Final SACOG Phase 1 Goods Movement Report
Final SACOG Phase 1 Goods Movement Report Final SACOG Phase 1 Goods Movement Report
THE TIOGA GROUP SACOG REGIONAL GOODS MOVEMENT STUDY Phase One Report The Tioga Group•Economic & Planning Systems Meyer, Mohaddes Associates• Jock O’Connel Prepared for: Sacramento Area Council Of Governments September 10, 2006 288 Rheem Blvd., Moraga, CA 94556 (925) 631-0742 fax (925) 631-7936 www.tiogagroup.com
- Page 3 and 4: THE TIOGA GROUP Jason Crow Senior P
- Page 5 and 6: Exhibits Exhibit 1: Freight Transpo
- Page 7 and 8: Exhibit 75: Truck Stop Fueling 80 E
- Page 9 and 10: Exhibit 151: County Shares of Logis
- Page 11 and 12: sions in the region were incorporat
- Page 13 and 14: Regional Production and Consumption
- Page 15 and 16: Exhibit 5: SACOG Region as Hub REGI
- Page 17 and 18: Exhibit 7: Truck Percentages on Sac
- Page 19 and 20: same equipment being moved the next
- Page 21 and 22: Truck Types and Uses “Trucks” a
- Page 23 and 24: Exhibit 15: Semi-trailer A “conve
- Page 25 and 26: Exhibit 19: Truck and Trailer Truck
- Page 27 and 28: this size is related to increasing
- Page 29 and 30: Exhibit 26: Class 8 Tractors & Semi
- Page 31 and 32: tors, and fleet operators whose nam
- Page 33 and 34: Trucking Movement Patterns Local tr
- Page 35 and 36: pally from owner-operators who supp
- Page 37 and 38: Exhibit 33: SACOGTruck “Terminal
- Page 39 and 40: Exhibit 37: Woodland Trucking Clust
- Page 42 and 43: III. Railroads Rail Network The rai
- Page 44 and 45: Exhibit 42: Mechanized Intermodal L
- Page 46 and 47: Some facilities, such as the ones a
- Page 48 and 49: Exhibit 48: Elvas Junction Rosevill
- Page 50 and 51: Exhibit 49: Double-stack Train on U
THE TIOGA GROUP<br />
<strong>SACOG</strong> REGIONAL GOODS MOVEMENT<br />
STUDY<br />
<strong>Phase</strong> One <strong>Report</strong><br />
The Tioga Group•Economic & Planning Systems<br />
Meyer, Mohaddes Associates• Jock O’Connel<br />
Prepared for:<br />
Sacramento Area Council Of Governments<br />
September 10, 2006<br />
288 Rheem Blvd., Moraga, CA 94556<br />
(925) 631-0742 fax (925) 631-7936 www.tiogagroup.com
THE TIOGA GROUP<br />
Jason Crow<br />
Senior Planner<br />
Sacramento Area Council of Governments<br />
1415 L Street, Suite 300<br />
Sacramento, CA 95814<br />
Dear Mr. Crow:<br />
September 10, 2006<br />
We appreciate the opportunity to submit this <strong>Final</strong> <strong>Report</strong> for <strong>Phase</strong> One of the <strong>SACOG</strong> Regional <strong>Goods</strong><br />
<strong>Movement</strong> Study. For this project, the Tioga Group was joined by Economic & Planning Systems,<br />
Meyer, Mohaddes Associates, and Jock O’Connel.<br />
The report follows the original Scope of Work closely, reorganized somewhat to make the material flow<br />
more smoothly and to reflect emerging priorities. As this is the first study of a multi-phase program, we<br />
have incorporated a fair amount of background information on the goods movement industry and how it<br />
operates in the <strong>SACOG</strong> region.<br />
We are grateful <strong>SACOG</strong>’s asistance in gathering and transmiting comments from Caltrans, the Port of<br />
Sacramento, the Sacramento County Airport System, Investnet, and other parties as well as the <strong>SACOG</strong><br />
staff. The study team has reviewed these comments and made numerous changes in the draft report.<br />
We are committed to meeting and exceeding <strong>SACOG</strong>’s expectations for this project, and look forward to<br />
working on <strong>Phase</strong> two.<br />
Sincerely,<br />
Daniel Smith, Principal and Project Manager<br />
288 Rheem Blvd., Moraga, CA 94556<br />
(925) 631-0742 fax (925) 631-7936 www.tiogagroup.com
Contents<br />
I. INTRODUCTION 7<br />
II. HIGHWAYS AND TRUCKING 13<br />
III. RAILROADS 39<br />
IV. AIRPORTS 53<br />
V. PORT OF SACRAMENTO 59<br />
VI. FREIGHT AND DISTRIBUTION FACILITIES 69<br />
VII. GOODS MOVEMENT DATA AND GAP ANALYSIS 85<br />
VIII. GOODS MOVEMENT DECISION FACTORS 117<br />
IX. LOGISTICS TRENDS 127<br />
X. REGIONAL GOODS MOVEMENT ISSUES & NEEDS 131<br />
XI. GOODS MOVEMENT ECONOMIC IMPACTS 181<br />
XII. LAND USE AND REAL ESTATE ISSUES 197<br />
XIII. GOODS MOVEMENT LAND USE IMPLICATIONS 203<br />
XIV. NEXT STEPS 215<br />
APPENDIX A: GOODS MOVEMENT STAKEHOLDERS 217<br />
APPENDIX B: JURISDICTIONS SURVEY 233<br />
APPENDIX C: CASE STUDIES 239<br />
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Exhibits<br />
Exhibit 1: Freight Transportation Participants 8<br />
Exhibit 2: <strong>SACOG</strong> Regional <strong>Goods</strong> <strong>Movement</strong> Network 9<br />
Exhibit 3: <strong>Goods</strong> <strong>Movement</strong>s To, From, and Within the <strong>SACOG</strong> Region 10<br />
Exhibit 4: <strong>SACOG</strong> Region as Crossroads 11<br />
Exhibit 5: <strong>SACOG</strong> Region as Hub 12<br />
Exhibit 6: <strong>SACOG</strong> Region Highways 13<br />
Exhibit 7: Truck Percentages on Sacramento (City) Freeways 14<br />
Exhibit 8: Trucking Industry Structure. 16<br />
Exhibit 9: Dedicated and Contract Carriage 17<br />
Exhibit 10: For-Hire Carrier Revenue 17<br />
Exhibit 11: Four Prevalent Vehicles and Combinations 18<br />
Exhibit 12: Straight Truck 18<br />
Exhibit 13: Tractor 19<br />
Exhibit 14: Trailer 19<br />
Exhibit 15: Semi-trailer 20<br />
Exhibit 16: Converter Gear or “Doly” 20<br />
Exhibit 17: Tractor/Semi-trailer 21<br />
Exhibit 18: Western Doubles 21<br />
Exhibit 19: Truck and Trailer 22<br />
Exhibit 20: California Truck Fleet Composition 22<br />
Exhibit 21: Class 1-8 Gross Vehicle Weight Classifications 23<br />
Exhibit 22: California Truck Classifications 23<br />
Exhibit 23: Medium-duty Truck Body Type Examples 24<br />
Exhibit 24: Heavy-duty (Class 6-7) Truck Body Type Examples 25<br />
Exhibit 25: Tractor and 28-foot “Pup” Trailer 25<br />
Exhibit 26: Class 8 Tractors & Semi-Trailers 26<br />
Exhibit 27: Truck Types and Applications 27<br />
Exhibit 28: Heavy Duty Truck Uses - 1997 27<br />
Exhibit 29: Private and For-Hire Length of Haul 28<br />
Exhibit 30: Truck Payloads (Fresno COG Model) 29<br />
Exhibit 31: Generalized Truck Trip Patterns 30<br />
Exhibit 32: Trucking Industry Composite Expense Shares 32<br />
Exhibit 33: <strong>SACOG</strong> Truck “Terminal” Locations 34<br />
Exhibit 34: Yuba City-Marysville Regional Cluster 34<br />
Exhibit 35: West Sacramento Trucking Cluster 35<br />
Exhibit 36: West Sacramento Aerial Photo 35<br />
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Exhibit 37: Woodland Trucking Cluster 36<br />
Exhibit 38: MISTER Terminal Data by City 36<br />
Exhibit 39: MISTER Terminal Data by County 37<br />
Exhibit 40: Sacramento Area Rail Lines 39<br />
Exhibit 41: Sacramento Area Rail Connections 40<br />
Exhibit 42: Mechanized Intermodal Lift Equipment 41<br />
Exhibit 43: Typical Intermodal Terminal–BNSF Stockton 41<br />
Exhibit 44: Northern California/ Nevada Rail Intermodal Terminals 42<br />
Exhibit 45: Rail Auto Loading Facility (Richmond) 42<br />
Exhibit 46: Northern California Rail Auto Terminals 43<br />
Exhibit 47: California Rail Network 44<br />
Exhibit 48: Elvas Junction 45<br />
Exhibit 49: Double-stack Train on UP Canyon Subdivision 47<br />
Exhibit 50: Haggin Junction 48<br />
Exhibit 51: BNSF Train Operating Over Canyon Subdivision via Trackage Rights 49<br />
Exhibit 52: 2005 McClellan Transloading Carload Volume 50<br />
Exhibit 53: Sacramento Air Cargo Activity (Metric Tons) 55<br />
Exhibit 54: Port of Sacramento Facilities 59<br />
Exhibit 55: Port of Sacramento Tonnage 1990 - 2004 60<br />
Exhibit 56: Port of Sacramento Cargoes 60<br />
Exhibit 57: Port of Sacramento Area 61<br />
Exhibit 58: Port of Sacramento Hinterland 62<br />
Exhibit 59: Port of Sacramento General Cargo Wharf 6 66<br />
Exhibit 60: Central Freight Lines Terminal 70<br />
Exhibit 61: Con-Way Express Terminal 70<br />
Exhibit 62: FedEx Freight West Terminal 71<br />
Exhibit 63: Oak Harbor Freight lines Terminal 71<br />
Exhibit 64: Old Dominion Terminal 72<br />
Exhibit 65: Overnite & Other Terminals 72<br />
Exhibit 66: Roadway Terminal 73<br />
Exhibit 67: Watkins Freight Terminal 73<br />
Exhibit 68: Yellow Freight Terminal 74<br />
Exhibit 69: UPS Terminal 74<br />
Exhibit 70: Yellow Freight LTL Terminal Outside Tracy 75<br />
Exhibit 71: LTL and Parcel Terminal Locations 76<br />
Exhibit 72: 49er Travel Plaza 77<br />
Exhibit 73: Truck Scales 78<br />
Exhibit 74: Commercial Card Lock Fueling Sites 79<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Exhibit 75: Truck Stop Fueling 80<br />
Exhibit 76: JR Davis Yard at Roseville 81<br />
Exhibit 77: Simple Supply Chain 82<br />
Exhibit 78: Woodland Distribution Center 82<br />
Exhibit 79: Sierra Northern Transloading at McClellan 84<br />
Exhibit 80: Sacramento Area Freight O/D Summary (2002) 87<br />
Exhibit 81: Major Commodity Flow Shares 88<br />
Exhibit 82: Destinations of Outbound Commodity Flows 88<br />
Exhibit 83: Origins of Inbound Commodity Flows 89<br />
Exhibit 84: Outbound Commodity Shares - 2002 90<br />
Exhibit 85: Inbound Commodity Shares–2002 91<br />
Exhibit 86: Local Commodity Shares - 2002 92<br />
Exhibit 87: Estimated Through vs. Local Freight Flows -2002 93<br />
Exhibit 88: Estimated Through Tonnage by Commodity - 2002 94<br />
Exhibit 89: Average Daily 3-5 Axle Trucks on Major <strong>SACOG</strong> Routes in 2004 95<br />
Exhibit 90: Average Daily 2004 3-5 Axle Trucks on Highways 5, 50, 70 96<br />
Exhibit 91: Average Daily 2004 3-5 Axle Trucks on Highways 80, 99, 113, 505 97<br />
Exhibit 92: Truck Count “Taper” on US Highway 50 (West to East) 98<br />
Exhibit 93: Truck Count “Taper” on US Highway 990 (South to North) 98<br />
Exhibit 94: California State Truck Flows - 1998 99<br />
Exhibit 95: Total Sacramento BEA Rail Tonnage -2003 100<br />
Exhibit 96: Outbound Rail <strong>Movement</strong>s–2003 to 2020 100<br />
Exhibit 97: Inbound Rail <strong>Movement</strong>s–2003 to 2020 101<br />
Exhibit 98: Local Rail <strong>Movement</strong>s–2003 to 2020 101<br />
Exhibit 99: Projected Bay Area Train Counts 102<br />
Exhibit 100: 1999-2004 USACE SF Bay Tonnage Data 102<br />
Exhibit 101: USACE Port Data (000 short tons) 103<br />
Exhibit 102: Air Cargo at SMF and MHR–Metric Tons 104<br />
Exhibit 103: Carrier Shares of Sacramento Area Air Cargo 105<br />
Exhibit 104: SMF Actual vs. Master Plan Forecasts, Metric Tons 109<br />
Exhibit 105: MHR Actual vs. Master Plan Forecasts, Metric Tons 110<br />
Exhibit 106: International Air Cargo at SFO, Metric Tons 112<br />
Exhibit 107: Domestic Air Cargo at SFO, Metric Tons 113<br />
Exhibit 108: Supply Chain Schematic 118<br />
Exhibit 109: Cola Supply Chain Example 119<br />
Exhibit 110: Conceptual Modal Tradeoffs 121<br />
Exhibit 111: Mode Selection 122<br />
Exhibit 112: Unit Cost vs. Length of Haul 123<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Exhibit 113: 100-ton Capacity Rail Car 125<br />
Exhibit 114: Logistics Costs as a Percent of GDP 128<br />
Exhibit 115: Supply Chain and Inventory Relationships 129<br />
Exhibit 116: Jurisdiction Survey Issue Ranking 132<br />
Exhibit 117: <strong>SACOG</strong> <strong>Goods</strong> <strong>Movement</strong> Study Survey Results 133<br />
Exhibit 118: California State Truck Route Types 142<br />
Exhibit 119: Sacramento County Truck Routes 144<br />
Exhibit 120: Yolo County Truck Routes 145<br />
Exhibit 121: Yuba County Truck Routes 146<br />
Exhibit 122: Sutter County Truck Routes 147<br />
Exhibit 123: Placer County Truck Routes 148<br />
Exhibit 124: El Dorado County Truck Routes 149<br />
Exhibit 125: City of Roseville Truck Routes 150<br />
Exhibit 126: City of Woodland Truck Routes 151<br />
Exhibit 127: Sacramento Metro Area Truck Routes 153<br />
Exhibit 128: Sacramento Area STAA Map 154<br />
Exhibit 129: Sacramento City Truck Routes 155<br />
Exhibit 130: Parking Location Issues - Conceptual 157<br />
Exhibit 131: Truck Parking in Residential Areas 158<br />
Exhibit 132: On-Street Truck Parking 159<br />
Exhibit 133: Trailer Drop Lot 160<br />
Exhibit 134: UC Riverside HHDDT Road Test Results 161<br />
Exhibit 135: American River Crossings 162<br />
Exhibit 136: El Dorado County Truck-Involved Collisions 168<br />
Exhibit 137: Placer County Truck-Involved Collisions 169<br />
Exhibit 138: Sacramento County Truck-Involved Collisions 170<br />
Exhibit 139: Sutter County Truck-Involved Collisions 171<br />
Exhibit 140: Yolo County Truck-Involved Collisions 172<br />
Exhibit 141: Yuba County Truck-Involved Collisions 173<br />
Exhibit 142: <strong>Report</strong>ed Truck Traffic Generators 174<br />
Exhibit 143: Employment Growth Projections by Area 182<br />
Exhibit 144: <strong>SACOG</strong> Total Employment by Sector 183<br />
Exhibit 145: Total Employment by <strong>SACOG</strong> County and Sector, 2004 185<br />
Exhibit 146: Projected Employment by Industry (2004-2030) 186<br />
Exhibit 147: Projected Employment by Industry (2004-2030) 187<br />
Exhibit 148: Industry Employment as Percentage of Total Employment 187<br />
Exhibit 149: Logistics Sector Employment by County, 2004 189<br />
Exhibit 150: Logistics Sector Employment, 2004 190<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Exhibit 151: County Shares of Logistics Employment 191<br />
Exhibit 152: Average Annual Payroll in Logistics Sectors, 2004 191<br />
Exhibit 153: Regional Employment, Weekly Salary, and Annual Salary, 2004 192<br />
Exhibit 154: Logistics Sector Average Annual Wages, 2004 193<br />
Exhibit 155: Employment in Selected Sectors, Sacramento Region: 1990–2003 194<br />
Exhibit 156: Clusters of Opportunity by Employment Concentration 195<br />
Exhibit 157: SCAOG Region Leading Agricultural Commodities 195<br />
Exhibit 158: <strong>SACOG</strong> Region Manufacturing Employment, Payroll, Value Added 196<br />
Exhibit 159: Net Rentable Industrial Square Feet (in 1,000's 197<br />
Exhibit 160: Industrial Vacancy Rates by Submarket 198<br />
Exhibit 161: Industrial Net Absorption (in 1,000 square feet) 198<br />
Exhibit 162: Sacramento Region Trends 199<br />
Exhibit 163: IKEA Distribution Center Example 200<br />
Exhibit 164: West Sacramento Distribution Centers 200<br />
Exhibit 165: Estimated Space Demand 2004-2030: Warehouse/Distribution 201<br />
Exhibit 166: Industrial Lease Rates by Submarket 201<br />
Exhibit 167: Bay Area Warehouse Market Summary, 1Q06 202<br />
Exhibit 168: Narrower Streets 206<br />
Exhibit 169: Riverside Gateway Opportunity Site 206<br />
Exhibit 170: Opportunity Site Development Scenarios 207<br />
Exhibit 171: Alley Access to Older Buildings 208<br />
Exhibit 172: Mixed Use Developments 208<br />
Exhibit 173: Supporting Land Uses for Transit-Oriented Development 209<br />
Exhibit 174: I80 Trucking Cluster 213<br />
Exhibit 175: US50 Trucking Cluster 214<br />
Exhibit 176: Partial List of <strong>SACOG</strong> Region Trucking Firms 217<br />
Exhibit 177: <strong>SACOG</strong> Area LTL Truck Terminals 226<br />
Exhibit 178: <strong>SACOG</strong> Region Truck Stops (Partial Listing) 226<br />
Exhibit 179: <strong>SACOG</strong> Region “Card Lock” Truck Fueling Stations 226<br />
Exhibit 180: <strong>SACOG</strong> Region Truck Repair and Services 227<br />
Exhibit 181: Firms Described as Warehouses or Distribution Centers 228<br />
Exhibit 182: Air Cargo & Air Freight Forwarders 229<br />
Exhibit 183: Moving and Storage Companies 230<br />
Exhibit 184: Private Sector <strong>Goods</strong> <strong>Movement</strong> Advisory Group Attendees 231<br />
Exhibit 185: Public Sector <strong>Goods</strong> <strong>Movement</strong> Advisory Group Attendees 232<br />
Exhibit 186: Daily Deliveries at Whole Foods Market 251<br />
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I. Introduction<br />
Background<br />
The Sacramento Area Council of Governments (<strong>SACOG</strong>) and other agencies are confronting serious<br />
long-term freight mobility issues in California. Straightforward capacity increases that<br />
worked in the past–more highways, larger airports–are not enough for the future. Moreover,<br />
capacity increases that compromise the environment, tax the budget, and impinge on sensitive<br />
communities may no longer be possible or desirable.<br />
As both the regional Metropolitan Planning Organization and the Regional Transportation Planning<br />
Agency, <strong>SACOG</strong> has multiple freight transportation responsibilities. Regional policy makers<br />
need better information on goods movement:<br />
<br />
<br />
<br />
to understand the role freight transportation and distribution plays in the broader<br />
economic development of the <strong>SACOG</strong> region and the surrounding portions of<br />
northern California;<br />
to recognize planning and policy decisions with implications for freight transportation,<br />
and recognize freight transportation trends with implications for public policy<br />
and planning; and<br />
to make the well-informed trade-offs that are an inescapable part of planning in a<br />
complex urban environment.<br />
The recent development of the State <strong>Goods</strong> <strong>Movement</strong> Action Plan and the enormous funding<br />
commitment that it contemplates underscores the need for reliable, comprehensive goods movement<br />
information and insights.<br />
<strong>SACOG</strong> intends to develop a regional freight action plan that will be completed in three phases.<br />
<strong>Phase</strong> One of this effort, the subject of this report, begins this process by assessing current conditions<br />
in the <strong>SACOG</strong> region. The freight action plan is to be linked with the <strong>SACOG</strong>/Valley Vision<br />
Blueprint transportation and land use study, which will in turn serve as a key input to the<br />
2030 Metropolitan Transportation Plan (MTP) and Metropolitan Transportation Improvement<br />
Plan (MTIP). This <strong>Phase</strong> One study wil thus serve as a building block of <strong>SACOG</strong>’s freight<br />
transportation policy and programming for years to come.<br />
This report addresses goods movement activities in the six-county <strong>SACOG</strong> region including<br />
highway, railroad, marine, and air cargo transportation. Warehouse and distribution centers,<br />
transloading facilities, and truck stop facilities are also discussed.<br />
A key objective of <strong>Phase</strong> One was to develop a well-organized body of data and information on<br />
goods movement in the <strong>SACOG</strong> region. This report, with its appendices, should provide planners<br />
and oficials with the “big picture” on freight transportation and distribution functions in the<br />
region and a firm basis for choosing where and when more detailed subsequent inquiry may be<br />
required in <strong>Phase</strong> Two. Economic and other factors influencing current goods movement deci-<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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sions in the region were incorporated in a trend analysis covering the next 10-20 years. <strong>Final</strong>ly,<br />
this report preliminarily identifies the land use implications of goods movement in the region.<br />
Regional Freight <strong>Movement</strong>s<br />
There can be numerous parties involved in seemingly simple freight movement, as shown in<br />
Exhibit 1 and listed below.<br />
Exhibit 1: Freight Transportation Participants<br />
SHIPPER -<br />
PREPARES AND<br />
ORGINATES THE<br />
MOVEMENT AT<br />
ORIGIN<br />
CARRIER–<br />
MOVES THE FREIGHT<br />
CONSIGNEE<br />
(RECEIVER) -<br />
RECEIVES THE<br />
FREIGHT AT<br />
DESTINATION<br />
INTERMEDIARY<br />
(OR THIRD PARTY) –<br />
ARRANGES TRANSPORTATION<br />
FOR OTHERS<br />
FLEET OPERATOR –<br />
OPERATES (AND MAY<br />
OWN) THE VEHICLES<br />
BENFICIAL OWNER –<br />
ACTUALLY OWNS THE GOODS<br />
(AND MAY BE THE SHIPPER OR<br />
THE CONSIGNEE)<br />
<br />
<br />
<br />
<br />
<br />
<br />
Shippers (typically manufacturers or other producers and distributors) prepare<br />
freight for transport and originate the movement.<br />
Consignees or receivers (typically customers of the shippers) receive the freight at<br />
the destination.<br />
The shipper or receiver may or may not actually own the goods. The party who<br />
owns the goods being shipped is the beneficial owner.<br />
Carriers (transportation service providers) are firms that move freight by one or<br />
more mode. The direct customer of a freight carrier may be a shipper, a consignee,<br />
a beneficial owner, an intermediary, or even another carrier.<br />
Fleet operators operate (and may also own and maintain) the vehicles used to<br />
move freight. Fleet operators include both for-hire carriers (that transport freight<br />
for customers as the primary business) and private operators (that transport their<br />
own freight, usually for final delivery to customers).<br />
Intermediaries or third parties (including freight forwarders, shipper’s agents, third<br />
party logistics managers, and brokers) arrange transportation on behalf of shippers<br />
or receivers.<br />
There are three basic goods movement patterns corresponding to the triple role of the <strong>SACOG</strong><br />
Region.<br />
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Regional Network<br />
Exhibit 2 shows the complete <strong>SACOG</strong> region goods movement network, a complex of highways,<br />
rail lines, streets, waterways, and airports. Besides the overall complexity, this exhibit clearly<br />
illustrates the convergence of the network in Sacramento.<br />
Exhibit 2: <strong>SACOG</strong> Regional <strong>Goods</strong> <strong>Movement</strong> Network<br />
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Regional Production and Consumption: Local <strong>Movement</strong>s<br />
The region produces and consumes goods as a function of its population, resources, and economic<br />
activity. Production and consumption results in goods movements to, from, and within the<br />
region (Exhibit 3).<br />
Exhibit 3: <strong>Goods</strong> <strong>Movement</strong>s To, From, and Within the <strong>SACOG</strong> Region<br />
REGIONAL PRODUCTION &<br />
CONSUMPTION:<br />
MOVEMENTS TO, FROM,<br />
AND WITHIN<br />
These movements are predominantly truck trips but also include air cargo (with pickup and delivery<br />
by truck), waterborne shipments (with inland transport by truck or rail), and rail carload<br />
