost-out and get equipment out there.
Bruce Chan: Okay. I appreciate that. And maybe just a follow-up here. Any broad commentary on end-markets. Whether it’s industrial versus consumer. Anything to call-out there on general inventory levels and whether some of those mix changes may be affecting the weight per shipment?
Doug Col: No I mean. I think primarily. I mean what we’ve seen in the weight per shipment as customer-driven like Fritz mentioned some of the accounts we may have been servicing that others were into, and as a competitor leaves you get more opportunities there. And some of that for us, it’s obvious we’ve had some increases with, retail customers and some of that pending to be lighter-weight. And like Fritz said. I mean, if you go into the same-location and get an extra shipments that’s great you take-out a piece of the cost component even if the revenue per shipment slower that math works, but there’s instances where we’re serving one DC for a big retailer and all of a sudden they need help. And another DC so it’s not pickup economies, it’s another. It’s another pickup cost and the revenue per shipment on some of that retail steps lighter and that’s the way slider and that’s what’s driving the revenue per shipment.
Bruce Chan: That’s great. I appreciate the color.
Operator: Thank you. Your next question comes from the line of Jordan Alliger with Goldman Sachs. Please go ahead.
Jordan Alger: Yes. Just a follow-up. I think you talked earlier about the hiring process of folks. And as you sort of think ahead and the influx of business from the redistributed freight. How do you think about your headcount driver needs, et-cetera, as you move ahead from here? Thanks.
Fritz Holzgrefe: Yes, I mean. For us, as we build scale and density in this. Certainly, we want to make sure we leveraged our internal assets and capabilities. One of the exciting things that, I think we have to offer is that it’s a great place to work for somebody that’s interested in and career in transportation and logistics and professional truck driver and the business is growing healthy, lot of opportunities. So, I think that it’s when you’re recruiting drivers in this market that’s an effective place to be a great place to be and I think we were attractive that and we’ll continue to focus on hiring. Because, I think that it’s we see runway to grow the business, we see runway to optimize the business. As we continue to utilize more of our – the scale that we’ve developed in our in our linehaul network that gives us an opportunity to release support and build that driver force around that.
And I think it’s something that. It’s a challenge always is, but. I think that’s a competency, we’re developing around recruiting to.
Jordan Alger: Got it, thank you.
Operator: Thank you. Your next question comes from the line of Eric Morgan with Barclays. Please go ahead.