service (direct or transloaded).<br />
Crossroads: Through <strong>Movement</strong>s<br />
The highways and rail lines converging and radiating in the <strong>SACOG</strong> region make it a crossroads<br />
for goods movements between other regions (Exhibit 3).<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Exhibit 4: <strong>SACOG</strong> Region as Crossroads<br />
REGIONAL CROSSROADS:<br />
THROUGH MOVEMENTS<br />
The through movements are again mostly truck trips but also include substantial volumes of carload<br />
and intermodal rail trafic. There is no through maritime trafic and “through” air trafic<br />
does not affect the region.<br />
Regional Hub<br />
The confluence of the rivers and valleys and its central location have made the Sacramento area a<br />
regional hub for more than a century, since the establishment of Suter’s Fort. Its role as a hub<br />
results in consolidation, distribution, and transloading movements ( Exhibit 5).<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Exhibit 5: <strong>SACOG</strong> Region as Hub<br />
REGIONAL HUB:<br />
CONSOLIDATION, DISTRIBUTION, &<br />
TRANSLOADING MOVEMENTS<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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II. Highways and Trucking<br />
Highways<br />
The highway network in the <strong>SACOG</strong> region has multiple layers.<br />
<br />
<br />
<br />
The Interstate highway system is a federally-funded backbone for regional and interregional<br />
movement. As shown in Exhibit 6, the <strong>SACOG</strong> region is served by Interstate<br />
5 running north-south, Interstate 80 running east-west, Business 80 running<br />
through Sacramento, and Interstate 505 connecting them through Winters.<br />
The California State highway system (US50 and US99, Exhibit 6) predate the Interstate<br />
system. Now, they provide access to portions of the region off the Interstates.<br />
US99, in particular, serves the population centers of the Sacramento and San Joaquin<br />
Valleys that Interstate 5 bypasses.<br />
Surface streets and roads are a mixed city and county system. For the purposes of<br />
goods movement, they provide access to most actual origins and destinations.<br />
Exhibit 6: <strong>SACOG</strong> Region Highways<br />
Interstate 5, Interstate 80, SR99, SR70, and US50 all converge in Sacramento. The percentage of<br />
truck traffic on freeways in the City of Sacramento is summarized in Exhibit 7. I5 through downtown<br />
Sacramento has the highest truck percentage (9.6 percent), while US50 has the lowest percentage<br />
of trucks (3.4 percent).<br />
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Exhibit 7: Truck Percentages on Sacramento (City) Freeways<br />
Interstate/Highway<br />
Vehicle<br />
Percentage of<br />
1 Truck AADT1<br />
AADT Trucks<br />
I5 at I Street 170,000 16,320 9.6%<br />
I80 east of Jct. I5 143,000 8,190 5.7%<br />
US50 east of Jct. SR 99 221,000 7,450 3.4%<br />
SR99 south of Jct. US50 216,000 9,740 4.5%<br />
Bus. 80 north of Jct. US 50 163,000 8,150 5.0%<br />
1 AADT = Average annual daily traffic volumes. Volumes reflect freeway segments closest to downtown Sacramento<br />
for comparison purposes. Source: Caltrans, 2004; City of Sacramento<br />
The I80 bypass keeps east-west I80 traffic out of downtown Sacramento, but does not help US50<br />
traffic. The rapid residential and commercial development east of Sacramento to Placerville and<br />
the comparable growth in the Carson Valley south of Reno, however, has greatly increased the<br />
demand for trucking on US50. Interstate 505 provides a bypass between I5 and I80 (and SR113<br />
between Woodland and Davis provides an alternate bypass). North-south traffic on I5 itself,<br />
however, must still pass through the western edge of downtown Sacramento. SR99 and SR70<br />
merge north of Sacramento and merge with I5 east of the Sacramento airport. To continue on<br />
SR99, trucks must jog 2 miles east through congested urban traffic in Sacramento.<br />
Usage of Freeways and Highways<br />
Truck drivers and dispatchers view the highway network from a different perspective than auto<br />
drivers. The general comments below reflect common industry experience.<br />
Interstate 80<br />
Interstate 80 is the only practical route to/from the Bay Area and it is used for multiple purposes.<br />
One is for distribution of finished goods into the population and manufacturing located in the<br />
Bay Area. Another is for trips to the Port of Oakland for export of agricultural products from the<br />
<strong>SACOG</strong> region. Imports to the <strong>SACOG</strong> region and northern Nevada coming into the Ports of<br />
Benicia (autos) and Oakland (containers) also use this route. This route and I80 east are also<br />
used by trucks between California and points east of the Sierra Nevada for all purposes. <strong>Final</strong>ly,<br />
it is the only route for the long haul trucks using I80 to/from points east of Sacramento to get<br />
to/from the Bay Area. This is the primary route for goods consumed in the <strong>SACOG</strong> region coming<br />
from the east, and the route for distribution of finished goods originating or rehandled in the<br />
<strong>SACOG</strong> region and distributed to the east (e.g. Reno/Sparks). This is also the route for trucks<br />
that transit the <strong>SACOG</strong> region to/from points west (Bay Area), south (Central Valley), and to an<br />
extent north (Sacramento Valley).<br />
Interstate 80 is subject to heavy, recurring congestion all the way to Oakland and lacks rest areas<br />
and truck parking closer to the Bay Area. To the east this route may have insufficient capacity<br />
for growing trucking operations as lane reductions occur too soon. Safety can be compromised<br />
when truckers have to move one lane to the left as lanes are dropped. Drivers find it difficult to<br />
cross oncoming traffic entering at Business I80 to get to the right hand lanes and sightlines approaching<br />
the junction where Business I80 merges from the right are also a source of problems.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Interstate 5<br />
Truckers use I5 to access local customers, West Sacramento industry, and trucking domiciles. I5<br />
is the primary route to from Northern California and Pacific Northwest. There are relatively few<br />
customers south on I5 so truckers use it primarily as a through route to/from San Joaquin County<br />
and points south. Truckers have difficulty with the frequency of interchanges and entering lanes<br />
on I5. I5 is perceived as lacking capacity, with too many entrances and exits north of Meadowview.<br />
US50<br />
Truckers use US50 to access local customers all the way to South Tahoe. Truck drivers avoid it<br />
on weekends and holidays because of the vacation traffic. US50 is not a high-capacity highway,<br />
especially east of Placerville.<br />
US99<br />
Truckers use US99 to access local customers and trucking terminals that are mostly bypassed by<br />
I5, so US99 is the primary route for trips to Central Valley points as far as Bakersfield. This is<br />
the “trucker’s aley”.US99 was built to older designs, with awkward entrances and exits in some<br />
areas. There are few rest stops. Where US99 still has intersections with surface streets truckers<br />
would prefer limited access.<br />
SR65/70<br />
State highways 65 and 70 are used to access local customers. Truckers also use SR65 connecting<br />
to SR20 as a “cut-of” between I80 and I5. These routes suffer from lack of capacity, rough<br />
pavement, and heavy side traffic.<br />
Howe-Power Inn/ Watt Ave/Grant Line-Sunrise/Hazel-Sierra College<br />
These surface routes are used for local service and to bypass US99/Business I80 during periods<br />
of congestion. The “funnel efect” geting acros the American River creates its own congestion.<br />
SR12<br />
SR12 is used for local service and as a cut-off between Napa, Sonoma, Solano, and Central Valley<br />
areas. SR12 is becoming a major trucking route to bypass Sacramento. This route requires<br />
special mention because so little of it is within the <strong>SACOG</strong> territory.<br />
Trucking Industry Structure<br />
In the context of freight movement, the “trucking industry” is usualy taken to include commercial,<br />
private, and owner-operators of trucks carrying goods.The concept of “carying goods” becomes<br />
complex when the “goods” can include new equipment being delivered to the buyer, the<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 15
same equipment being moved the next day to a job site, or a combination of the same equipment,<br />
supplies, and personnel.<br />
There are many diferent definitions of the “trucking industry” and many diferent estimates of<br />
its size. In March 2000 there were reportedly more than 500,000 motor carriers in the U.S. As<br />
of 1998, about 9.7 million people were employed in logistics, of which about 30 percent were<br />
truck drivers. The chart in Exhibit 8 provides an overall perspective on the trucking industry for<br />
fleets larger than 10 vehicles.<br />
Exhibit 8: Trucking Industry Structure.<br />
Total<br />
84,872 Fleets<br />
12,383,061 Vehicles<br />
For-Hire<br />
28,448 Fleets<br />
6,357,021 Vehicles<br />
Private<br />
37,975 Fleets<br />
3,092, 720 Vehicles<br />
Private-Type<br />
18,449 Fleets<br />
2,933,320 Vehicles<br />
Common Carriers<br />
25,534 Fleets<br />
4,890,771 Vehicles<br />
Lease/Rental<br />
2,914 Fleets<br />
1,466,250 Vehicles<br />
Retail & Wholesale<br />
Delivery<br />
7,605 Fleets<br />
628,024 Vehicles<br />
Government<br />
9,544 Fleets<br />
1,982,801 Vehicles<br />
Schools<br />
3,744 Fleets<br />
298,592 Vehicles<br />
Public Utility<br />
3,842 Fleets<br />
486,237 Vehicles<br />
Buses<br />
1,319 Fleets<br />
165,690 Vehicles<br />
Interstate<br />
Local<br />
Intrastate<br />
Full-Service Lease<br />
Finance Lease<br />
Rental<br />
Food<br />
Distribution<br />
7,159 Fleets<br />
761,766 Vehicles<br />
Construction<br />
& Mining<br />
11,386 Fleets<br />
616,061 Vehicles<br />
Federal<br />
Municipal<br />
State<br />
County<br />
School District<br />
Private Contractors<br />
Telephone<br />
Electric<br />
Gas<br />
Interstate<br />
Local<br />
Intrastate<br />
Manufacturing<br />
& Distribution<br />
5,870 Fleets<br />
430,165 Vehicles<br />
Petroleum<br />
3,100 Fleets<br />
183,572 Vehicles<br />
Sanitation<br />
& Refuse<br />
1,307 Fleets<br />
94,564 Vehicles<br />
Other Services<br />
1,548 Fleets<br />
378,568 Vehicles<br />
For-Hire vs. Private Fleets. Commercial carriers are companies where trucking is the primary<br />
business. At private carriers, trucking is not the primary business, but is conducted in support of<br />
the primary business (e.g., sale of goods). Owner-operators can be commercial carriers, but most<br />
often provide capacity to either commercial or private carriers under contract.<br />
These categories overlap, as do the purposes of their truck trips. For example:<br />
<br />
<br />
Commercial contract carriers may operate as a private fleet while in the service of a<br />
major customer.<br />
Owner-operators commonly drive for either a commercial trucking firms or for a<br />
private fleet, supplying a tractor and occasionally a trailer.<br />
In common public parlance, “trucker” refers to for-hire carriers. There are two types:<br />
<br />
Common carriers. Common carriers are those that offer services to anyone with<br />
freight to move. In practice, common carriers typically specialize by commodity or<br />
region. Most trucking firms familiar to the general public are common carriers.<br />
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Page 16
Dedicated carriers. For-hire motor carriers include companies that operate on a dedicated<br />
basis under contract to a shipper or receiver of the goods (also sometimes called<br />
contract carriers). Some carriers are exclusively common or dedicated carriers while others<br />
offer both common and dedicated service.<br />
It is often hard to distinguish between dedicated and private fleets. In Exhibit 9, the Pepsi truck<br />
has a tractor with the Pepsi logo. Pepsi-Cola contracted out with a truckload carrier to provide<br />
dedicated service, and the dedicated tractors used for Pepsi shipments carry the Pepsi logo. In<br />
the other picture, DuPont owns both the tank truck and the tractor, while the driver is hired on a<br />
contract basis. DuPont is a private fleet operator while Pepsi-Cola is not.<br />
Exhibit 9: Dedicated and Contract Carriage<br />
The for-hire carrier sector can be split out by revenue, as shown in Exhibit 10. Typical closedvan<br />
truckload business accounts for about 29% of the revenue, but all kinds of truckload business<br />
together accounts for almost 60%. Less-than-truckload (LTL) carriage accounts for much more<br />
of the revenue than of the vehicles or miles, because the revenue per ton is much higher (as is the<br />
cost).<br />
Exhibit 10: For-Hire Carrier Revenue<br />
Household <strong>Goods</strong><br />
5%<br />
Tank<br />
6%<br />
Bulk<br />
2%<br />
Refrigerated<br />
7% Other<br />
9%<br />
Less Than<br />
Truckload<br />
42%<br />
Truckload<br />
29%<br />
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Truck Types and Uses<br />
“Trucks” and combination vehicles vary in their configuration. Four types of commercial vehicles<br />
and combinations are common in California (Exhibit 11).<br />
Exhibit 11: Four Prevalent Vehicles and Combinations<br />
Straight truck<br />
3 axle tractor with tandem axle<br />
semi-trailer (“semi”)<br />
2 axle tractor with two<br />
single axle semitrailers<br />
(“doubles”)<br />
Three axle straight truck<br />
coupled to a two axle full<br />
(pull) trailer<br />
These and all truck combinations all are made up of one or more basic units defined below.<br />
A truck (Exhibit 12) is a single powered unit with both the steering axle and the drive axle(s) on<br />
a single chassis, and a provision for mounting a body on the top of the chassis. Trucks are often<br />
caled “straight trucks” to distinguish them from tractor-trailers. The majority of trucks are<br />
straight trucks, especially the smaller types used in local goods movement and service delivery.<br />
Exhibit 12: Straight Truck<br />
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A tractor (Exhibit 13) is a single powered unit with a steering axle and drive axle(s), with a device<br />
caled a “fifth wheel” that alows the tractor to be coupled to a semi-trailer.<br />
Exhibit 13: Tractor<br />
A trailer (Exhibit 14) is a non-powered, stand-alone cargo-carrying unit that can be pulled by a<br />
truck or another powered unit. True trailers are self-supporting.<br />
Exhibit 14: Trailer<br />
A semi-trailer (Exhibit 15) is an unpowered unit with a kingpin mounted in an upper coupler at<br />
the nose suitable for connecting to the fifth wheel on a tractor. A semi-trailer has axles only at<br />
the rear and must be connected and pulled via the fifth wheel.<br />
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Exhibit 15: Semi-trailer<br />
A “converter gear” or “doly” (Exhibit 16) can be used under the front of a semi-trailer, effectively<br />
converting the semi-trailer into a true trailer. Thus converted, a semi-trailer can be hitched<br />
to another semi-trailer to create “doubles” or “triples”, or puled behind a straight truck.<br />
Exhibit 16: Converter Gear or “Doly”<br />
Tractor/semi-trailer. (Exhibit 17) A tandem axle tractor pulling a tandem axle semi-trailer usualy<br />
40’ to 53’ long. The combination usualy has an overal length of 65-75’.<br />
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Page 20
Exhibit 17: Tractor/Semi-trailer<br />
Western doubles. (Exhibit 18) A single axle tractor puling two single axle trailers (usualy 28’)<br />
connected to each other with a converter gear. The combination has an overall length of 65-75’.<br />
Exhibit 18: Western Doubles<br />
Truck and trailer. (Exhibit 19) A tandem axle straight truck pulling a full trailer. The combination<br />
usualy has an overal length of 50’-75’ depending on the spacing between the axles.<br />
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Exhibit 19: Truck and Trailer<br />
Truck Classifications<br />
Trucks may be classified in many different ways but the most common method uses gross vehicle<br />
weight. Manufacturers are required by law and industry standards to provide GVWR (gross<br />
vehicle weight rating) for every vehicle, divided into eight classes. The Vehicle Inventory and<br />
Use Survey (VIUS) provides fleet composition data for California (Exhibit 20).<br />
Exhibit 20: California Truck Fleet Composition<br />
Class GVWR Vehicles<br />
% of Total<br />
Vehicles<br />
Annual Miles<br />
% of Total<br />
Miles<br />
Avg. Miles<br />
1 6,000 lb or less 5,749,109 67.6% 77,953,261,227 67.1% 13,559<br />
2 6,001 to 10,000 lb 2,293,163 27.0% 27,067,965,325 23.3% 11,804<br />
3 10,001 to 14,000 lb 46,897 0.6% 742,912,501 0.6% 15,841<br />
4 14,001 to 16,000 lb 25,135 0.3% 414,865,297 0.4% 16,505<br />
5 16,001 to 19,500 lb 5,144 0.1% 41,011,297 0.0% 7,973<br />
6 19,501 to 26,000 lb 182,826 2.1% 2,349,220,285 2.0% 12,849<br />
7 26,001 to 33,000 lb 32,270 0.4% 1,260,160,254 1.1% 39,051<br />
8 33,001 lb and greater 170,149 2.0% 6,321,962,604 5.4% 37,155<br />
Total 8,504,693 100.0% 116,151,358,790 100.0% 13,657<br />
Source: Vehicle Inventory and User Survey Data (VIUS), U.S. Census Bureau<br />
The silhouette drawings (Exhibit 21) suggest the variety of body types and applications within<br />
each weight classification.<br />
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Page 22
Exhibit 21: Class 1-8 Gross Vehicle Weight Classifications<br />
The number of Clas 1 and 2 light trucks overwhelms the “truck” population (Exhibit 22), as<br />
these include vans, SUVs, and pickups used for personal transportation and incidental service or<br />
goods movement trips. These two clases represent over 90% of the California “trucks” in use.<br />
Exhibit 22: California Truck Classifications<br />
T r u c k s<br />
7 ,0 0 0 ,0 0 0<br />
6 ,0 0 0 ,0 0 0<br />
5 ,0 0 0 ,0 0 0<br />
4 ,0 0 0 ,0 0 0<br />
3 ,0 0 0 ,0 0 0<br />
L IG H T<br />
T R U C K S<br />
2 ,0 0 0 ,0 0 0<br />
1 ,0 0 0 ,0 0 0<br />
M E D IU M<br />
T R U C K S<br />
H E A V Y<br />
T R U C K S<br />
-<br />
1 2 3 4 5 6 7 8<br />
V e h ic le C la s s<br />
Source: Source: Vehicle Inventory and User Survey Data (VIUS), U.S. Census Bureau<br />
Class 3-5 Trucks<br />
By many definitions, “trucks” start at Clas 3. The population of Classes 3 through 5 is definitely<br />
a minority of the total count. (Exhibit 20) These light-to-medium duty trucks are heavily concentrated<br />
in private fleets for local goods movement and services. In recent years, the number and<br />
proportion of Class 3–5 trucks has been increasing. The growing demand for more vehicles of<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 23
this size is related to increasing population in metropolitan centers, changes in inventory practices,<br />
greater demand for expedited services, greater demand for parcel and express services, and<br />
the growth of the service industry.<br />
Exhibit 23 illustrates the wide variety of body types within the medium-duty group, in this case<br />
Class 5 vehicles of 16,001-19,500 lbs GVWR. In particular, the medium duty trucks are well<br />
suited for service applications that require truck-mounted equipment such as utilities, landscaping,<br />
and towing. Medium duty chassis are also used for motor homes, shuttle buses, and other<br />
passenger and recreational applications.<br />
Exhibit 23: Medium-duty Truck Body Type Examples<br />
School Bus Cube Ambulance<br />
Shuttle Bus Motor Home Rolloff<br />
Service Snow Removal Landscaping Dump<br />
Flatbed Utility Stake<br />
Class 6-8 Trucks<br />
Class 6 trucks are sometimes classified as medium-duty, while Class 7 trucks are usually classified<br />
as heavy-duty. The differences can be minimal. Some chassis are sold as either Class 6 or<br />
Class 7 depending on the engine and running gear installed.<br />
Clas 7 and Clas 8 vehicles include the “18 wheelers” and dominate the intercity activity on the<br />
major highways. In an urban area, Class 7 and Class 8 vehicles are also prominent, but the reason<br />
is a combination of factors. First, there are the intercity vehicles that happen to be in the urban<br />
area at the time of picking up, delivering or transiting goods. Second, there are the local<br />
trucks that do not leave the area. Local sub-sectors of the trucking industry such as dump trucks<br />
hauling aggregates, tank trailer haulers, and intermodal trucking use Class 8 tractors but operate<br />
within a given metropolitan area.<br />
The body types in Exhibit 24 illustrate the variety of Class 6 and Class 7 applications. These<br />
units are also configured as tractors for short-haul use with semi-trailers, particularly in urban<br />
areas for local pickup and delivery, as shown in Exhibit 25.<br />
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Page 24
Exhibit 24: Heavy-duty (Class 6-7) Truck Body Type Examples<br />
Exhibit 25: Tractor and 28-foot “Pup” Trailer<br />
Source: Tioga Group photo<br />
Class 8 trucks (33,000 lbs. and over) are heavy-duty vehicles by any definition. Class 8 includes<br />
both straight trucks and tractors for use with semi-trailers. Exhibit 26 shows Class 8 tractors in<br />
semi-trailer applications.<br />
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Exhibit 26: Class 8 Tractors & Semi-Trailers<br />
By some estimates, there are roughly 20 million trucks in the United States of which a little more<br />
than 10% are the Clas 8 heavy duty vehicles, or “big rigs,” commonly asociated with “trucking”.<br />
<br />
<br />
<br />
<br />
39% of the vehicles are in common carrier fleets such as Con-Way West or Roadway.<br />
25% of the vehicles are in private fleets that serve commercial businesses, particularly<br />
wholesale and retail delivery, construction, and mining.<br />
24% are in private-like fleets, mostly government, such as PG&E, telephone companies,<br />
or Caltrans.<br />
12% are in lease/rental fleets such as Penske or Ryder Truck Rental, which in operation<br />
would be divided primarily between the commercial carriers and the private<br />
business fleets.<br />
Truck Type Applications<br />
Exhibit 27 shows, in the shaded entries, the GVWR classes typically used in three kinds of trucking.<br />
As the diagram suggests, service providers make much more use of light GVWR Class 1<br />
and Class 2 vehicles than freight haulers on either the long-haul or local levels. The major area<br />
of overlap in light-duty trucks is likely to be in Class 2, which includes some parcel delivery vehicles,<br />
and Class 3, which includes a broader array of parcel, delivery and other light freighthauling<br />
trucks.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 26
Exhibit 27: Truck Types and Applications<br />
Over-the<br />
–Road<br />
Point-to-<br />
Point<br />
Autos,<br />
SUVs,<br />
Minivans<br />
Pickups,<br />
Vans<br />
Utility<br />
Light<br />
Trucks<br />
10,000+<br />
lb<br />
GVWR<br />
Class 1 Class 2 Class 3<br />
Class<br />
4<br />
Medium Trucks<br />
14,000+ lb GVWR<br />
Class<br />
5<br />
Class<br />
6<br />
Heavy Trucks<br />
26,000+ lb<br />
GVWR<br />
Class<br />
7<br />
Class<br />
8<br />
Pickup &<br />
Delivery<br />
Local<br />
Networks<br />
Class 1 Class 2 Class 3<br />
Class<br />
4<br />
Class<br />
5<br />
Class<br />
6<br />
Class<br />
7<br />
Class<br />
8<br />
Service,<br />
Diffuse<br />
Networks<br />
Class 1 Class 2 Class 3<br />
Class<br />
4<br />
Class<br />
5<br />
Class<br />
6<br />
Class<br />
7<br />
Class<br />
8<br />
Exhibit 28 shows the uses of heavy duty trucks, the classes that are most visible to the public as<br />
“trucks”.<br />
<br />
<br />
Only about a third of the heavy-duty trucks are used in for-hire trucking (e.g. hauling<br />
other people’s goods for pay).<br />
Two-thirds of the heavy-duty trucks are used by private firms (hauling their own<br />
goods), service industries, or government<br />
Exhibit 28: Heavy Duty Truck Uses - 1997<br />
8%<br />
For Hire<br />
15%<br />
32%<br />
Construction<br />
M ining<br />
Utilities<br />
Forestry<br />
8%<br />
M anufacturing<br />
Retail<br />
6%<br />
6%<br />
3%<br />
2%2%<br />
18%<br />
Service<br />
Agriculture<br />
Wholesale<br />
Private fleets are overwhelmingly used in local and regional business. (Exhibit 29) A very large<br />
part of the total trucking activity is therefore carried out by local and regional carriers, contrac-<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 27
tors, and fleet operators whose names are not familiar to the general public. This perspective<br />
contrasts with a common asociation of “trucking” with large semi-trailers bearing prominent<br />
trucking company names moving over long distances.<br />
90%<br />
80%<br />
Exhibit 29: Private and For-Hire Length of Haul<br />
1997 California Shipments: Truck LOH Distribution<br />
70%<br />
Sh 60%<br />
are<br />
of<br />
50%<br />
To<br />
ns<br />
40%<br />
For-Hire Truck<br />
Private Truck<br />
Parcel & USPS<br />
30%<br />
20%<br />
10%<br />
0%<br />
Exhibit 30: Truck Payloads (Fresno COG Model)<br />
MHDT Payload<br />
HHDT Payload<br />
Commodity Description<br />
Long-<br />
Long-<br />
Local<br />
Local<br />
Distance<br />
Distance<br />
Farm Products 4.8 7.2 11.5 13.9<br />
Forest Products 1.1 13.3 3.0 15.6<br />
Fresh fish or other marine products 3.3 8.8 6.3 12.2<br />
Metallic Ores 7.0 8.8 7.0 5.9<br />
Coal 7.0 8.8 7.0 5.9<br />
Crude Petroleum, natural gas or gasoline 2.6 14.1 3.9 13.1<br />
Nonmetallic minerals 7.0 14.1 7.0 5.9<br />
Ordinance or accessories 3.4 4.9 8.2 10.1<br />
Food and kindred products 3.3 8.8 6.3 12.2<br />
Tobacco products 4.8 7.2 12.6 14.2<br />
Textile mill products 1.5 3.5 6.4 10.8<br />
Apparel or other finished textile products 1.5 3.5 6.4 10.8<br />
Lumber or wood products 2.5 10.2 9.0 12.1<br />
Furniture or fixtures 0.8 0.9 3.5 9.4<br />
Pulp, paper or allied products 3.2 19.1 7.1 13.9<br />
Printed matter 3.2 19.1 7.1 13.9<br />
Chemicals or allied products 8.3 12.2 3.7 12.1<br />
Petroleum or coal products 2.6 14.1 3.9 13.1<br />
Rubber or miscellaneous plastic products 0.5 6.7 3.8 10.7<br />
Leather or leather products 1.5 3.5 6.4 10.8<br />
Clay, concrete, glass or stone products 2.6 10.1 9.5 10.8<br />
Primary metal products 1.4 5.4 6.1 9.3<br />
Fabricated metal products 1.4 1.9 6.9 8.0<br />
Machinery excluding electrical 2.2 8.0 4.2 11.0<br />
Electrical machinery, equipment or supplies 2.2 8.0 4.2 11.0<br />
Transportation equipment 1.2 1.3 4.2 10.5<br />
Instruments, photographic goods, optical goods 1.5 6.1 3.4 12.0<br />
Miscellaneous products of manufacturing 2.2 6.1 8.6 10.0<br />
Miscellaneous mixed freight 3.4 4.9 8.2 10.1<br />
Hazardous waste or materials 3.4 13.6 4.0 10.2<br />
Unweighted Average 3.0 8.5 6.3 11.0<br />
Although the experience of individual truck fleet operators and customers may vary widely, the<br />
numbers reveal some instructive tendencies.<br />
<br />
<br />
Local movements are significantly lighter than long-distance moves. In fact, the local<br />
average shown are only half the long-distance averages. This is consistent with<br />
the tendency to make more partially loaded trips in local service. In particular,<br />
trucks making a series of calls on a local route will usually be only partly filled at<br />
any given time.<br />
Few trucks are loaded to their full weight capacity. The heaviest average weights<br />
are shown for forest products (e.g. logs or wood chips, not finished lumber). While<br />
a Class 8 tractor and semi trailer may technically be able to carry twenty tons or<br />
more, the average of the weights shown for long-haul, heavy duty trucks is just 11<br />
tons and the range is 5.9 to 15.6 tons.<br />
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Trucking <strong>Movement</strong> Patterns<br />
Local trucking movements include pickups (gathering or assembly), delivery (distribution),<br />
empty movement (repositioning or stem miles), and an endless variety of combinations. Residential<br />
customers of United Parcel Service, FedEx Express and other parcel carriers tend to view<br />
them as delivery services, while commercial customers see them as both delivery and pickup<br />
services.<br />
In contrast, inter-regional truckload trips typically enter the region to deliver an inbound load at a<br />
local destination, reposition the empty trailer to another shipper to pick up an outbound load, and<br />
then depart the region. The empty repositioning move may originate and terminate in the local<br />
area, but is treated as part of the inter-regional freight movement. A more perplexing case is<br />
when a “long-haul” truckload carier takes a local load in the course of repositioning for a longhaul<br />
assignment.<br />
The “goods” or “freight” being picked up and delivered in local trucking can include waste, returned<br />
goods, recyclables, etc. Examples of such movements include the following:<br />
<br />
<br />
<br />
<br />
<br />
Garbage and recycling pickups.<br />
Hazardous and biohazard materials pickups for disposal.<br />
Empty pallets, bins, and other shipping containers being returned empty.<br />
Construction debris or excavation spoils.<br />
Used equipment, vehicles and goods of all kinds<br />
Historically, commercial trucking services were divided into those with fixed, repetitive routes<br />
and “iregular route” cariers whose origins and destination varied with the shipment. Deregulation<br />
and other changes have erased the official designations, but there are still only a few basic<br />
trucking patterns (Exhibit 31).<br />
Exhibit 31: Generalized Truck Trip Patterns<br />
(Repeats on itself)<br />
Hub and spoke<br />
Irregular route<br />
Fixed route<br />
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Hub and Spoke. These are long haul, multi-national, inter-city networks operated<br />
by commercial LTL and parcel carriers. Typically the carrier gathers small shipments<br />
at multiple local terminals, shuttles them to regional hubs, where shipments<br />
are consolidated into larger trucks for over-the-highway (OTR) movement to local<br />
terminals for intra-city operations. At destination, the shipments are sorted and<br />
transferred into smaller trucks for local delivery. UPS, USPS, FedEx Ground,<br />
FedEx Freight, Yellow Roadway, Conway and other nationally known parcel and<br />
LTL carriers operate this way.<br />
Irregular Route. Truckload shipments usually move directly from origin to destination.<br />
If the shipment is local and repetitive, the truck may return to origin empty.<br />
However, for regional and long haul movements the truck must be “repositioned”<br />
empty to its next load. Trucks and drivers move from assignment to assignment,<br />
and may never follow the same pattern twice.<br />
Fixed Route. The archetypical pattern for local trucking is delivery of small shipments<br />
along a fixed route within a given city. Mail delivery is a familiar example.<br />
The actual route may be fixed, as in mail delivery, or may vary within a territory, as<br />
in UPS or FedEx Ground parcel service. The patern can apply to “descending”<br />
loads (the truck starts out ful and ends up empty after making deliveries), “ascending”<br />
loads (the truck starts out empty and ends up ful after making pickups), or a<br />
combination (which usually is the case with mail).<br />
There are common variations on each of the above.<br />
The “spoke” portion of intercity hub and spoke networks is typicaly some variation<br />
on fixed routes but not necessarily daily.<br />
Some intercity routes can have very fixed patterns in terms of timing and locations.<br />
Some intra-city routes can be very irregular when responding to demand that is<br />
placed with very short notice such as emergency shipments.<br />
These general transportation patterns apply to both freight movement and service delivery and<br />
each can be observed in endless variations and combinations. The rail, air, marine, and pipeline<br />
modes do not have the pickup and delivery flexibility of trucks and operate almost exclusively in<br />
hub-and-spoke patterns.<br />
Trucking Cost Structure<br />
Commercial trucking is a highly competitive, low-margin business that is easy to enter. An operator<br />
can start a busines with a commercial driver’s license, a cel phone, and a one-month<br />
rental payment on a used tractor. A broker only needs the cell phone. There is very little difference<br />
in the services offered by the thousands of interstate truckload carriers vying for business<br />
from customers negotiating for lowest price. These factors drive down profit margin, and force<br />
successful truckers to pay close attention to cost control.<br />
Each part of the trucking industry has a distinctive breakdown of cost categories. There is a particular<br />
difference in the amount of transportation service that is purchased from others, princi-<br />
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Page 31
pally from owner-operators who supply themselves as drivers of their own tractors pulling trucking<br />
company or private fleet loads.<br />
<br />
<br />
<br />
<br />
Less-Than-Truckload (LTL) firms rarely purchase transportation, and typically<br />
have employee drivers.<br />
Truckload (TL) firms typically spend about 20% of the their total expenses on purchased<br />
transportation, some are 100% purchased transportation meaning they use<br />
no company employees as drivers<br />
Private fleet operators are predominately company employees; use of owneroperators<br />
does occur but often with the owner-operator as a contract motor carrier.<br />
Owner-Operators, by definition, do not purchase transportation from others, but<br />
rather sell capacity to fleet operators.<br />
Exhibit 32 estimates the amount of total expense devoted to for purchased transportation and reports<br />
that figure as the total “sales” for owner-operators. The breakdown for owner-operators is<br />
then used to allocate this total between labor (themselves), fuel, and equipment.<br />
Exhibit 32: Trucking Industry Composite Expense Shares<br />
Equipment &<br />
Maintenance<br />
18%<br />
Insurance<br />
4%<br />
Administration<br />
4%<br />
Fuel<br />
24%<br />
Compensation<br />
& Benefits<br />
(labor)<br />
50%<br />
<br />
<br />
<br />
<br />
About half of all trucking costs are labor–direct compensation and benefits–<br />
which are paid locally.<br />
Fuel is about one-quarter of the total cost. Most of the firms headquartered or located<br />
in the <strong>SACOG</strong> region are regional or local truckers, rather than the long-haul<br />
specialists headquartered in the Midwest and elsewhere.<br />
Equipment–buying or leasing trucks and maintaining them–is about 18%, or<br />
nearly one-fifth the total. The equipment may be sourced in the region or nationally,<br />
but virtually all maintenance labor, replacement parts, and tire purchases are local.<br />
The “overhead” categories of administration and insurance each account for about<br />
5% of the total and are local expenditures for compensation, fees, rents, communications,<br />
etc.<br />
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Page 32
Private fleets account for more than half of the total expenditures, and those firms are probably<br />
drastically under-represented in the databases.<br />
Truck Fleet Locations<br />
Trucking fleets are based in many locations in the study area but they tend to cluster near heavy<br />
industrial areas, low rent commercial areas, freeways, or customers. Some trucking facilities are<br />
multi-user sites where one party owns or leases the site and act as a landlord to other trucking<br />
companies. All trucking facility sites tend to have basic provisions for security, auto parking,<br />
finished surfaces, and access to main roadways.<br />
Due to high land costs in metropolitan areas in California, businesses such as trucking are often<br />
forced to relocate to rural areas along major highways. Relocation from urban service territories<br />
can increase VMT, aggravate peak travel hours and direction, and emit more pollutants than if<br />
the business could remain at its original location.<br />
Exhibit 33 displays the enormous number of locations in the <strong>SACOG</strong> region from which at least<br />
one commercial truck is operated. The listings include trucks used for goods movement as well<br />
as to provide services.<br />
For this <strong>Phase</strong> 1 report the project team assembled truck fleet locations from two sources:<br />
<br />
<br />
The California Highway Patrol Management Information System for Terminals<br />
(MISTER), which lists the location at which a truck should be available for inspection<br />
(red truck icons on the maps, about 3,500 records).<br />
The Yahoo! Yellow Pages which accept paid, self-descriptive listing (blue truck<br />
icons on the maps, about 400 records).<br />
The two sources result in roughly 3,900 truck terminal or company listings with valid, mapable<br />
street addresses. (Another 300–400 listings have post office boxes or non-mapable addresses.)<br />
The obvious observation from Exhibit 33 is that the trucks follow the people and the highways.<br />
The “people” provide both the owner/driverand the customers, while the highways provide the<br />
access.<br />
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Exhibit 33: <strong>SACOG</strong>Truck “Terminal” Locations<br />
Besides the major concentration in the Sacramento metropolitan area there are clusters of trucking<br />
activity at other confluences of people and highways.<br />
Exhibit 34 shows a cluster of truck locations in the Yuba City/Marysville area, with most locations<br />
on the west side of the river.<br />
Exhibit 34: Yuba City-Marysville Regional Cluster<br />
Exhibit 35 shows a cluster of trucking locations in West Sacramento. A comparison of the map<br />
in Exhibit 35 with the aerial photo in Exhibit 36 reveals that the truck locations correspond to a<br />
mix of industrial, commercial, and residential areas. Residential “terminal” or trucking company<br />
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Page 34
locations result from owner-operators or small businesses operating trucks from their home, or<br />
drivers and tradesmen taking commercial trucks home at night.<br />
Exhibit 35: West Sacramento Trucking Cluster<br />
Exhibit 36: West Sacramento Aerial Photo<br />
Exhibit 37 shows another cluster of trucking addresses in and near Woodland, again in a mix of<br />
industrial, commercial, and residential locations.<br />
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Exhibit 37: Woodland Trucking Cluster<br />
Within the region, truck “terminals” as reflected in the MISTER database are heavily concentrated<br />
in Sacramento itself (Exhibit 38) and in Sacramento County (Exhibit 39).<br />
CITY<br />
Exhibit 38: MISTER Terminal Data by City<br />
COUNTY<br />
TRUCKS<br />
OWNED<br />
SHARE<br />
CUMULATIVE<br />
SHARE<br />
SACRAMENTO SACRAMENTO 6,050 38% 38%<br />
WEST SACRAMENTO YOLO 1,360 9% 47%<br />
WOODLAND YOLO 1,010 6% 54%<br />
YUBA CITY SUTTER 911 6% 59%<br />
MARYSVILLE YUBA 466 3% 62%<br />
ELK GROVE SACRAMENTO 451 3% 65%<br />
RANCHO CORDOVA SACRAMENTO 377 2% 68%<br />
NORTH HIGHLANDS SACRAMENTO 345 2% 70%<br />
ROSEVILLE PLACER 327 2% 72%<br />
FOLSOM SACRAMENTO 327 2% 74%<br />
AUBURN PLACER 307 2% 76%<br />
ROCKLIN PLACER 298 2% 78%<br />
GALT SACRAMENTO 296 2% 80%<br />
ALL OTHERS 3,205 20% 20%<br />
<strong>SACOG</strong> TOTAL 15,730 100% 100%<br />
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Exhibit 39: MISTER Terminal Data by County<br />
603<br />
1,668<br />
1,300<br />
2,701<br />
794<br />
8,664<br />
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Page 37
III. Railroads<br />
Rail Network<br />
The rail system serving the <strong>SACOG</strong> region (Exhibit 40) is a legacy of multiple rail mergers. The<br />
lines were originally built by the Southern Pacific (SP), the Western Pacific (WP), and the Sacramento<br />
Northern (SN, a Western Pacific subsidiary).<br />
Exhibit 40: Sacramento Area Rail Lines<br />
UP Valley Subdivision<br />
to Oregon<br />
UP Canyon Subdivision<br />
to Feather River<br />
Canyon<br />
Binney<br />
Junction<br />
UP Roseville<br />
Subdivision to<br />
Donner Pass<br />
Sierra Northern at<br />
Port of Sacramento<br />
Sierra Northern at<br />
McClellan<br />
UP Martinez<br />
Subdivision to<br />
Oakland<br />
Dormant CCT<br />
Line to Lodi<br />
UP Sacramento<br />
& Fresno Subdivisions<br />
to Stockton<br />
Exhibit 41 shows how these legacy routes converge and connect in the <strong>SACOG</strong> area. The key<br />
junctions are:<br />
<br />
<br />
<br />
<br />
Haggin, where the north-south former WP route passes under the former east-west<br />
SP route. The two routes are connected by tracks that climb from the WP route to<br />
the SP route.<br />
Elvas, where the former SP lines from the Bay Area, Fresno, and Roseville meet.<br />
Binney Junction, (off the map) north of Yuba City/Marysville, where the former SP<br />
and WP lines meet.<br />
Winnemucca, NV (off the map) where the former SP Donner Pass and WP Feather<br />
River Canyon routes meet.<br />
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Page 39
Exhibit 41: Sacramento Area Rail Connections<br />
HAGGIN<br />
ELVAS<br />
Railroad Facilities<br />
The railroads have several types of facilities serving the <strong>SACOG</strong> region:<br />
<br />
<br />
<br />
<br />
<br />
trackage and right-of-way, including line-haul routes to, from, and through the region,<br />
and a network of local trackage serving industrial customers;<br />
classification yards, where line-haul trains are made up and broken down, freight<br />
cars are classified into groups, and local trains arrive and depart;<br />
local or industrial yards, serving similar functions as classification yards but on a<br />
smaller scale;<br />
transload facilities where bulk or other commodities are transferred between freight<br />
cars and trucks, and may also be stored or processed; and<br />
maintenance facilities, where locomotives and freight cars are serviced and maintained,<br />
and light repairs are made.<br />
There are two other kinds of railroad facilities that are not present in the <strong>SACOG</strong> region: intermodal<br />
terminals, and auto loading terminals.<br />
Intermodal terminals (also caled “intermodal ramps”, “piggyback ramps”, or just “ramps”) are<br />
facilities where containers or trailers are transferred between rail and truck modes. Virtually all<br />
such terminals use mechanized lift equipment to make the transfer (Exhibit 42).<br />
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Exhibit 42: Mechanized Intermodal Lift Equipment<br />
Trailers or containers on chassis are parked awaiting either outbound loading or inbound pickups<br />
by local truckers. Most of the land occupied by intermodal terminals is parking (Exhibit 43).<br />
Exhibit 43: Typical Intermodal Terminal–BNSF Stockton<br />
The <strong>SACOG</strong> region does not have an intermodal terminal, but is served from major regional<br />
terminals in Oakland, Richmond, North Richmond (dedicated to UPS), Stockton, Lathrop, or<br />
Sparks. Exhibit 44 shows the terminal locations and 75-mile local trucking zones around each.<br />
As indicated, most of the <strong>SACOG</strong> region is covered from existing terminals.<br />
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Exhibit 44: Northern California/ Nevada Rail Intermodal Terminals<br />
Intermodal operations have strong scale effects in both economics and service. Railroads are<br />
very reluctant to establish new terminals in markets that can be served from existing locations.<br />
An intermodal terminal in the <strong>SACOG</strong> region is therefore both unlikely and unnecessary for the<br />
near future.<br />
Auto loading facilities (“auto ramps”) are locations where autos and light trucks are transferred<br />
between specialized rail cars (“Auto racks”) and equaly specialized trucks. (Exhibit 45) At origins,<br />
typically ports or assembly plants, autos are loaded onto rail cars for national distribution.<br />
At destinations, autos are unloaded from rail cars for regional distribution by truck.<br />
Exhibit 45: Rail Auto Loading Facility (Richmond)<br />
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Page 42
Some facilities, such as the ones at the Port of Benicia (Exhibit 46), are both origins and destinations.<br />
At the Port of Benicia one facility receives imported Toyotas by ship and transfers them to<br />
rail cars for national distribution and to trucks for local distribution. At the other Benicia terminal,<br />
domestic autos are received by rail and shipped out by truck.<br />
Exhibit 46: Northern California Rail Auto Terminals<br />
Facilities at the Port of Richmond and the adjacent BNSF terminal (Exhibit 45) can likewise<br />
move autos inbound and outbound. The third facility in Northern California, at Warm Springs<br />
adjacent to the NUMMI plant, ships the assembled NUMMI output but can also be used to receive<br />
and distribute autos from other assembly plants.<br />
Northern California, including the <strong>SACOG</strong> region, is adequately served from these three auto<br />
terminals. Auto terminals, like intermodal terminals, have scale and service economics, so it is<br />
not likely that one would be established in the <strong>SACOG</strong> region in the near future. The Port of<br />
Stockton has previously sought to develop an import auto terminal.<br />
The consolidation and rationalization of rail facilities through merger or sale is an ongoing trend.<br />
<br />
<br />
<br />
Large freight yards and other facilities that were built and sized for a bygone era of<br />
large-scale carload trafic are abandoned, “down-sized”, or rebuilt into intermodal<br />
terminals.<br />
Duplicate facilities acquired through merger are eventually rationalized, sometimes<br />
quickly and sometimes in stages over a period of years.<br />
Branch lines and industrial tracks that do not produce adequate revenue are abandoned<br />
or sold. Sometimes short line operators can purchase and operate such lines<br />
successfully with a lower cost structure.<br />
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Page 43
Exhibit 47 shows the overall state rail network, of which the <strong>SACOG</strong> system is an integral part.<br />
Exhibit 47: California Rail Network<br />
Union Pacific System<br />
The Union Pacific system is currently organized as follows.<br />
Martinez Subdivision<br />
The former SP trackage between Sacramento and the Bay Area, now operated as UP’s “Martinez<br />
Subdivision,” is a high capacity double-track main line. This line carries UP freight trains and<br />
BNSF freight trains operating on trackage rights. Besides freight trains, the Martinez Subdivision<br />
carries 32 daily Capitals (operated by BARTD under contract to the Capital Corridor JPA)<br />
and 4 daily long-distance Amtrak trains (eastbound and westbound California Zephyr and Coast<br />
Starlight). UP’s lines to the Bay Area and Fresno meet at Elvas, a three-way “wye” junction<br />
north of Elvas Avenue in Sacramento (Exhibit 48). The Martinez subdivision continues northeast<br />
to Roseville, parallel to Interstate 80.<br />
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Exhibit 48: Elvas Junction<br />
Roseville Subdivision<br />
This former SP line extends from Roseville to Sparks, Nevada over Donner Pass. This route carries<br />
the Capital pasenger trains to and from Auburn and Amtrak’s CaliforniaZephyr between<br />
Oakland and Chicago. This western portion of the transcontinental railroad began with construction<br />
eastward from Sacramento by the Central Pacific and joined with the Union Pacific in Utah.<br />
Through corporate expansion and merger the Central Pacific became the Southern Pacific. Lines<br />
were extended west to the San Francisco Bay Area, north to Oregon, and south through the San<br />
Joaquin Valley to Southern California and points east. The route over Donner Pass and west to<br />
the Bay Area was subsequently double-tracked, creating a high-capacity route between California<br />
and Ogden. The SP-UP connection through Ogden handled the majority of the rail traffic in<br />
the Central Corridor for over a century.<br />
In December, 1982, the Union Pacific purchased the Western Pacific, whose line through the<br />
Feather River Canyon is discussed below. The UP/WP connection at Salt Lake City replaced the<br />
UP/SP connection at Ogden as UP’s prefered route to California. The UP/WP merger thus<br />
shifted a significant volume of traffic off the Donner Pass route and onto the Feather River Canyon<br />
route.<br />
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In the late 1980s and early 1990s SP’s finances declined. SP’s trafic in the Southern Coridor to<br />
and from the Los Angeles area was growing while Donner Pass traffic dropped. A key factor<br />
was (and is) the clearances through the many Donner Pass tunnels. Much of the West Coast rail<br />
traffic was in double-stack cars carrying international containers. These cars require overhead<br />
clearances of over 21 feet when loaded with “high cube” 9’6” containers. The Donner Pas tunnels<br />
do not have sufficient clearances for unrestricted double-stack cars. The Donner Pass route<br />
has 20–25 tunnels on each of the two tracks. Most are short, and present varying engineering<br />
obstacles to increased clearances. The summit tunnel (Tunnel 41), however, passes through<br />
10,325 feet of granite, and is expected to be the major obstacle to a clearance project. While<br />
carefully loaded combinations of shorter and taller containers will fit, the constraints discourage<br />
double-stack traffic over Donner Pass. In the early 1990s, SP’s cash-short management decided<br />
to remove much of the double-track from Donner Pass, leaving it a single-track railroad with<br />
passing sidings. (The right-of-way and other features remain in place).<br />
The Donner Pass route has a relatively steep grade, a maximum of 2.2%. Railroad grades this<br />
steep require additional locomotives, both to climb the grades and to provide braking power to<br />
descend the grades safely. The need for additional motive power increases operating costs.<br />
Heavy snowfall on Donner Pass requires additional equipment and labor, also increasing costs.<br />
The grades and curves dictate slower train speeds. Speed limits on the mountainous portion of<br />
the Donner Pass route are much slower compared to the flatter, straighter line west of Sacramento.<br />
In 1996, UP acquired SP and merged it into the UP system. UP now has two routes over the Sierra<br />
Nevada, the other being the former WP route.<br />
Canyon Subdivision<br />
UP’s Canyon Subdivision is the former WP route between Oroville and Portola through the<br />
Feather River Canyon. UP’s general practice is to route al trains with double-stack cars (which<br />
now includes virtually all intermodal trains) over the Canyon Subdivision. (Exhibit 49) Manifest<br />
freights and other trains are split between the Canyon and Roseville Subdivisions. In the<br />
1980s, Union Pacific, American President Lines, and the Port of Oakland shared the cost of increasing<br />
clearances through the Feather River Canyon tunnels to accommodate double-stack<br />
container trains.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 46
Exhibit 49: Double-stack Train on UP Canyon Subdivision<br />
The Donner Pass (Roseville Subdivision) and Feather River Canyon (Canyon Subdivision)<br />
routes meet at Winnemucca, Nevada. Between Winnemucca and Wells, Nevada the two lines are<br />
operated together as double track, an arrangement made between SP and WP preceding the<br />
mergers. At Wells, the lines split. The former SP line goes to Ogden and the former WP line<br />
goes to Salt Lake City. As both these routes and the former UP and DRGW lines linking Ogden<br />
and Salt Lake City are all now part of Union Pacific, these lines are all operated as a single network.<br />
The former Western Pacific route through Sacramento extends from Stockton through Sacramento,<br />
Marysville, and Oroville before turning east through the Feather River Canyon over<br />
Beckworth Pass to Nevada. The line is paralleled by SR70.<br />
At Keddie in the Feather River Canyon, the “High Line” branches of north toward Oregon (left<br />
in Exhibit 49). Under WP and subsequent UP operation until 1996, this line connected with Burlington<br />
Northern (now BNSF) at Bieber, forming a through route between the Pacific Northwest<br />
and California. With WP’s Santa Fe connection at Stockton, this arangement created a northsouth<br />
competitor to SP’s dominant route.As a condition to the UP-SP merger of 1996, BNSF<br />
purchased the former WP line between Bieber and Keddie, and obtained trackage rights between<br />
Keddie and BNSF’s own line at Stockton. BNSF thus has a north-south route between the Pacific<br />
Northwest, California, and the southwest.<br />
From Sacramento east to where the two lines join at Winnemucca, Nevada, the Feather River<br />
line is 65 miles longer (393 miles versus 328), but has a 1% maximum grade as opposed to the<br />
2.2 % maximum grade on the Donner Pass route. The Feather River line, however, has tight<br />
curves, limited room for passing sidings, and unstable soil conditions that slow operations and<br />
raise costs.<br />
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Page 47
Fresno Subdivision<br />
The Fresno Subdivision is the former SP route from Sacramento through Stockton to Fresno and<br />
points south. The Fresno Subdivision includes three branches: the Placerville Industrial Lead<br />
along Folsom Blvd. to Hazel Ave.; the Ione Industrial Lead from Galt east to Ione; and the<br />
Woodbridge Industrial Lead west from Lodi to Woodbridge. The former SP line south of Sacramento<br />
is now UP’s Fresno Subdivision. This single-track line passes through Stockton, Fresno,<br />
and Bakersfield before crosing the Tehachapis to southern California. The Fresno Line is UP’s<br />
primary line south, with the former WP line described below as a secondary route.<br />
Valley Subdivision<br />
The Valley Subdivision is the former SP line north of Roseville through Marysville and Chico to<br />
Oregon. It meets the Canyon Subdivision at Binney Junction. This subdivision is a single-track<br />
railroad with passing sidings and operates basically as it did under SP ownership.<br />
Sacramento Subdivision<br />
UP’s Sacramento Subdivision is the former WP line passing through Sacramento between Stockton<br />
and Oroville. The Sacramento Subdivision includes two branches: the Pearson Industrial<br />
Lead extending south through Yuba City parallel to Highway 99 and the Yuba City Industrial<br />
Lead extending west from Yuba City parallel to SR20. The former SP and WP lines cross and<br />
join at Haggin (north of 20 th and C Street) in Sacramento (Exhibit 50). The former WP line<br />
heads north to Oroville and the Feather River Canyon.<br />
Exhibit 50: Haggin Junction<br />
BNSF Trackage Rights<br />
As a condition of the 1996 UP/SP merger, BNSF Railway (BNSF) obtained extensive trackage<br />
rights over UP’s former SP and WP routes covering most of the <strong>SACOG</strong> area network.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 48
Between Bakersfield and Elvas on the Fresno Subdivision.<br />
Between Elvas and Oakland on the Martinez Subdivision.<br />
From Elvas via the Roseville Subdivision over Donner Pass (and east to Denver).<br />
BNSF currently uses the trackage rights for the following movements through the <strong>SACOG</strong> area.<br />
<br />
<br />
<br />
<br />
Intermodal trains between the Port of Oakland and points east (e.g. Chicago) use<br />
UP trackage from Oakland to Elvas and Elvas to Bakersfield. South of Bakersfield<br />
they use UP’s ex-SP route through the Tehachapis and finally reach BNSF’s own<br />
trackage at Barstow. This practice puts BNSF double-stack trains through urban<br />
Sacramento.<br />
BNSF trains of all kinds between Southern Oregon and California or the southwest,<br />
but chiefly manifest (carload) freights, use the Sacramento Subdivision to link<br />
BNSF lines south of Stockton to the BNSF line north of Keddie. Such a BNSF<br />
freight would thus pass through urban Sacramento as well.<br />
BNSF trains between Northern California (e.g. originating at Richmond or Stockton)<br />
and Denver (or points east) can use the Sacramento and Canyon Subdivisions<br />
(Exhibit 51) through the Central Corridor.<br />
BNSF trains rarely use the Roseville Subdivision over Donner Pass, but have the<br />
right to do so.<br />
Exhibit 51: BNSF Train Operating Over Canyon Subdivision via Trackage Rights<br />
Sierra Northern<br />
Beginning in 2003, the Sierra Northern Railway combined the former operations of the Sierra<br />
Railroad Company (which formerly operated between Oakdale and Tuolumne) and the Yolo<br />
Short Line (which operated between Sacramento and Woodland, and south of Sacramento to Willow<br />
Point, both on former Sacramento Northern lines). The former Yolo Short Line operations<br />
are in the <strong>SACOG</strong> region.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 49
Siera Northern’s operations in West Sacramento and the port area are currently handling roughly<br />
2,200 cars annually. Commodities include lumber, dry and liquid agricultural chemicals, ammonia,<br />
rice, paper, and steel. Sierra Northern connects with both UP and with BNSF via trackage<br />
rights for this traffic.<br />
Sierra Northern has also begun serving transloading operations at the former McClellan AFB. As<br />
shown in Exhibit 52, last year Sierra Northern handled over 1,600 carloads of freight at<br />
McClellan, most of it lumber, minerals, and other industrial products. This business has grown<br />
steadily, and is taking long-haul truck trafic of the region’s highways.<br />
Exhibit 52: 2005 McClellan Transloading Carload Volume<br />
Lumber and Lumber<br />
Prods, 1200<br />
Pumice, 299<br />
Food Products , 123<br />
Soybeans, 18<br />
Drywall, 10<br />
Others, 34<br />
As of mid 2006, Sierra Northern was handling an even broader range of commodities at<br />
McClellan, including ethanol, propane, steel, food grade oils, and tomato paste besides those<br />
cited in Exhibit 52.<br />
Railroad Operations<br />
Rail freight traffic is a composite of traffic and operations types.<br />
<br />
<br />
<br />
<br />
Intermodal traffic in trailers or containers moves between intermodal terminals,<br />
with the local movement on each end of the trip handled by motor carriers. The<br />
<strong>SACOG</strong> region does not have any intermodal terminals, but is served from UP terminals<br />
in Oakland, Lathrop, or Sparks and BNSF terminals in Richmond or Stockton.<br />
(Exhibit 44)<br />
Motor vehicles moved by rail also originate and terminate at specialized hubs, with<br />
final delivery by motor carier. There are no “auto ramps” in the <strong>SACOG</strong> area.<br />
The nearest such facilities are in the Bay Area at Benicia, Richmond, and Warm<br />
Springs.<br />
Unit trains are full trainloads of freight cars carrying a single commodity (typically<br />
coal, minerals, or grain) and shuttling between origin (mine or growing area grain<br />
elevator) and destination (power plant or export port) with an empty return.<br />
Manifest trains are made up of individual freight cars with a mix of commodities,<br />
origins, and destinations. These traditional freight trains are usually given the lowest<br />
priority<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 50
Individual freight cars (or, more commonly, small groups of cars) are moved to and from customer<br />
locations by local switch crews operating out of regional freight yards such as Roseville.<br />
Transloading facilities, such as that operated by Sierra Northern at McClellan, handle groups of<br />
freight cars and transfer the freight to or from trucks, often with intermediate storage.<br />
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Page 51
IV. Airports<br />
Overview<br />
There are essentially three types of air cargo carriers:<br />
<br />
<br />
<br />
all-cargo operations like FedEx, UPS, and DHL which provide door-to-door service<br />
and are often known as “integrated cariers”;<br />
airlines like United and Southwest which carry a combination of passenger and<br />
cargo airlines and are known accordingly as “combination cariers”; and<br />
all-cargo airlines which only offer airport-to-airport service and are sometimes refered<br />
to as “non-integrated” cargo cariers.<br />
The non-integrated all-cargo carriers and the combination carriers tend to rely extensively on<br />
freight forwarders, consolidators, and other logistics providers to generate business and transport<br />
air cargo between the airport and the shipper or consignee.<br />
Note that a growing part of the regional “air cargo” volume is moved by truck. FedEx and the<br />
other integrated carriers use trucks to provide overnight service between the Sacramento area and<br />
the Bay Area, and to other markets that do not actually require air transport to meet customer expectations.<br />
Air cargo operations in Sacramento are dominated by the nation’s three leading “integrated carriers”<br />
–FedEx, UPS, and DHL. Southwest and other pasenger airlines cary “bely cargo” in<br />
baggage compartments, making up the balance.<br />
The six-county <strong>SACOG</strong> region is the primary market for air cargo operations at MHR and SMF,<br />
with most of the market to the south and west rather than to the north. Depending on the policies<br />
of individual carriers, the two Sacramento area airports can also be used as hubs for feeder service<br />
to smaller Northern California markets beyond the SCAOG counties.<br />
After a decade of rapid growth in the 1990s, air cargo volumes at both SMF and MHR declined<br />
between 2000 and 2002. Since 2002, the amount of air cargo handled at the two airports has increased<br />
at an average annualrate of 0.69 percent, even though the region’s economy expanded<br />
and its population increased.<br />
The air cargo forecasts contained in the Draft Master Plans for SMF and MHR are dated; SCAS<br />
has engaged Leigh-Fisher Associates to revisit the MHR forecast.<br />
Future growth of air cargo operations at SMF and MHR will depend on the demand for air cargo<br />
services within the airports’ geographic market. Consideration should be given to enlarging the<br />
definition of the geographic market or “catchment area” for air cargoservices provided by SMF<br />
and MHR to encompass Solano County, portions of Contra Costa County lying along Interstate<br />
580, and the southern San Joaquin Valley.<br />
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Page 53
In theory, air cargo operations at SMF and MHR could be bolstered substantially by the relocation<br />
to Sacramento of one of the regional sorting facilities currently maintained at Oakland International<br />
Airport by the major integrated carriers, although a recent ebbing of air cargo traffic at<br />
Bay Area airports may have reduced the incentives for such a move.<br />
The volume of air cargo handled at MHR could also rise substantially with regularly scheduled<br />
all-cargo flights between MHR and the Far East. However, the shortage of outbound air cargo<br />
handicaps MHR’s chances.<br />
There is a high probability that SMF will see the inauguration of direct or even non-stop passenger<br />
service to Europe before 2020, but this will have a relatively modest impact on air cargo volumes.<br />
Absent some development that would fundamentally alter air cargo operations at SMF and<br />
MHR, air cargo volumes will most likely increase at an average annual growth rate of about 1.8<br />
percent at both airports over the next decade. As rising jet fuel costs increasingly push all but the<br />
most time-sensitive shipments from air to surface modes of transportation, the air cargo growth<br />
rate is expected to slow to 1.2 percent between 2016 and 2032, and to 0.8 percent between 2032<br />
and 2050.<br />
Air cargo operations at Mather Airport (MHR) currently generate approximately 966 weekly<br />
truck trips. At Sacramento International Airport (SMF), the number of truck trips associated with<br />
air cargo operations is estimated at 1,275 per week. The great majority involve delivery vans.<br />
The number of airport truck trips is expected to decline over the next two to three years, and<br />
grow slower than air cargo volumes due to increased efficiencies.<br />
Mather is also the centerpiece of a larger business park and distribution industry cluster, which<br />
will generate truck traffic commensurate with the level of business activity there independent of<br />
the air cargo activity at the airport itself.<br />
Current Air Cargo Operations<br />
After a period of very rapid growth during the 1990s, air cargo activity at Sacramento’s two major<br />
commercial airports has been relatively flat, especially since 2001. (Exhibit 53) Despite the<br />
steady expansion of the region’s economy and its population base, outbound cargos have diminished<br />
by 8.7 percent since 2002.<br />
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Page 54
Exhibit 53: Sacramento Air Cargo Activity (Metric Tons)<br />
Annual Metric Tons<br />
250,000<br />
200,000<br />
150,000<br />
MATHER MAIL<br />
100,000<br />
MATHER FREIGHT<br />
50,000<br />
SMF MAIL<br />
SMF FREIGHT<br />
0<br />
1999 2000 2001 2002 2003 2004 2005<br />
As there are only the three dominant integrated carriers and a handful of passenger airlines and<br />
non-integrated cargo carriers serving the two Sacramento airports, the success and failures or<br />
policy shifts of individual carriers can have, and has had, profound effects on cargo volumes.<br />
As indicated in Exhibit 53, mail business at Mather rose rapidly in 1999 and 2000<br />
with Kity Hawk’s contractual operations for the Postal Service. Kity Hawk lost<br />
this business to FedEx in 2001, and the mail business at Mather disappeared by<br />
2002. FedEx did not bring all of this mail business to SMF, although Exhibit 53<br />
shows a jump in dedicated air freight in 2001-2002 paralel to Kity Hawk’s los.<br />
<br />
<br />
Southwest is reportedly canceling its own Postal Service contract, with the business<br />
picked up by FedEx.<br />
Emery Worldwide operated at Mather in 1996-2003, but consolidated operations<br />
at Stockton in March 2003. In December 2004, UPS purchased Emery, and some<br />
of Emery’s traffic may reappear at Mather as UPS cargo.<br />
The local operations of FedEx, UPS, and DHL are all closely woven into extraordinarily intricate<br />
goods movement systems on “split-minute” schedules. The arival and departure times of their<br />
aircraft at SMF and MHR are tightly scheduled to coordinate the elaborate hub-and-spoke systems<br />
each of these carriers manages. The late departure of a plane from SMF or MHR can ripple<br />
through the whole system.<br />
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Page 55
Truck Traffic at SMF and MHR<br />
Air cargo i has always been an intermodal enterprise. Ever since the first mail pouch was flown<br />
the 250 miles from New York City to Washington in 1918, trucks have provided the first and last<br />
links between shippers, receivers, and the airlines carrying their goods.<br />
Given the importance shippers place on ensuring that goods arrive in time to meet overnight or<br />
some other time-definite delivery schedule, facilitating the efficient movement of trucks associated<br />
with air cargo operations at Sacramento International Airport (SMF) and Mather Airport<br />
(MHR) will be an ongoing challenge to regional transportation planning. Much of the truck<br />
movement on which the air cargo operations at the two airports depends occurs during peak early<br />
morning and late afternoon travel hours, adding to the challenge.<br />
The relationship between trucks and planes has grown tighter as the air cargo industry has been<br />
steadily transformed into a business of time-definite delivery. The ability to transport a crate of<br />
lobsters puled from their traps in Maine’s Casco Bay on Tuesday morning to arestaurant in Folsom<br />
in time for lunch the next day depends on much more than timely flight connections between<br />
Portland and Sacramento. It also requires efficient, well-coordinated trucking operations at<br />
both ends to move shipments economically and expeditiously to and from airports. Congestion<br />
on streets and highways in the vicinity of airports, difficulty negotiating uncooperative intersections,<br />
and inconvenient access routes to key thoroughfares can disrupt the exacting timetables on<br />
which much of the air cargo industry now operates.<br />
To meet their ground transport needs, each of the three integrated carriers serving SMF and<br />
MHR maintains a fleet of trucks and vans to transport incoming cargos either directly to customers<br />
or to sorting facilities where shipments are processed for later delivery. These vehicles are<br />
similarly responsible for picking up outbound shipments and conveying them back to the airports<br />
in time for departing flights. ii<br />
Providing the truck access to SMF and MHR contributes to the ability of the air cargo industry<br />
to serve the needs of businesses, institutions and consumers throughout the region. Doing so,<br />
however, is complicated by projections foreseeing significant population growth in communities<br />
neighboring the two airfields. Traffic congestion along the Highway 50 corridor in the vicinity of<br />
Rancho Cordova is expected to be especially acute, with adverse implications for the movement<br />
of vehicles to and from Mather Field.<br />
i<br />
Air cargo comprises both air freight and air mail, but not passenger baggage or materials related to passenger<br />
service or aircraft operation. Air cargo is transported aboard air-freighters and in the cargo holds of passenger<br />
aircraft. The later is commonly refered to as “bely cargo.” While it may be desirable to differentiate freight from<br />
mail, this is no longer possible since most U.S. air mail is now carried by FedEx which, as a matter of corporate<br />
policy, reports all cargos it carries, including U.S. mail, as freight.<br />
ii<br />
In addition to using trucks to convey inbound and outbound cargos, FedEx, UPS and DHL also rely upon small<br />
feeder aircraft to expedite express shipments to and from various Northern California communities such as Redding,<br />
Ukiah, Chico, Eureka and Fresno.<br />
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Page 56
As of late June 2006, air cargo operations at MHR were generating approximately 966 weekly<br />
truck trips, according to data supplied by UPS and DHL. However, this number is expected to<br />
decline as DHL streamlines its local cargo-handling operations and UPS builds a new sort facility<br />
in the Rancho Cordova area.<br />
<br />
<br />
At present, DHL reports about 526 weekly truck trips. DHL is still in the process<br />
of integrating its operations with its Airborne Express subsidiary. It expects to<br />
achieve efficiencies in cargo handling through enhanced automation of the loading,<br />
unloading, and ground transportation of larger air cargo containers.<br />
UPS makes about 400 weekly truck trips. More than half of the UPS vehicles now<br />
working MHR on a typical day are the familiar brown “package cars.” Their primary<br />
role is delivery and pick-up of parcels in those parts of the Sacramento region<br />
that are served by the UPS sort facility in West Sacramento. Once UPS opens<br />
its new sort facility closer to MHR, fewer of these vans will need to call at the<br />
airport.<br />
Air cargo operations at SMF currently generate an estimated 1,275 truck trips per week, based on<br />
figures supplied by FedEx and Southwest Airlines. Although FedEx handles the vast majority of<br />
air cargo at SMF, Southwest accounts for approximately half the volume of cargo carried aboard<br />
passenger aircraft at SMF. The number of truck trips at SMF is greater because belly cargo is<br />
generally delivered or picked up by numerous individual customers.<br />
Southwest Airlines, for example, reported that its cargo facility at SMF averages some 430 truck<br />
trips per week (75 vehicles per day Monday through Friday; 20 - 25 on Saturdays and Sundays).<br />
Approximately three-quarters of these vehicles were said to be small trucks or vans; the rest being<br />
medium-sized trucks, 16 to 24 feet in length. Only about once a week does a delivery or<br />
pick-up involve a larger vehicle.<br />
Forecasting the extent of truck traffic at SMF and MHR is simultaneously straightforward and<br />
vexing. On the one hand, the number and mix of trucks needed to support air cargo operations at<br />
the two airports will primarily be a function of the volume of air cargo being handled at any<br />
given time. (Assuming there will be no significant expansion in the geographic market the airports’<br />
air cargo operations are serving.)<br />
The number of truck trips associated with the operations of FedEx at SMF would be expected to<br />
increase as air cargo volumes grow. Given the likelihood that higher cargo volumes would be<br />
accommodated by transporting more cargo to and from the airport in tractor-trailers, the actual<br />
rate of increase in the number of truck trips will likely be less than the growth rate for air cargo.<br />
For reasons already alluded to, the volume of truck traffic associated with air cargo operations at<br />
MHR and SMF is expected to decline over the next two to three years. Hyper-efficient integrated<br />
carriers like FedEx, UPS, and DHL will contrive to maximum the use of their transportation assets.<br />
For that reason, we expect to see new truck-trips at MHR and SMF increase at no more than<br />
one percent per year through 2050.<br />
Air cargo is primarily a function of population and economic activity in general, and is associated<br />
with large population centers. Much of the focus of air cargo operations at both SMF and<br />
MHR is on the Sacramento region itself. Apart from that, trucks associated with UPS and DHL<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 57
operations at MHR are much more likely to be transporting cargos to the south than to the north.<br />
Representatives of UPS and DHL both expressed concern with access to southbound Highway<br />
99. They also indicated their desire to see more efficient ways of moving between the Highway<br />
50 and the Interstate 80 corridors. FedEx representatives told us their location at SMF was ideal<br />
for serving customers along the Interstate 80 corridor but they also expressed concern about access<br />
to the southern parts of the Sacramento region. FedEx representatives also told us there is<br />
little air cargo destined for or generated from locations north along the Interstate 5 corridor.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 58
V. Port of Sacramento<br />
Overview<br />
The Port of Sacramento , which opened in 1963, has traditionally handled bulk and break bulk<br />
commodities with a heavy emphasis on export rice and forest products and imported agricultural<br />
chemicals.The port’s facilities (Exhibit 54) consist primarily of semi-specialized bulk and general<br />
cargo handing capabilities.<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Covered bulk commodity warehouse space<br />
General cargo warehouse space<br />
The Pier 1 rice elevator (Farmer’s Rice)<br />
Wharf 2, suitable for general cargo with two transit sheds.<br />
The Pier 5 grain and bulk terminal, with shiploaders and bulk storage.<br />
Wharf 6, for general cargo, discussed below.<br />
Wharf 7, for general cargo with a transit shed<br />
Pier 7, with shiploader and conveyor system for wood chips<br />
Additional bulk and general cargo storage facilities.<br />
The Port also has some 280 acres of developable industrial land.<br />
Exhibit 54: Port of Sacramento Facilities<br />
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Page 59
As shown in Exhibit 55, however, Port of Sacramento tonnage has been declining since 1990,<br />
with a brief peak in 1994.<br />
Exhibit 55: Port of Sacramento Tonnage 1990 - 2004<br />
Short Tons (000)<br />
Port of Sacramento Tonnage<br />
1600<br />
1400<br />
1200<br />
1000<br />
800<br />
600<br />
400<br />
200<br />
0<br />
1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 2004<br />
Fundamentally, the Port has suffered from the inability to find new customers to replace the<br />
dwindling agricultural and timber industries that had once been its economic mainstay. As a<br />
2004 maritime demand analysis prepared for the Port Commission by Parsons Brinckerhoff concluded:<br />
“The markets for the Port of Sacramento’s traditional base cargoes have undergone major<br />
structural changes in the past decade that are beyond the control of the Port. Moderate to severe<br />
declines have been seen in bulk rice exports, bulk grain, woodchips, logs and other commodities<br />
due to production isues in Northern California and market shifts overseas.” (Exhibit 56).<br />
Exhibit 56: Port of Sacramento Cargoes<br />
1000<br />
900<br />
800<br />
Port of Sacramento Cargoes<br />
Rice<br />
Wood Chips<br />
Fertilizer<br />
Ammonia<br />
Other<br />
Short Tons (000)<br />
700<br />
600<br />
500<br />
400<br />
300<br />
200<br />
100<br />
0<br />
1999 2000 2001 2002 2003 2004<br />
Source: US Waterborne Commerce, US Army Corps of Engineers.<br />
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Page 60
The Port operates with several handicaps. As a break-bulk port in an age of containerization, the<br />
Port of Sacramento has been increasingly limited in the range of goods in which it could profitably<br />
traffic. The 43-mile shipping channel which connects the Port to the Sacramento River near<br />
Rio Vista is dredged to 30-feet deep, five feet shallower than the shipping channel leading to the<br />
Central Valey’s other inland port, the Port of Stockton. Larger vesels carying heavier cargos<br />
have been able to call on a nearby port whose highway and rail connections enable it to vie for<br />
many of the same regional markets as the Port of Sacramento. Even more debilitating is the<br />
Port’s proximity to larger, more eficient ports in the Bay Area that are capable of handling a<br />
much wider array of cargos which can be transported to and from the Sacramento area by truck<br />
and rail, usually at a lower cost and with greater timeliness than shipments routed through the<br />
Port of Sacramento.<br />
Sacramento’s facilities are geographically limited in scope. As shown in Exhibit 57, the Port is<br />
surrounded by rapid residential and commercial development antithetical to port expansion. Although<br />
some of the neighboring land is available for port use, the basic outlines of the port are<br />
fixed.<br />
Exhibit 57: Port of Sacramento Area<br />
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The ability of the Port to generate new business is also limited by the potential of its natural hinterland.<br />
As shown in Exhibit 58, markets to the west and east of the Port are agricultural areas or<br />
foothills, as are most of the areas to the north. The former wood chip and lumber cargoes have<br />
declined with Northern California lumber industry. The rapidly growing distribution and population<br />
centers of the central San Joaquin Valley are more easily served through the Port of Stockton,<br />
a formidable competitor to the south.<br />
Exhibit 58: Port of Sacramento Hinterland<br />
Sacramento does not presently have terminal facilities suitable for autos or containers. Wharf<br />
Six has just 6 acres of shipside storage area, whereas even small container terminals have 35<br />
acres or more and modern container terminals cover as much as 300 acres of land.<br />
A Change in Governance<br />
Within the last year the Port has undergone substantial changes in its governance and administration.<br />
In January 2006, the Port Commission was formally reconstituted to provide the City of<br />
West Sacramento with a majority of the Commision’s seats, and the Port came under the direct<br />
management of the City of West Sacramento, effectively turning control of the Port over to its<br />
host city. The next step in the agreement was to introduce legislation at the State Capitol to<br />
amend the state’s Harbor and Navigation Code to codify a further agreement by which the Sacramento-Yolo<br />
Port District Commission would be reduced from seven to five members, with<br />
four of the commissioners to be appointed by the city council of the City of West Sacramento<br />
and one by the Yolo County Board of Supervisors.<br />
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Strategic Alliance with the Port of Oakland<br />
Another major change has been the establishment of a strategic alliance between the Port of Sacramento<br />
and the Port of Oakland. The purpose of the strategic alliance is to enhance the prospects<br />
for an economically successful Port of Sacramento by:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Improving operating efficiencies;<br />
Creation of a synergistic marketing strategy;<br />
Introduction of Oakland’s maritime industry relationships and aliances;<br />
Consolidation and leverage of governmental, business and professional alliances;<br />
Economic development of new sustainable business and new revenue;<br />
Reduction of pollution through a possible water borne cargo barging operation and<br />
other enhancements;<br />
Elimination of operating losses at the Port of Sacramento;<br />
Development and funding of needed infrastructure at the Port of Sacramento; and<br />
Development of environmental enhancement and mitigation programs at the Port of<br />
Sacramento using successful programs developed by Oakland.<br />
As a September 2006 port press release explained, the local port commission retains executive<br />
authority but the Port of Oakland manages business development This strategic partnership is<br />
intended to transform the Port of Sacramento into an active working waterfront creating hundreds<br />
of jobs in that region and creating greater economic stability for the area. The essence of<br />
the Port of Oakland’s long-term strategic alliance with the Port of Sacramento is to restructure its<br />
operations from an “operating port” into a “landlord port.” Toward this end the Port of Oakland<br />
will provide services through a management agreement including the following: maritime management<br />
services, maritime marketing services, commercial real estate advisory, management<br />
and development services, project management and advisory services, government and community<br />
advisory services, and project finance and advisory services.<br />
The agreement involves three phases.<br />
<br />
<br />
<strong>Phase</strong> I (Jan. 1, 2006–June 30, 2006) includes: Oakland will work with Sacramento<br />
to secure a terminal operator to provide a broad range of maritime services in<br />
Sacramento by June 30, 2006; Oakland will work with Sacramento to prepare a<br />
strategic plan including marketing and operations for consideration by Sacramento;<br />
Oakland and Sacramento will develop the details of the exclusive Terminal Operations<br />
Franchise covering phases II and III of the alliance including the scope, responsibilities<br />
and financial terms; Oakland will establish the appropriate legal entity<br />
to carry out the terms of the agreements of the three phases; Oakland will initiate<br />
the marketing of the Port of Sacramento to shippers and other strategic port customers;<br />
compensation and reimbursement to Oakland for services rendered will be<br />
established and agreed upon by both ports.<br />
<strong>Phase</strong> II (July 1, 2006–December 30, 2007) includes: Prior to July 1, 2006 Oakland<br />
and Sacramento will have worked out the details of a contract for Oakland (i.e.<br />
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to provide management services to Sacramento for port and terminal operations; to<br />
provide assistance in marketing of the Port of Sacramento; to asist in Sacramento’s<br />
efforts to deepen its channels; to obtain Sacramento port-related funding; and to assist<br />
in completing the planning for Sacramento port infrastructure); Oakland and<br />
Sacramento will jointly develop performance measures and report the performance<br />
results to the Oakland and Sacramento port commissioners prior to June 30, 2007;<br />
and either Oakland or Sacramento can terminate the contract as of December 30,<br />
2007 upon six months advance notice.<br />
<strong>Phase</strong> III (January 1, 2008 to December 30, 2016) includes: Sacramento will grant<br />
to Oakland an eight-year exclusive Terminal Operations Franchise according to<br />
terms to be developed during <strong>Phase</strong> I; Oakland and Sacramento will jointly develop<br />
a methodology to assess performance and an annual performance assessment will<br />
be conducted and reported to the Oakland and Sacramento port commissioners;<br />
Oakland and Sacramento will establish terms and conditions of early termination<br />
under the agreement; and the contract may be extended for an additional 10 years.<br />
In September 2006, the Ports of Sacramento and Oakland finalized a 10-year agreement with<br />
Stevedoring Services of America (SSA) to assume the role of port operator. Besides operating the<br />
Port terminals, SSA will be engaged in seeking new business.<br />
New Business Investments at the Port<br />
Two significant import cement project have recently been approved which promise to result in<br />
new import tonnage and revenue flows to the Port, as well as benefits to the region.<br />
The CEMEX project includes the construction and operation of a cement terminal, an aggregate<br />
terminal, and a ready mix concrete batch plant. The cement and aggregated materials would be<br />
imported via existing ship and rail facilities and transferred by conveyers to a 120-foot high,<br />
60,000-ton cement storage dome and aggregate piles up to 50 feet in height. These materials<br />
would then be loaded into trucks or rail cars for distribution. The batch plant would receive cement<br />
and aggregates from the terminals to produce concrete on site for delivery to regional customers<br />
by truck. Transportation facilities would consist of a new rail loading facility and ship<br />
dock. The project also involves relocation from an existing cement rail terminal at 1501 South<br />
River Road and the ultimate demolition of all structures on the site which CEMEX acquired in<br />
its purchase of RMC. According to the traffic analysis submitted by the transportation consultant,<br />
Fehr & Peers, in January 2005, the project is expected to generate 1,072 daily vehicle trips, 81<br />
morning peak hour vehicle trips and 87 afternoon peak hour vehicle trips.<br />
In a second project with Newport Beach-based A&A Ready Mixed Concrete, the Port Commission<br />
has agreed to lease a currently vacant and undeveloped 3.5-acre parcel and to provide bond<br />
financing to A&A for the purpose of constructing and operating a new cement import and distribution<br />
facility at the Port. The new facility would consist of a 70,000-ton capacity, dry bulk cement<br />
storage warehouse and container truck-loading facility. Two mobile dockside units would<br />
vacuum cement from ships and send it via underground and overhead pipes to a bulk storage<br />
warehouse with a 70,000-ton capacity. The cement would be loaded into bulk carrier trucks for<br />
delivery to batch plants within Northern California. Construction is expected be completed<br />
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within a year. The $19 million facility will have the capacity to unload and store up to 800,000<br />
tons of cement yearly. Port officials indicated this project alone could double the port's tonnage,<br />
in addition to yielding as much as $1.8 million annually in new revenue. The proposed project<br />
would replace A&A's existing cement import and distribution operation which consists of<br />
unloading bagged cement at the port, transporting the bagged cement to a warehouse on Richards<br />
Boulevard in Sacramento and then distributing it to batch plants in Northern California.<br />
West Sacramento officials believe these two projects, expected to come online in Spring 2008,<br />
will bring the port back up to over 2 million annual cargo tons.<br />
Port Outlook<br />
Notwithstanding the strategic alliance with the Port of Oakland and the appointment of a new<br />
port operator, the Port of Sacramento will face continued challenges.<br />
The Port does enjoy some advantages, including a location adjacent to Highway 50 and easy access<br />
to the nearby crossroads of two Interstate Highways, 80 and 5. The Port also has direct rail<br />
service from the Union Pacific Railroad, whose main line linking the Bay Area to Roseville,<br />
UP’s main rail yard for Northern California, pases through West Sacramento.<br />
The same road and rail links which pass so close to the Port and which appear to be assets, however,<br />
are also efficient conduits for transporting goods that might otherwise have been shipped<br />
via the Port.Sacramento’supstream location adds hours of transit time and cost compared with<br />
Bay Area ports. As the Parsons Brinckerhoff Maritime Demand Analysis observed: “The additional<br />
70 nautical mile voyage to and from Sacramento compared with Bay Area ports, adds<br />
about six hours of one-way sailing time and $12,000 to $15,000 in round-trip voyage and pilotage<br />
costs for a Sacramento port cal.”<br />
The issue that may pose the biggest political challenge involves the relatively shallow 30-foot<br />
depth of its shipping channel. The competing Ports of Stockton and Benicia both have channel<br />
depths of 35 feet. Five feet makes a huge difference. In 1999, California Portland Cement reportedly<br />
favored the Port of Stockton over Sacramento because of the former’s deeper shipping<br />
channel. Stockton's channel, which had been dredged to 35 feet in 1987, could accommodate<br />
35,000-ton oceangoing loads while Sacramento's shallower channel has a 25,000-ton limit. One<br />
Sacramento fertilizer importer has reportedly estimated that its ocean transportation costs were<br />
$15-$20 per ton higher than its competitor at the Port of Stockton.<br />
As part of its strategic alliance with the Port of Sacramento, the Port of Oakland has committed<br />
itself to bringing its considerable political influence to bear in lobbying federal and state government<br />
to finance the project to dredge the Sacramento ship channel to 35 feet.The “limited<br />
reevaluation report” for channel depening is expertly to be complete in 2008, and the Ports are<br />
seeking to have funding included in the 2008 Federal budget. The price tag for that project is informally<br />
estimated at $60 million. (Not to be out-maneuvered, the Port of Stockton is said to be<br />
studying the possibility of dredging its channel to a depth of 40 feet.)<br />
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Over the next three years, Port of Sacramento officials plan to make several improvements to<br />
make the facilities more attractive to shippers, expanding conveyor systems and putting new<br />
roofs on buildings that store dunes of bulk fertilizer, for instance. The costs of the improvements<br />
will be covered with cash reserves from the real estate sale.<br />
One primary area of potential competition between Sacramento and other regional ports would<br />
be break bulk. Sacramento’s general cargo Wharf 6 (Exhibit 59) could compete with other break<br />
bulk facilities for higher value commodities such as steel or project cargoes.<br />
Exhibit 59: Port of Sacramento General Cargo Wharf 6<br />
The Port is currently considering potential break bulk cargoes such as lumber, construction materials,<br />
windmill equipment, and power cells. Port Commissioners also recently agreed to begin<br />
negotiating a 20-acre lease with Sacramento-based Wickland Oil Co. to move its riverfront oil<br />
storage tanks to Port property.<br />
Two other regional infrastructure projects are related to the Port because of their proximity and<br />
impact on Port operations. The Harbor Blvd. interchange improvement, estimated to cost<br />
$33,470,000, and west side rail relocation, which will cost $27,265,000 to $41,145,000.<br />
Barge Potential<br />
Part of Oakland's motivation to partner with Sacramento stems from an expectation by industry<br />
experts that international cargo volume is likely to double by 2020, if not sooner. Oakland is the<br />
fourth-busiest container port in the nation and has nearly doubled its maritime facilities since<br />
2000. Its ability to expand will depend partly on its ability to divert large numbers of containers<br />
to more environmentally benign forms of transport to and from inland markets.<br />
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Northern California barge economics have been the source of considerable speculation but very<br />
little analysis. A state-sponsored study in the late 1980s concluded that barging would be too<br />
costly, requiring permanent operating subsidies–an unthinkable idea at the time. A more recent<br />
self-funded conceptual study by JWD Associates led to more promising results but relied on relatively<br />
large-scale movements for favorable economics. The issue was also addressed briefly in<br />
the October 2003 SJCOG Inland Port Feasibility Study and the 2006 SJCOG CIRIS Implementation<br />
Plan, both times with negative results. The most preliminary feasibility study, by Seaworthy<br />
Systems, Inc., draws on elements of conceptual agile port systems but is not yet a finished proposal.<br />
Issues as yet unaddressed in Oakland–Sacramento barge concepts include:<br />
<br />
<br />
<br />
<br />
<br />
Oakland berth and terminal access. Wharf frontage is in high demand, and none<br />
of the Oakland terminals were designed with barge operations in mind. If a barge<br />
calls at only one terminal, inter-terminal drayage would cost as much or more as<br />
marine–rail drayage.<br />
Scale economics. To realize its inherent efficiency a barge system requires a relatively<br />
large start-up volume. There is a tradeoff between volume and service frequency<br />
if the volume must be consolidated from multiple Oakland terminals.<br />
Port of Sacramento backland. Marine container terminals on the west coast are<br />
essentially parking lots, with loaded containers placed on chassis. This landintensive<br />
practice may be hard to accommodate in Sacramento’s limited space.<br />
Central Valley market access. The California Inter-Regional Intermodal System<br />
(CIRIS) proposal incorporates rail shuttle service to the Stockton, Modesto, and<br />
Fresno markets. It would be prohibitively costly to dray containers from Sacramento<br />
to service those markets.<br />
Customer acceptance. Non of the recent barge studies or proposals have analyzed<br />
and documented the potential market or the willingness of customers to switch from<br />
truck to barge.<br />
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VI. Freight and Distribution Facilities<br />
Truck Terminals<br />
Freight handling within the trucking sector can include sorting, consolidation, deconsolidation,<br />
and transfer or transloading. Only a smal percentage of “trucking facilities” actualy handle the<br />
freight. The archetypical “trucking terminals” that split long-haul truckloads for local delivery or<br />
combine local pickups into long-haul truckloads are the limited province of LTL and parcel carriers.<br />
The vast majority of truckload common carriers do not have freight handling facilities.<br />
The vast majority of private fleet freight handling is accomplished at the production and distribution<br />
facilities they serve, not at separate truck terminals.<br />
LTL sorting and consolidation operations resemble warehouse operations in their trip generation<br />
and distribution patterns. The primary function of an LTL terminal is to consolidate outbound<br />
loads from local pickups and deconsolidate inbound loads for local delivery. LTL terminals do<br />
not fulfill orders or reconfigure shipments; instead they consolidate, deconsolidate and sort existing<br />
shipments.<br />
<br />
<br />
<br />
Consolidation. Outbound LTL shipments are collected from local customers using<br />
smaller trucks or local tractors puling single 28’ semi-trailers. These shipments are<br />
brought to the LTL terminal to be consolidated (combined) into outbound trailers<br />
for over-the-road (or sometimes rail intermodal) movement to destination terminals.<br />
Deconsolidation. Inbound OTR shipments have been combined into trailer loads<br />
at origin and are now deconsolidated (split) into individual shipments for local delivery.<br />
Sorting. Outbound shipments are sorted into OTR trailer loads bound for destination<br />
terminals. Depending on the operating scheme of the carrier, trailer loads may<br />
serve single or multiple destinations. Inbound shipments are sorted into loads for<br />
local delivery trucks according the route or territory system in use.<br />
Less-than-truckload (LTL) truck terminals look much like warehouses and DCs but their purpose<br />
is materially different. Exhibit 60 through Exhibit 69 show LTL and parcel terminals in the<br />
<strong>SACOG</strong> region.<br />
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Exhibit 60: Central Freight Lines Terminal<br />
Exhibit 61: Con-Way Express Terminal<br />
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Exhibit 62: FedEx Freight West Terminal<br />
Exhibit 63: Oak Harbor Freight lines Terminal<br />
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Exhibit 64: Old Dominion Terminal<br />
Exhibit 65: Overnite & Other Terminals<br />
Exhibit 65 is particularly noteworthy as it shows a group of LTL terminals in the same location.<br />
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Exhibit 66: Roadway Terminal<br />
Exhibit 67: Watkins Freight Terminal<br />
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Exhibit 68: Yellow Freight Terminal<br />
Exhibit 69: UPS Terminal<br />
The larger truck terminals used by commercial TL or LTL carriers often combine most or all of<br />
the functions described above at one site. Exhibit 70 shows a multi-purpose LTL terminal.<br />
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Exhibit 70: Yellow Freight LTL Terminal Outside Tracy<br />
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As Exhibit 71 suggests, these terminals are centrally located within their market, but placed on<br />
the periphery of the Sacramento urban core.<br />
Exhibit 71: LTL and Parcel Terminal Locations<br />
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Truck Stops<br />
Truck stops (Exhibit 72) are a commercially provided part of the highway infrastructure and are<br />
necessary for efficient and safe long-haul trucking operations.<br />
Exhibit 72: 49er Travel Plaza<br />
A full-service truck stop usually offers:<br />
<br />
<br />
<br />
<br />
parking for tractors and/or<br />
trailers;<br />
telephone/fax/computer<br />
communications;<br />
restaurant service;<br />
convenience store;<br />
<br />
<br />
<br />
<br />
fueling;<br />
truck and equipment servicing;<br />
overnight accommodations; and<br />
scales (Exhibit 73 below).<br />
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Exhibit 73: Truck Scales<br />
Source: Industry association website<br />
Truck stops are geared for over-the-road (OTR) truckers who drive multi-day trips and use them<br />
for:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
routine stops for food, fuel, etc.;<br />
tractor and trailer servicing;<br />
emergency repairs;<br />
mandated rest between driving shifts;<br />
layovers between loads and trips;<br />
drop-lots for trailers;<br />
communications with home office, dispatchers, and customers;<br />
contacts with brokers, insurance agents, etc.; and<br />
obtaining trip permits, cash advances, etc.<br />
The largest truck stops may also offer office space for truck brokers, insurance agents, or field<br />
representatives of trucking firms.<br />
Some truckload carriers with no need for terminal facilities in every city routinely use truck stops<br />
instead, basing significant tractor and trailer fleets there. Local and regional trucking firms with<br />
their own terminals typically have little use for a nearby truck stop. Although local truckers need<br />
fueling facilities, servicing, and scales, typically their local terminal or other vendors satisfy<br />
those needs. The real need for a truck stop comes from national and regional OTR truckload carriers<br />
and owner-operators that are not locally based.<br />
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Truck Fueling Facilities<br />
Truck fleets have different fueling needs than passenger vehicles: diesel fuel is much more<br />
common, fuel tanks are much larger, the cost of fuel is more critical, and fuel is needed around<br />
the clock. There are five basic fueling choices.<br />
<br />
<br />
Smaller trucks and fleets that are more likely to use gasoline instead of diesel fuel<br />
often use commercial gas stations.<br />
Truck fleets of many types commonly use “card lock” fuel facilities with unmanned<br />
self-service pumps activated by special fleet operator credit cards. There are several<br />
regional and national chains of these card lock fueling sites, as shown in<br />
Exhibit 74<br />
Truck stops provide fuel among their many other services (Exhibit 75)<br />
Exhibit 74: Commercial Card Lock Fueling Sites<br />
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Exhibit 75: Truck Stop Fueling<br />
<br />
<br />
Source: Tioga Group photo<br />
Larger carriers and fleet operators may have their own fuel tanks and pumps and<br />
buy fuel in bulk. This is less common than it once was because of environmental<br />
restrictions and costs.<br />
Mobile trucks often fuel off-road construction equipment and smaller fleets.<br />
There are special circumstances applicable to California. Due to the relatively high fuel costs in<br />
California, long-haul trucks avoid buying fuel while in the state. Since long-haul tractors carry<br />
as much as 250 galons of fuel and get 6 to 8 miles per galon, they have “cruising ranges” of<br />
1,500 miles or more and can easily get in and out of state without buying fuel.<br />
Rail Freight Yards<br />
The J. R. Davis Yard at Rosevile (commonly refered to as Rosevile Yard) served as SP’s major<br />
classification and service facility in Northern California and fulfills that same role in the merged<br />
UP system.<br />
<br />
<br />
<br />
Davis Yard classifies (sorts) freight cars moving north-south as well as east-west.<br />
Davis Yard is also the major Northern California point for servicing, manufacturing,<br />
and repairing freight cars and locomotives.<br />
Davis Yard serves as the operating hub for local switching assignments, which typicaly<br />
operate as “turns” out of Rosevile.<br />
Roseville has been a railroad depot site since 1874. The Roseville freight yard is 100 years old,<br />
having been established in 1906. There are about 1,000 total employees.<br />
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Davis Yard is over 6 miles long and covers 780 acres, bridging Sacramento and Placer counties.<br />
The yard was extensively rebuilt in 1997–1999 at a cost of $142 million. The classification<br />
portion of the facility is a “hump” yard, where groups of cars are pushed over a low hil to rol<br />
into sorting tracks by gravity.<br />
Exhibit 76: JR Davis Yard at Roseville<br />
Roughly 60 trains per day pass through Davis Yard, and up to 2,000 cars are classified each day.<br />
The diesel locomotive facility services over 2,000 units per month and repairs over 600. The facility<br />
pumps roughly 2 million gallons of diesel fuel into locomotive tanks each month. The diesel<br />
shop alone has about 300 employees.<br />
Distribution Facilities<br />
Warehouses and distribution centers (DCs) hold inventory, re-configure shipments, and transfer<br />
freight between vehicles and modes. As intermediate handling facilities, warehouses, distribution<br />
centers, transloads and other establishments occupy places in the supply chain between production<br />
and eventual consumption, as shown in Exhibit 77.<br />
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Exhibit 77: Simple Supply Chain<br />
Raw<br />
materials<br />
Manufacturer<br />
Warehouse<br />
Wholesaler<br />
Warehouse<br />
User<br />
Information flows<br />
Customer service functions<br />
Supply, production and order forecasts<br />
The term “warehouse” is the original generic term for a place where goods are held pending a<br />
future use. There is a trend to distinguish a “warehouse” from a distribution center (DC) based<br />
on the duration of storage and the complexity of the operation. Distribution centers such as the<br />
one shown in Woodland (Exhibit 78) may perform the same functions as warehouses but are<br />
typically distinguished as follows:<br />
<br />
<br />
“Distribution” usualy refers to the management and delivery of finished goods to<br />
customers. “Distribution centers” are ordinarily on the “downstream” end of the<br />
supply chain between factory and customer.<br />
Distribution centers typically conduct more complex order fulfillment functions,<br />
creating mixed loads of products in response to customer orders rather than shipping<br />
in large, regular lots.<br />
Exhibit 78: Woodland Distribution Center<br />
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Inbound and outbound trucking at warehouses and DCs typically involve different participants<br />
with different operating patterns.<br />
<br />
<br />
Inbound Trucks. Loaded inbound trucks may belong to a supplier operating a private<br />
fleet or to a for-hire trucking company engaged by the supplier. Inbound<br />
trucks generally have delivery appointments, and may wait nearby to be certain of<br />
arriving on time to be unloaded. Empty inbound trucks from private fleets will<br />
usually return to origin or move to another assignment.<br />
Outbound Trucks. Outbound shipments usually employ a different fleet of trucks<br />
and drivers to serve a different set of customers, locations, and requirements. Some<br />
DCs and warehouses have their own private fleets for outbound shipments based at<br />
or very near the DC. Many DCs and warehouses depend on one or more preferred<br />
for-hire carriers for outbound service. Some use dedicated contract carriers that<br />
look and act like a private fleet. Some customers require that a DC or warehouse<br />
use a specific for-hire carrier for outbound shipments.<br />
Rail-Truck Transloading Facilities<br />
Transloading facilities (Exhibit 79) transfer freight between modes, with storage, inventory management<br />
or other handling a secondary concern. The truck trips that originate at transloads are<br />
almost always full truckloads that return empty. Most transloading now occurs at private facilities<br />
with a rail spur serving the facility. Most of it is for distribution of commodities, not assembly<br />
into railcar loads. Such facilities include:<br />
<br />
<br />
<br />
Rail-Truck Bulk Transfer Facilities<br />
Municipal Solid Waste Transloads<br />
Tank Farms<br />
<br />
<br />
<br />
Temporary Projects<br />
Seasonal Agriculture<br />
International Cargo Transloading<br />
and Consolidation<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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Exhibit 79: Sierra Northern Transloading at McClellan<br />
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VII. <strong>Goods</strong> <strong>Movement</strong> Data and Gap Analysis<br />
<strong>Goods</strong> <strong>Movement</strong> Data Sources<br />
<strong>Goods</strong> movement data sources are a patchwork. There is no single database providing comprehensive<br />
information, the combined coverage of available sources is incomplete, and major<br />
sources display inherent weaknesses and incompatibility. The short comings and weaknesses are<br />
most obvious, and most frustrating, at the local and regional level where <strong>SACOG</strong> and its member<br />
jurisdictions have the greatest responsibilities.<br />
Primary and secondary freight flow data sources include:<br />
<br />
<br />
<br />
<br />
Commodity Flow Survey (CFS), U.S. Census Bureau, 1992, 1997, 2002 (forthcoming)<br />
TRANSEARCH<br />
Freight Analysis Framework (FAF), FHWA<br />
Intermodal Transportation Management System (ITMS), Caltrans<br />
There are also multiple data sources for the truck, rail, air, and marine modes. TRANSEARCH<br />
and the Caltrans ITMS are both attempts at combining and reconciling multiple sources. (ITMS<br />
is based on 1996 TRANSEARCH data.) Despite the best efforts of the firms and agencies involved<br />
these sources do not provide reliable current information on the movement of commodities<br />
or freight vehicles to, from, within, or through the <strong>SACOG</strong> region.<br />
For regional planners, there are four approaches to bridge the gap.<br />
Truck counts. Manual or automatic truck counts at selected locations can yield<br />
valuable insights into the number and pattern of truck movements. Manual counts<br />
have the advantage of identifying truck types as well as counting them.<br />
<br />
<br />
Surveys. Surveys, such as the one undertaken for this study, can elicit data, opinions,<br />
and perceptions—all of which are valuable to planners and policy makers.<br />
Survey results are, however, limited to what respondents know and chose to reveal.<br />
Stakeholder interviews. Semi-structured interviews with public and private stakeholders,<br />
such as those that produced case studies for this study, are a vital step in<br />
understanding the freight and logistics industries and their relationship to public<br />
policy and planning.<br />
Automated data collections. Pioneered in electronic toll systems, existing and<br />
proposed methods of automatically collecting and compiling vehicle movement<br />
data hold considerable promise.<br />
Trucking Data Sources<br />
Primary vehicle and fleet data sources for trucking include:<br />
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Page 85
CCJ/Randall Fleet Census<br />
FleetSeek<br />
California Department of Motor Vehicles Truck Registration data<br />
California Energy Commission (CEC) data<br />
The California Highway Patrol’s MISTER (Management Information System on<br />
Terminals) file<br />
Vehicle Inventory and Use Survey, U.S. Census Bureau, 1992, 1997, 2002<br />
Trucking data cautions<br />
<br />
<br />
<br />
<br />
<br />
<br />
Traffic passing counts are useful, but do not convert to either freight flows or trips.<br />
Trips are not the same as freight flows–a complete trip may include empty or<br />
“stem” miles.<br />
Freight flow data do not translate into VMT, trips, passing counts, or local truck<br />
flows.<br />
Commodity data is typicaly proprietary, and commodities “disappear” into LTL,<br />
mixed freight, or Freight-All-Kinds (FAK) classifications.<br />
Freight bill and customer data is proprietary.<br />
Trip data usually is not viewed as proprietary.<br />
Primary trip generator data sources included InfoUSA and FreightLocator.<br />
Neither local governmental agencies nor economic development departments of counties and<br />
cities typically have or collect any data about trucks or truck movements.<br />
<strong>SACOG</strong> Region Freight Flow Data<br />
<br />
<br />
<br />
<br />
<br />
Overall freight flow estimates were derived from the FHWA Freight Analysis<br />
Framework (version 2), based on 2002 CFS data.<br />
The FAF covers the Sacramento-Arden-Arcade-Truckee, CA-NV CSA (CA Part).<br />
Corrections were made for apparent miss-coding of commodities and modes (e.g.<br />
gravel moving via pipeline).<br />
Through freight movements were estimated by creating an origin/destination matrix<br />
for likely ground transportation routings through the Sacramento area (e.g. Portland<br />
to Los Angeles).<br />
Detailed Sacramento-Yolo BEA rail data were derived from the 2003 STB Carload<br />
Waybill Sample (confidential version provided by Caltrans).<br />
The source for the overall freight flow data in this section is the Freight Analysis Framework<br />
(FAF 2.1 ) produced by US DOT–BTS. The data file contains origin to destination flows by<br />
commodity, by mode of transportation with value and tonnage for each flow. There are 114 geo-<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 86
graphic regions plus 7 international regions and 17 international gateways defined in the data<br />
base. The regions are based on Metropolitan Statistical Areas (MSA), Consolidated Statistical<br />
Areas (CSA), and states and balances of states. Commodities are defined at the 2-digit Standard<br />
Classification of Transported <strong>Goods</strong> (SCTG) level. FAF 2.1 contains a total of 138 origin and<br />
destination areas with 43 commodity classes and 7 modes of transportation. The Sacramento Region<br />
as defined in FAF 2.1 includes in addition to Sacramento, Arden–Arcade–Truckee, CA-NV<br />
CSA (CA Part).<br />
These data sources have some serious inherent e weaknesses. Since the underlying data sources<br />
for the FAF rarely record routes, there are no direct data bearing on through movements transiting<br />
the <strong>SACOG</strong> region. The underlying sources also typically do not track empty movements,<br />
secondary movements from local distribution centers to retail stores or customers, local deliveries<br />
of construction materials, or movements of waste, scrap, and refuse. All the major databases<br />
are samples, so there is the possibility that actual regional totals differ significantly from the<br />
sample results. <strong>Final</strong>ly, the most recent FAF data is form 2004.<br />
Modal Share Data<br />
Exhibit 80 gives an estimate of the tonnages hauled by each of the seven FAF modes. The FAF<br />
data were supplemented from other sources where available.<br />
Freight movements use all the modes, but trucking overshadows the others. Air cargo tends to<br />
be light weight, high value.“Other Intermodal” includes parcel, courier, and mail shipments.<br />
Exhibit 80: Sacramento Area Freight O/D Summary (2002)<br />
Mode Tonnage (000) Share<br />
Air, air & truck* 140 0.1%<br />
Other intermodal 2,227 1.6%<br />
Pipeline & unknown 6,010 4.3%<br />
Rail** 4,106 2.9%<br />
Truck 126,928 90.6%<br />
Truck and rail** 95 0.1%<br />
Water*** 619 0.4%<br />
Total 140,125 100%<br />
* Source: Sacramento County Airport System<br />
** Source: 2003 Carload Waybill Sample<br />
*** Source: US Army Corps of Engineers<br />
Commodity Flow Data<br />
Despite the weaknesses of the available commodity flow data, the FAF can be used to describe<br />
the proportions and patterns of major commodity flows to, from and within the <strong>SACOG</strong> region<br />
under the assumption that any data shortfalls affect all segment equally.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 87
Exhibit 81 shows, for example, that the <strong>SACOG</strong> region is on balance a net consumer, with inbound<br />
flows exceeding outbound. <strong>Report</strong>ed internal flows are 37% of the total, stressing the importance<br />
of the local and regional markets as opposed to the long-haul movements. As the local<br />
flow data are probably the weakest due to the volume of under-reported secondary, empty, and<br />
refuse or waste movements, the 37% is likely to be a significant underestimate.<br />
Exhibit 81: Major Commodity Flow Shares<br />
Outbound<br />
20%<br />
Internal<br />
37%<br />
Inbound<br />
43%<br />
As Exhibit 82 shows, over 60% of the reported commodity flows outbound from the Sacramento<br />
area are bound for the San Francisco Bay Area, arguably a regional rather than long-haul trip.<br />
The inbound flows are also mostly from the Bay Area (Exhibit 83).<br />
Exhibit 82: Destinations of Outbound Commodity Flows<br />
Other Regions<br />
26%<br />
Pacifc Northwest<br />
2%<br />
Pacific Southwest<br />
& Texas<br />
10%<br />
San Francisco Bay<br />
62%<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 88
Exhibit 83: Origins of Inbound Commodity Flows<br />
Pacific Southwest<br />
& Texas<br />
8%<br />
Pacifc Northwest<br />
3%<br />
San Francisco Bay<br />
78%<br />
Other Regions<br />
11%<br />
Exhibit 84 shows outbound commodity flows from the Sacramento area in terms of both tonnage<br />
and value.<br />
<br />
<br />
Outbound tonnage is dominated by heavy raw materials such as gravel and minerals;<br />
agricultural products including grains and animal feeds; and liquid bulks such<br />
as gasoline and petroleum products.<br />
Outbound value is dominated by consumer merchandise of several kinds.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 89
Exhibit 84: Outbound Commodity Shares - 2002<br />
TONNAGE SHARES<br />
All Other<br />
25%<br />
Nonmetal min. prods.*<br />
14%<br />
Gravel<br />
13%<br />
Natural sands<br />
3%<br />
Unknown<br />
3%<br />
Animal feed<br />
3%<br />
Other foodstuffs<br />
4%<br />
Waste/scrap<br />
5%<br />
Other ag prods.<br />
6%<br />
Gasoline<br />
6%<br />
Cereal grains<br />
12%<br />
Petroleum Products,<br />
n.e.c.<br />
6%<br />
VALUE SHARES<br />
All Other<br />
25%<br />
Mixed freight<br />
16%<br />
Unknown<br />
3%<br />
Electronics<br />
12%<br />
Furniture<br />
3%<br />
Other ag prods.<br />
3%<br />
Motorized vehicles***<br />
3%<br />
Machinery<br />
10%<br />
Articles-base metal<br />
3%<br />
Pharmaceuticals<br />
6%<br />
Gasoline<br />
3%<br />
Precision instruments<br />
4%<br />
Other foodstuffs<br />
4%<br />
Misc. mfg. prods.<br />
5%<br />
Inbound commodity shares (Exhibit 85) are very similar to the outbound mix.<br />
<br />
<br />
Inbound tonnage is dominated by bulk materials, agricultural products, and liquid<br />
bulks.<br />
Inbound value is dominated by consumer goods.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 90
Exhibit 85: Inbound Commodity Shares–2002<br />
All Other<br />
25%<br />
Gravel<br />
28%<br />
TONNAGE SHARES<br />
W aste/scrap<br />
2%<br />
W ood prods.<br />
3%<br />
Other foodstuffs<br />
4%<br />
Other ag prods.<br />
4%<br />
Gasoline<br />
4%<br />
Natural sands<br />
6%<br />
Animal feed<br />
6%<br />
Nonmetal min. prods.*<br />
6%<br />
Petroleum Products,<br />
n.e.c.<br />
12%<br />
VALUE SHARES<br />
Plastics/rubber<br />
3%<br />
All Other<br />
25%<br />
Electronics<br />
14%<br />
Machinery<br />
12%<br />
Precision instruments<br />
3%<br />
Chemical prods.<br />
3%<br />
Other foodstuffs<br />
3%<br />
Petroleum Products,<br />
n.e.c.<br />
3% Misc. mfg. prods.<br />
4%<br />
Mixed freight<br />
5%<br />
Pharmaceuticals<br />
11%<br />
Motorized vehicles***<br />
7%<br />
Textiles/leather<br />
7%<br />
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Page 91
Local commodity movement tonnage (Exhibit 86) is dominated by minerals, fuels, and chemicals.<br />
Local value is, again, dominated by consumer goods.<br />
Exhibit 86: Local Commodity Shares - 2002<br />
TONNAGE SHARES<br />
VALUE SHARES<br />
All Other<br />
24%<br />
Machinery<br />
18%<br />
Waste/scrap<br />
3%<br />
Mixed freight<br />
11%<br />
Other ag prods.<br />
3%<br />
Transport equip.<br />
3%<br />
Gasoline<br />
3%<br />
Other foodstuffs<br />
3%<br />
Misc. mfg. prods.<br />
3%<br />
Articles-base metal<br />
4%<br />
Pharmaceuticals<br />
4%<br />
Petroleum Prod., n.e.c.<br />
7%<br />
Electronics<br />
7%<br />
Unknown<br />
7%<br />
The obvious prominence of basic commodities such as sand, gravel, minerals, and petroleum<br />
products is due to both demand and supply factors. Demand for these basic commodities is<br />
driven by population (food, fuel), agriculture (agricultural products, chemicals), and construction<br />
(sand, gravel, steel, lumber, cement). Demand from these sources grows as the regional population<br />
expands and as per capita consumption grows.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 92
These commodities, especially sand and gravel, have a very low unit value that cannot support<br />
high transportation costs. Local sources of supply have decisive advantages. Where longdistance<br />
movement is necessary (e.g. gasoline, agricultural chemicals) low-cost modes are used<br />
to reach the region (pipeline for gasoline, ships for agricultural chemicals) and trucks are used<br />
for local delivery.<br />
Sacramento Area Through Freight Estimates (2002)<br />
Through freight has a higher average value per ton (Exhibit 87), and includes a greater proportion<br />
of rail.<br />
Exhibit 87: Estimated Through vs. Local Freight Flows -2002<br />
Through Freight<br />
Value<br />
Tonnage<br />
Mode<br />
Share<br />
Share<br />
$/Ton<br />
($millions)<br />
(000)<br />
Truck 84,200 61% 26,797 70% $<br />
3,142<br />
Rail 5,049 4% 9,324 24% $<br />
542<br />
Unknown 3,582 3% 1,033 3% $<br />
3,468<br />
Truck and rail 2,325 2% 729 2% $<br />
3,190<br />
Other intermodal 42,190 31% 629 2% $<br />
67,052<br />
Total 137,346 100% 38,512 100% $<br />
3,566<br />
Inbound/Outbound/Local Freight<br />
Value<br />
Mode<br />
($millions)<br />
Share Tonnage (000) Share $/ton<br />
Air, air & truck 2,421 2% 29 0% $<br />
82,166<br />
Other intermodal 14,008 14% 2,227 2% $<br />
6,289<br />
Pipeline & unknown 2,873 3% 6,010 4% $<br />
478<br />
Rail 2,060 2% 3,769 3% $<br />
546<br />
Truck 75,020 77% 126,928 90% $<br />
591<br />
Truck and rail 493 1% 1,405 1% $<br />
351<br />
Water 76 0% 78 0% $<br />
966<br />
Total 96,950 100% 140,447 100% $<br />
690<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 93
As Exhibit 88 indicates, the through tonnage has a much more even mix of commodity types,<br />
and is less dominated by low-value goods.<br />
Exhibit 88: Estimated Through Tonnage by Commodity - 2002<br />
Machinery<br />
2%<br />
Motorized vehicles***<br />
3%<br />
Milled grain prods.<br />
3%<br />
Printed prods.<br />
3%<br />
Petroleum Products,<br />
n.e.c.<br />
3%<br />
Chemical prods.<br />
3%<br />
Plastics/rubber<br />
2%<br />
All Other<br />
24%<br />
Other foodstuffs<br />
10%<br />
Wood prods.<br />
7%<br />
Base metals**<br />
6%<br />
Gravel<br />
6%<br />
Nonmetal min. prods.*<br />
6%<br />
Gasoline<br />
5%<br />
Mixed freight<br />
4%<br />
Basic chemicals<br />
3% Alcoholic beverages<br />
3%<br />
Other ag prods.<br />
4%<br />
Newsprint/paper<br />
4%<br />
Truck Count Data<br />
Truck counts are the best available measure of truck traffic volume and impact in the <strong>SACOG</strong><br />
region. While freight movement are ultimately driven by the tonnage to be hauled and the distances<br />
to be covered, available freight and commodity movement data tell only part of the story.<br />
Particularly in an urban area, a large portion of the truck movements are empty or partially<br />
loaded, or may contain refuse, recyclables, or other “goods” not commonly tracked in commodity<br />
data.<br />
Truck counts are either automatic, which efficiently records the impact of wheels and axles, or<br />
manual, which allows for distinctions between truck types but is far more costly. Cities, counties,<br />
and other planning jurisdictions commonly take vehicle counts, which include trucks, as required<br />
to assess the need for road and street improvements. Few jurisdictions have regular programs<br />
of vehicle or truck counts, so there is rarely an opportunity to compare counts in different<br />
locations at the same time, or counts at the same location over a period of years.<br />
Caltrans does have an ongoing program of automatic vehicle counts on state highways. Ass<br />
spread out as it must be, the program, allows for counts at a given location only every few years.<br />
Caltrans uses more recent counts at nearly locations to pro-rate and estimate counts for the missing<br />
locations, so there is always a mix of actual and estimated counts. The counts split out trucks<br />
by the number of axles: 2, 3, 4, 5 or more. For this study the 2-axle trucks are omitted, as many<br />
or most of such smaler vehicles are not considered “trucks” by the general public and do not<br />
have the same impacts or presence as larger vehicles.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 94
Exhibit 89 shows the average annual daily counts of 3-5 axle trucks on the major highways serving<br />
the <strong>SACOG</strong> region in 2004, drawn from Caltrans counts and estimates .<br />
Exhibit 89: Average Daily 3-5 Axle Trucks on Major <strong>SACOG</strong> Routes in 2004<br />
The concentration of trucking activity in the urbanized center is clear from the counts, which are<br />
given in more detail in Exhibit 90 and Exhibit 91.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 95
Exhibit 90: Average Daily 2004 3-5 Axle Trucks on Highways 5, 50, 70<br />
Route County<br />
Description<br />
AADT<br />
Total<br />
3-5 Axle<br />
Trucks Truck %<br />
5 SAC SAN JOAQUIN/SACRAMENTO COUNTY LINE 57,000 10,650 19%<br />
5 SAC SACRAMENTO, POCKET/MEADOWVIEW ROADS 105,000 10,647 10%<br />
5 SAC SACRAMENTO, JCT. RTE. 50 144,000 10,451 7%<br />
5 SAC SACRAMENTO, I STREET 179,000 13,180 7%<br />
5 SAC SACRAMENTO, JCT. RTE. 80 135,000 11,129 8%<br />
5 SAC SACRAMENTO, JCT. RTE. 99 NORTH 93,500 8,842 9%<br />
5 YOL WOODLAND, EAST MAIN STREET 38,750 6,884 18%<br />
5 YOL WOODLAND, JCT. RTE. 113 34,000 6,767 20%<br />
5 YOL JCT. RTE. 505 SOUTH 28,550 6,543 23%<br />
50 YOL JCT. RTE. 80 EAST 92,000 3,666 4%<br />
50 YOL JCT. RTE. 84 113,000 3,664 3%<br />
50 SAC SACRAMENTO, JCT. RTE. 5 190,000 3,503 2%<br />
50 SAC SACRAMENTO, JCT. RTE. 160 15TH/16TH STRE 254,000 3,333 1%<br />
50 SAC JCT. RTES. 51/99 224,000 4,105 2%<br />
50 SAC SACRAMENTO, 65TH STREET 200,000 4,100 2%<br />
50 SAC SACRAMENTO, 65TH STREET 205,000 4,101 2%<br />
50 SAC SACRAMENTO, 65TH STREET 202,500 4,101 2%<br />
50 SAC JCT. RTE. 16 183,000 3,834 2%<br />
50 SAC SUNRISE BOULEVARD 138,000 4,606 3%<br />
50 SAC NIMBUS ROAD 116,000 4,282 4%<br />
50 SAC FOLSOM BOULEVARD/NATOMA 102,000 3,462 3%<br />
50 SAC SCOTT ROAD 86,000 3,154 4%<br />
50 ED EAST SHINGLE SPRINGS 54,500 1,854 3%<br />
50 ED PLACERVILLE, FAIRGROUNDS 61,000 2,053 3%<br />
50 ED PLACERVILLE, JCT. RTE. 49 44,000 1,524 3%<br />
50 ED PLACERVILLE, POINT VIEW DRIVE 24,600 915 4%<br />
50 ED EAST CAMINO ROAD 19,100 816 4%<br />
50 ED SLY PARK ROAD 10,800 435 4%<br />
50 ED ICEHOUSE ROAD 12,700 371 3%<br />
50 ED JCT. RTE. 89 SOUTH 13,400 202 2%<br />
50 ED SOUTH LAKE TAHOE, JCT. RTE. 89 NORTH 26,250 305 1%<br />
50 ED SOUTH LAKE TAHOE, STATE LINE AVENUE, NEV 33,000 170 1%<br />
70 SUT JCT. RTE. 99 13,800 846 6%<br />
70 YUB JCT. RTE. 65 SOUTH 29,950 2,412 8%<br />
70 YUB YUBA RIVER BRIDGE 60,000 3,066 5%<br />
70 YUB MARYSVILLE, JCT. RTE. 20 24,250 1,175 5%<br />
70 YUB YUBA/BUTTE COUNTY LINE 10,400 819 8%<br />
Source: Caltrans<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 96
Exhibit 91: Average Daily 2004 3-5 Axle Trucks on Highways 80, 99, 113, 505<br />
Route County<br />
Description<br />
AADT<br />
Total<br />
3-5 Axle<br />
Trucks Truck %<br />
80 YOL RICHARDS BOULEVARD 129,000 8,087 6%<br />
80 YOL WEST SACRAMENTO, JCT. RTE. 50 111,000 6,825 7%<br />
80 YOL JCT. RTE. 84 EAST 80,000 5,178 6%<br />
80 SAC SACRAMENTO, JCT. RTE. 5 112,500 5,397 5%<br />
80 SAC JCT. RTE. 51 188,000 6,301 4%<br />
80 SAC GREENBACK LANE 186,000 6,212 3%<br />
80 PLA ROSEVILLE, RIVERSIDE DRIVE 171,000 6,079 4%<br />
80 PLA ROSEVILLE, ATLANTIC STREET 158,000 6,538 4%<br />
80 PLA JCT. RTE. 65 132,500 5,681 4%<br />
80 PLA JCT. RTE. 193 WEST 82,000 4,575 6%<br />
80 PLA AUBURN, JCT. RTE. 49 74,000 3,848 5%<br />
80 PLA AUBURN RAVINE ROAD 57,500 3,967 7%<br />
80 PLA CLIPPER GAP 41,500 4,064 10%<br />
80 PLA COLFAX, JCT. RTE. 174 NORTH 31,500 3,942 13%<br />
99 SAC SJ/SAC COUNTY LINE 62,000 5,748 9%<br />
99 SAC JCT. RTE. 104 EAST 65,000 5,750 9%<br />
99 SAC ELK GROVE BOULEVARD 73,500 6,247 9%<br />
99 SAC SACRAMENTO, STOCKTON BOULEVARD 128,500 6,308 5%<br />
99 SAC SACRAMENTO, MACK ROAD 165,000 6,849 4%<br />
99 SAC FLORIN ROAD 180,000 8,089 4%<br />
99 SAC SACRAMENTO, FRUITRIDGE ROAD 207,500 7,855 4%<br />
99 SAC JCT. RTES. 50/51/5 138,250 5,030 5%<br />
99 SUT JCT. RTE. 70 NORTH 22,000 1,446 7%<br />
99 SUT GARDEN HIGHWAY 15,000 1,063 7%<br />
99 SUT TUDOR, GARDEN HIGHWAY 15,600 1,044 7%<br />
99 SUT JCT. RTE. 113 14,150 917 6%<br />
99 SUT OSWALD ROAD 16,450 1,065 6%<br />
99 SUT YUBA CITY, JCT. RTE. 20 27,300 1,595 6%<br />
99 SUT ENCINAL ROAD/LIVE OAK BOULEVARD 17,700 1,034 6%<br />
113 SOL JCT. RTE. 12 4,350 272 6%<br />
113 SOL DIXON, NORTH ADAMS STREET 10,600 436 4%<br />
113 SOL DIXON, WEST JCT. RTE. 80 18,100 1,742 10%<br />
113 SOL EAST JCT. RTE. 80 38,000 1,459 4%<br />
113 YOL DAVIS, RUSSELL BOULEVARD 35,250 1,370 4%<br />
113 YOL GIBSON ROAD 15,000 1,331 9%<br />
113 YOL WOODLAND, MAIN STREET 10,700 759 7%<br />
113 YOL COUNTY ROAD P18C 3,700 174 5%<br />
113 YOL KNIGHTS LANDING, JCT. RTE. 45 NORTH 8,900 418 5%<br />
505 YOL JCT. RTE. 128 WEST 20,750 4,532 22%<br />
505 YOL JCT. RTE. 16 14,850 3,353 23%<br />
505 YOL JCT. RTE. 5 9,700 1,249 13%<br />
Source: Caltrans<br />
As the truck count data imply, the volume of 3-5 axle trucks tends to decline in less populated<br />
areas. Exhibit 92 shows this “taper” graphicaly for US Highway 50, going from the junction<br />
with Interstate 80 on the East to the Nevada state line at South Lake Tahoe. The volume of trucks<br />
declines noticeably once east of Rancho Cordova at Sunrise Blvd., and again east of Folsom. The<br />
count drops by 60% between Rancho Cordova and Shingle Springs, and by 80% at Placerville.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 97
Exhibit 92: Truck Count “Taper” on US Highway 50 (West to East)<br />
5,000<br />
4,500<br />
4,000<br />
Avg. Daily 3-5 Axle Trucks<br />
3,500<br />
3,000<br />
2,500<br />
2,000<br />
1,500<br />
1,000<br />
500<br />
-<br />
JCT. RTE. 80 EAST<br />
JCT. RTE. 84<br />
SACRAMENTO, JCT. RTE. 5<br />
SACRAMENTO, JCT. RTE. 160 15TH/16TH STRE<br />
JCT. RTES. 51/99<br />
SACRAMENTO, 65TH STREET<br />
SACRAMENTO, 65TH STREET<br />
SACRAMENTO, 65TH STREET<br />
JCT. RTE. 16<br />
SUNRISE BOULEVARD<br />
NIMBUS ROAD<br />
FOLSOM BOULEVARD/NATOMA<br />
SCOTT ROAD<br />
EAST SHINGLE SPRINGS<br />
PLACERVILLE, FAIRGROUNDS<br />
PLACERVILLE, JCT. RTE. 49<br />
PLACERVILLE, POINT VIEW DRIVE<br />
EAST CAMINO ROAD<br />
SLY PARK ROAD<br />
ICEHOUSE ROAD<br />
JCT. RTE. 89 SOUTH<br />
SOUTH LAKE TAHOE, JCT. RTE. 89 NORTH<br />
SOUTH LAKE TAHOE, STATE LINE AVENUE, NEV<br />
Exhibit 93 shows a similar “taper” from South to North on US Highway 99. The drop of in truck<br />
trafic as the highway leaves the “urbanized: area at the junction with Highway 70 is readily apparent.<br />
Exhibit 93: Truck Count “Taper” on US Highway 990 (South to North)<br />
9,000<br />
8,000<br />
7,000<br />
Avg. Daily 3-5 Axle Trucks<br />
6,000<br />
5,000<br />
4,000<br />
3,000<br />
2,000<br />
1,000<br />
-<br />
SJ/SAC COUNTY LINE<br />
JCT. RTE. 104 EAST<br />
ELK GROVE BOULEVARD<br />
SACRAMENTO, STOCKTON BOULEVARD<br />
SACRAMENTO, MACK ROAD<br />
FLORIN ROAD<br />
SACRAMENTO, FRUITRIDGE ROAD<br />
JCT. RTES. 50/51/5<br />
JCT. RTE. 70 NORTH<br />
GARDEN HIGHWAY<br />
TUDOR, GARDEN HIGHWAY<br />
JCT. RTE. 113<br />
OSWALD ROAD<br />
YUBA CITY, JCT. RTE. 20<br />
ENCINAL ROAD/LIVE OAK BOULEVARD<br />
Exhibit 94 illustrates how these regional flows extend out over the western highway network.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 98
Exhibit 94: California State Truck Flows - 1998<br />
I-5<br />
I-80<br />
I-95<br />
I-40<br />
I-10<br />
Rail Freight Data<br />
Separate rail freight data were compiled from the 2003 Carload Waybill Sample (CWS). The<br />
CWS is the best available rail data sources, being a statically sophisticated 2.5% sample of railroad<br />
“waybils” (internal shipping documents) from the major railroads. The figures below were<br />
raised to estimated annual totals using the specified expansion factors for each record. Access to<br />
the confidential version of the data was authorized by Caltrans.<br />
Railroad traffic to and from the <strong>SACOG</strong> region is driven by local consumption and production of<br />
basic commodities (as opposed to through rail traffic which is driven by the production, consumption,<br />
imports, and exports of regions east, west, north, and south of the region). The most<br />
recent national freight forecasts by Global Insight, published by the American Trucking Association,<br />
call for growth in carload rail traffic to average 1.87% annually between 2005 and 2016, a<br />
rate very close to the expected population growth of the <strong>SACOG</strong> region. For this study that<br />
growth rate was applied to the CWS data to yield the forecasts below out to 2020.<br />
Exhibit 95 summarizes the inbound, outbound, and local rail tonnage in the SCAOG region (the<br />
Sacramento BEA).<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 99
Exhibit 95: Total Sacramento BEA Rail Tonnage -2003<br />
Commodity Carloads Tons<br />
Share of Cumulative<br />
Tons Share<br />
Cement 6,568 718,024 17% 17%<br />
Lumber 6,080 420,760 10% 28%<br />
Field Crops 4,068 389,394 9% 37%<br />
Misc. Wood Products 3,880 329,800 8% 45%<br />
Fresh Fruits 2,160 191,760 5% 50%<br />
Crushed Stone 3,520 191,240 5% 55%<br />
Petroleum Products 2,376 187,536 5% 59%<br />
Chemicals 1,625 158,036 4% 63%<br />
Misc. Minerals 1,880 153,040 4% 67%<br />
Concrete, Gypsum, & Clay Prods. 1,548 123,232 3% 70%<br />
Dairy Products 2,000 121,960 3% 73%<br />
Grain Products 1,400 119,080 3% 76%<br />
Beverages 1,168 115,036 3% 78%<br />
Misc. Mineral Products 1,424 108,740 3% 81%<br />
Paper 1,480 99,360 2% 83%<br />
Canned & Frozen Foods 1,560 92,760 2% 86%<br />
Plastics 840 80,040 2% 88%<br />
Paperboard 760 51,400 1% 89%<br />
Misc. Foods 756 46,460 1% 90%<br />
All Other 10,444 408,748 10% 100%<br />
Grand Total 55,537 4,106,406 100% 100%<br />
Rail freight tonnage in the <strong>SACOG</strong> region is dominated by basic commodities. The tables below<br />
gives estimated carloads and tons for 2003 and forecast carloads and tons for 2020, along with<br />
trainload equivalents at 75 cars per train. Outbound (Exhibit 96), the railroads move the region’s<br />
agricultural output and minerals from local sources. The region currently generates a little less<br />
than one full train of rail traffic each day (and note that those cars are not all going in the same<br />
direction). The average will rise to almost exactly on 75-car train daily by 2020.<br />
Exhibit 96: Outbound Rail <strong>Movement</strong>s–2003 to 2020<br />
2003 2020<br />
Commodity<br />
Estimated<br />
Estimated<br />
Carloads Tons<br />
Carloads Tons<br />
Trains<br />
Trains<br />
Field Crops 3,832 366,950 51 5,246 502,401 70<br />
Fresh Fruits 2,160 191,760 29 2,957 262,544 39<br />
Crushed Stone 3,520 191,240 47 4,819 261,832 64<br />
Misc. Minerals 1,560 122,320 21 2,136 167,472 28<br />
Dairy Products 2,000 121,960 27 2,738 166,979 37<br />
Canned & Frozen Foods 1,480 88,160 20 2,026 120,702 27<br />
Grain Products 1,000 86,680 13 1,369 118,676 18<br />
Beverages 808 83,716 11 1,106 114,618 15<br />
Misc. Foods 516 34,060 7 706 46,632 9<br />
All Other 3,224 137,220 43 4,414 187,872 59<br />
Grand Total 20,100 1,424,066 268 27,519 1,949,727 367<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 100
Inbound (Exhibit 97), the railroads move basic commodities such as cement, lumber, petroleum<br />
products, and chemicals that are demanded in large amounts but not produced in the <strong>SACOG</strong><br />
region. The inbound numbers are nearly double the outbound, largely due to the inbound construction<br />
materials: cement, lumber, wood products, gypsum, etc.<br />
Exhibit 97: Inbound Rail <strong>Movement</strong>s–2003 to 2020<br />
2003 2020<br />
Commodity<br />
Estimated<br />
Estimated<br />
Carloads Tons<br />
Carloads Tons<br />
Trains<br />
Trains<br />
Cement 6,568 718,024 88 8,992 983,066 120<br />
Lumber 5,840 396,800 78 7,996 543,270 107<br />
Misc. Wood Products 3,720 317,240 50 5,093 434,342 68<br />
Petroleum Products 2,096 178,856 28 2,870 244,877 38<br />
Chemicals 1,505 146,676 20 2,061 200,818 27<br />
Concrete, Gypsum, & Clay Prods. 1,548 123,232 21 2,119 168,720 28<br />
Paper 1,480 99,360 20 2,026 136,036 27<br />
Plastics 840 80,040 11 1,150 109,585 15<br />
Misc. Mineral Products 600 55,920 8 821 76,562 11<br />
Paperboard 760 51,400 10 1,041 70,373 14<br />
Ashes 452 45,952 6 619 62,914 8<br />
Misc. Mineral Products 600 45,160 8 821 61,830 11<br />
Other 900 44,368 12 1,232 60,745 16<br />
Forest Barks or Gums 480 41,400 6 657 56,682 9<br />
Grain Products 400 32,400 5 548 44,360 7<br />
Beverages 360 31,320 5 493 42,881 7<br />
All Other 7,288 274,192 97 9,978 375,404 133<br />
Grand Total 35,437 2,682,340 472 48,518 3,672,464 647<br />
Purely local rail moves that both originated and terminated in the <strong>SACOG</strong> region (Exhibit 98)<br />
are also almost all heavy bulk materials, accounting for an estimated 320 carloads in 2003 rising<br />
to 438 carloads in 2020.<br />
Commodity<br />
Exhibit 98: Local Rail <strong>Movement</strong>s–2003 to 2020<br />
Carloads<br />
2003<br />
Tons<br />
Estimated<br />
Trains<br />
Carloads<br />
2020<br />
Tons<br />
Estimated<br />
Trains<br />
Petroleum Products 80 4,760 1 110 6,517 1<br />
Waste & Scrap 80 3,680 1 110 5,038 1<br />
Railroad Equipment 40 3,440 1 55 4,710 1<br />
Canned & Frozen Foods 40 2,680 1 55 3,669 1<br />
Grain Products 80 1,800 1 110 2,464 1<br />
Grand Total 320 16,360 4 438 22,399 6<br />
The major source of rail traffic passing through the <strong>SACOG</strong> region is the Bay Area, for both<br />
eastbound and westbound trains. Exhibit 99 shows the growth in Bay Area trains estimated for<br />
the MTC Regional Rail study. The great majority of the traffic is expected to pass through the<br />
Union Pacific Central Corridor, and therefore through Sacramento.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 101
Exhibit 99: Projected Bay Area Train Counts<br />
PROJECTED DAILY BAY AREA TRAINS<br />
140<br />
120<br />
100<br />
BNSF TR TR<br />
UP UPNorth<br />
UP UPCentral<br />
80 80<br />
60 60<br />
40 40<br />
20 20<br />
--<br />
2003 2010 2020 2030<br />
Marine Cargo<br />
Exhibit 100 displays 1999–2004 US Army Corps of Engineers Waterborne Trade Data (the<br />
most recent available) for the San Francisco Bay Entrance. These data include cargoes moving<br />
to and from river and delta ports including Sacramento as well as cargo at Bay Area ports.<br />
Exhibit 100: 1999-2004 USACE SF Bay Tonnage Data<br />
Commodity 1999 2000 2001 2002 2003 2004 CAGR<br />
Crude Petroleum 17,794 19,327 22,764 20,641 25,473 24,821 6.9%<br />
Pet. Products 14,283 11,229 13,413 12,541 11,372 13,807 -0.7%<br />
Chemicals 3,093 3,423 3,677 3,795 4,054 3,566 2.9%<br />
Gypsum 877 811 634 716 690 940 1.4%<br />
Sand & gravel 104 38 158 741 1,083 1,359 67.2%<br />
Iron & steel scrap 785 820 933 869 1,081 1,087 6.7%<br />
Cement 830 947 1,206 884 1,072 1,687 15.2%<br />
Iron & Steel 1,313 1,009 866 379 186 529 -16.6%<br />
Rice 664 623 624 752 683 712 1.4%<br />
Veg. Oils 257 342 329 282 289 257 0.0%<br />
Vehicles & Parts 357 539 595 579 604 765 16.5%<br />
All Other 10,309 12,448 11,766 11,964 11,951 13,743 5.9%<br />
Total 50,666 51,556 56,965 54,143 58,538 63,273 4.5%<br />
Overall tonnage grew at an average of 4.5% annually in 1999–2004. Individual commodities of<br />
interest to the Port of Sacramento varied considerably from that average.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 102
The most dramatic growth was in sand and gravel, with imports replacing domestic<br />
supplies.<br />
Cement tonnage also grew strongly, driven by both increased construction and diminished<br />
local supply.<br />
Steel imports declined strongly due to market and regulatory forces but made a partial<br />
recovery in 2004.<br />
Other bulk commodity tonnage grew slowly or even declined slightly.<br />
Exhibit 101 displays 1999–2004 US Army Corps of Engineers Waterborne Trade Data for the<br />
Port of Sacramento, the most recent available. With the exception of ammonia, all the major<br />
commodities have fallen off significantly. In some case the cargo has been lost to aggressive<br />
competition, notably from the Port of Stockton.<br />
Exhibit 101: USACE Port Data (000 short tons)<br />
Commodity 1999 2000 2001 2002 2003 2004<br />
Fertilizer 175 103 86 119 145 79<br />
Ammonia 56 64 12 44 57 55<br />
Wood Chips 205 216 160 119 81 91<br />
Rice 385 267 301 179 281 215<br />
Other 94 202 110 158 179 107<br />
Total 915 852 669 619 743 547<br />
Air Freight<br />
Both airfields witnessed brisk growth in their air cargo operations in the 1990s, only to see a<br />
sharp contraction in cargo volumes between 2000 and 2002. (Exhibit 102) Since then, the<br />
amount of air cargo handled by the two airports has increased at an average annual rate of just<br />
0.69percent, even while the surounding region’s economy expanded and its population grew.<br />
While inbound air cargo volumes did increase by 13 percent between 2002 and 2005, outbound<br />
volumes declined by 9 percent. This trend, which the region shares with California as a whole,<br />
appears to be indicative of the diminishing role of goods-producing companies in the local economy.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 103
Exhibit 102: Air Cargo at SMF and MHR–Metric Tons<br />
1999 2000 2001 2002 2003 2004 2005<br />
SMF:<br />
Freight 46,326 46,120 47,686 60,390 60,330 58,501 61,603<br />
Mail 14,328 15,363 12,523 10,268 10,915 8,965 8,621<br />
SMF Total 60,654 61,483 60,209 70,658 71,245 67,466 70,224<br />
MHR:<br />
Freight 71,015 67,870 60,015 56,069 54,545 57,750 59,136<br />
Mail 25,789 99,658 50,701 0 0 0 0<br />
MHR Total 96,804 167,528 110,716 56,069 54,545 57,750 59,136<br />
SMF/MHR Combined:<br />
Freight 117,341 113,990 107,701 116,459 114,875 116,251 120,739<br />
Mail 40,117 115,021 63,224 10,268 10,915 8,965 8,621<br />
System Cargo Total 157,458 229,011 170,925 126,727 125,790 125,216 129,360<br />
At SMF and MHR 87 percent of all air cargo tonnage in 2005 iii was handled by three companies<br />
–FedEx, UPS, and DHL/Airborne Express iv –which collectively dominate the express delivery<br />
market in the United States. (Exhibit 103)Each of these “integrated cariers” v has flights arriving<br />
in the early morning hours bearing tens of thousands of envelopes, small parcels, and freight<br />
shipments scheduled for guaranteed delivery just hours later to customers throughout the Sacramento<br />
region. By late afternoon, many of these same trucks are racing back to the airports with<br />
items collected throughout the region to be shipped out on early evening flights.<br />
iii<br />
Unless otherwise specified, all years cited in this chapter are Calendar Years.<br />
iv<br />
DHL acquired Airborne Express in 2003, a year after Deutsche Post World Net completed its acquisition of<br />
DHL. Sacramento County Airports System operations reports continue to report Airborne Express and DHL separately,<br />
however.<br />
v<br />
Integrated carriers manage all aspects of a shipment, from pick-up to delivery. By contrast, “combination cariers”<br />
transport both cargo and pasengers. Freight is generaly profered to combination carriers by freightforwarders<br />
or other logistical consultants working on behalf of the shipper to obtain the best rates and arrangements.<br />
There are, in addition, dedicated cargo airlines whose role in domestic U.S. air cargo market has been steadily<br />
diminishing.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 104
Exhibit 103: Carrier Shares of Sacramento Area Air Cargo<br />
PAX, 11%<br />
Others , 2%<br />
DHL, 14%<br />
FedEx, 42%<br />
UPS, 31%<br />
Although Mather Airport is designated as the region’s air cargo hub, it has been handling somewhat<br />
less air cargo than Sacramento International. The Rancho Cordova airport currently hosts<br />
UPS and DHL as its principal air cargo tenants. Last year, UPS handled 17,955 tons of outbound<br />
and 22,348 tons of inbound cargo. DHL, along with its Airborne Express subsidiary, handled<br />
9,373 tons of outbound and 9,224 tons of inbound cargo. (A smaller player at MHR, Emery<br />
Worldwide, landed 37 tons and departed with 198 tons of cargo.) Altogether, 53.7 percent of the<br />
total air cargo tonnage at MHR last year was inbound. By contrast, in 2002, 51.3 percent of the<br />
air cargo at MHR was heading outbound. The large Mather peak and drop in 1999-2002 is due to<br />
the short-lived air mail contract held by Kittyhawk, which was subsequently lost to FedEx.<br />
At Sacramento International, which serves both passenger airlines and all-cargo aircraft, 80 percent<br />
of the cargo tonnage handled in 2005 arrived or departed aboard all-cargo planes. FedEx<br />
alone handled nearly 76 percent of the air cargo tonnage that moved through SMF last year. For<br />
an airport whose primary mission is to serve the airline passenger (PAX) market, the freighter<br />
share of air cargo is unusually high. In the case of SMF, the substantially lower share enjoyed by<br />
passenger airlines is largely attributable to the fact that the preponderance of passenger flights at<br />
SMF involve destinations within California and adjacent states, a geographic market in which<br />
overnight trucking operations offer an appreciably cheaper transportation alternative. At Mather<br />
Airport, UPS and DHL handled 99.6 percent of all air cargo tonnage in 2005. In addition, the<br />
Boeing 737 planes that predominate at SMF are not configured for containerized air cargo.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 105
Air Cargo Forecasts<br />
Forecasting air cargo volumes requires a complicated assessment incorporating a wide range of<br />
economic, demographic, spatial, industry-specific and other variables, not to mention the odd<br />
imponderable. vi In short, lots of things can and do happen to defeat the best laid forecasting<br />
methodology.<br />
Few experiences are more dispiriting for aviation industry analysts than reviewing air cargo forecasts<br />
prepared in 1999-2001. In contrast to the almost unrestrained ebullience of aviation forecasters<br />
at that time (who had just witnessed a decade in which the air cargo industry had truly<br />
soared), contemporary industry analysts are almost uniformly gloomy and reserved in their<br />
prophecies.<br />
In May 2001 MergeGlobal predicted that domestic U.S. air cargo would grow at a 6.1 percent<br />
per year pace through 2005. At the time, this forecast was widely regarded as a thoroughly noncontroversial<br />
call by a well-respected firm. (The Virginia-based consulting firm’s annual air<br />
cargo forecasts have been among the most closely watched indicators in the industry.) Yet, by<br />
May 2003, MergeGlobal was obliged to concede that it had been blindsided by reality. Instead of<br />
hearty growth, there had been a 7.6 percent drop in domestic air cargo tonnage since 2000.<br />
In retrospect, of course, the factors behind this turnabout are obvious. There was, first, the abrupt<br />
unraveling of the dot.com boom in the winter of 2000-01. That boom had played a leading role in<br />
the rapid growth of the air cargo industry during the 1990s, a decade in which America enjoyed<br />
its longest period of economic expansion since World War II. The remarkable economic hit that<br />
the electronics and telecommunications industries took starting in late 2000 deprived the air<br />
cargo industry of a good part of its clientele.<br />
Apart from being haunted by the specter of terrorists spiriting a bomb into the belly of a passenger<br />
airliner, aviation industry analysts are most greatly troubled by the debilitating run-up in jet<br />
fuel prices in the past three years. During the last week of June 2006, the jet fuel benchmark at<br />
Los Angeles International Airport was 219.15 cents per gallon, up some 185 percent since the<br />
same week in 2003. In the short-term, the surcharges air carriers have been obliged to impose on<br />
shippers have prompted increasing numbers of shippers to divert cargos from planes to less<br />
costly surface modes of transport. To compound the effect of purely economically-inspired modal<br />
shifting, many shippers reacted to 9/11 by permanently grounding many of their shipments.<br />
The most conspicuous of these was the U.S. Postal Service. There is a much greater long-term<br />
worry, however, that permanently high fuel costs and eventual fuel shortages may cause a widespread<br />
reappraisal of existing logistical strategies, a shortening of supply chains, and a diminished<br />
role for air cargo.<br />
vi<br />
Prior to use in an airport master plan, proposed forecasts must be submitted to the Federal Aviation Administration<br />
for review and approval. Once approved, the forecasts may be used to provide an initial timetable for facility<br />
improvements, as a basis for the development of alternatives to meet the projected demand, and as a basis for environmental<br />
analyses and economic and financial plans. (FAA Advisory Circular No. 150/5070-6B, July 2005.)<br />
.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 106
Adding to the air cargo industry’s woes was, according to MergeGlobal’s 2003 forecast, “The<br />
steady market share gains of defered ‘air freight’ trafic that moves purely by truck.” Stil, MergeGlobal’s<br />
prognosticators remained positive: “The outlook is for 4.8 percent growth this year<br />
and an average growth rate of 5.4 percent through 2007.” By May 2004, however, that tone of<br />
optimism was almost entirely gone: “The efects of modal substitution will limit total [domestic<br />
air cargo] growth to 1.8 percent per year between 2003 and 2008. By May 2005, MergeGlobal’s<br />
forecast turned only slightly more buoyant: “The [domestic] air freight market, which is driven<br />
mainly by United States domestic expres trafic, has matured…we expect total [domestic air<br />
cargo] to grow at 2.1 percent annually between 2004 and 2009.”<br />
The Federal Aviation Administration’s annual reviews and forecasts of the aviation industry<br />
traced much the same progression from high expectations to increasingly conservative estimations<br />
as the new century unfolded. Forecasts for growth in the domestic air cargo market dwindled<br />
from around 5 percent average annual growth rates to fewer than three percent in the most<br />
FAA’s recent outlook to 2017.<br />
As the new century began, the FAA’s annual review of the aviation industry was headlined: The<br />
1990s: A Very Good Decade For Aviation. The report went on to observe how air cargo demand<br />
had grown at a faster pace than passenger demand during the 1990s. U.S. air carrier freight revenue<br />
ton-miles (RTMs) grew by 5.7 percent annually over the 10-year period, 4.6 percent in domestic<br />
markets and 6.9 percent in international markets. The Southeast Asian financial crisis had<br />
had a negative impacted on air cargo demand in 1998 and 1999, but, in discounting that period of<br />
slower growth, the FAA concluded that “worldwide air cargo demand grew at an average annual<br />
rate of 8.9 percent, while U.S. air cargo demand increased at an annual rate of 7.7 percent.”<br />
By contrast, the FAA’s annual review in 2002 took the tone of a dirge: “Nothing in the past has<br />
prepared aviation forecasters to predict the future direction of aviation demand with any degree<br />
of certainty.” The FAA looked for domestic freight/express RTMs to decline by 2.1 percent in<br />
2002 as a result of continued weakness in the economy and acceleration in the modal shift from<br />
air to ground due to increased air transportation costs to meet new FAA security restrictions.<br />
Domestic freight/ express RTMs were forecast to increase by just 3.0 percent in 2003 based on a<br />
continuation of the modal shift and economic recovery. Longer term, the FAA foresaw growth in<br />
domestic freight/express averaging 4.6 percent annually over the 2004-2013 period. Significantly<br />
slower growth was forecast for air mail due to new security restrictions on the transport of mail<br />
on passenger aircraft and a continued modal shift from air to ground by the U.S. Postal Service.<br />
It also appears that the “anthrax scare”accelerated the move to electronic alternatives for regular<br />
mail (fax, email, direct bill payment, etc.), which cut into the volume of mail moved by air.<br />
Aviation industry analysts in California have similarly seen their own forecasting efforts trashed<br />
by events. Consider the Regional Airport System Plan devised by the Metropolitan Transportation<br />
Commission in the San Francisco Bay Area. Last revised in 2000, the plan expected to see<br />
international cargo volumes at San Francisco International grow by over 400 percent by 2020,<br />
while domestic cargos increased by 55 percent. Oakland International (OAK) and Mineta San<br />
Jose International were each expected to see 187 percent increases in air cargo tonnage. In fact,<br />
air cargo tonnage figures at Bay Area airports fell rapidly during the first part of the new century.<br />
Far from growing at a brisk clip, SFO’s international cargo tonnage in 2005 was actualy 25 per-<br />
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cent below its level in 2000. The same patern was folowed on the domestic side of the airport’s<br />
air cargo ledger. Indeed, since 2002, air cargo volumes at al three of the Bay Area’s major airports<br />
have shown little sign of resuming the fast-paced growth rates exhibited in the 1990s, rates<br />
that manifestly informed and influenced the air cargo industry’s confident forecasts around the<br />
turn of the century.<br />
In its most recent (February 28, 2006) assessment of the domestic air cargo market, the FAA has<br />
concluded that (a) the domestic air cargo market has matured, and (b) the modal-shift has gone as<br />
far as it can go. In theFAA’s estimation, U.S. real GDP wil increase from $11 trilion in 2005 to<br />
$16 trillion in 2017, an average annual rate of 3.1 percent. Accordingly, it forecasts that domestic<br />
air cargo RTMs will increase 3.2 percent a year through 2017.<br />
That forecast rests on at least two optimistic assumptions, though. First, in the FAA’s view: “ The<br />
average annual growth rate for the price of oil over the entire 12-year forecast period is 1.5 percent.”<br />
Second, that that the practice of modal-shifting has essentially maxed out. Because of the<br />
huge run-up in jet fuel costs, it is highly probably that the full impact of modal-shifting on the air<br />
cargo industry has yet to be felt.<br />
The latest industry forecast, devised by BACK Aviation Solutions for the May 2006 edition of<br />
Air Cargo World expects that the domestic market for air cargo will grow by only 1.4 percent per<br />
year through 2015. In analyzing the contemporary air cargo market, the forecast noted: “The intra-North<br />
America freight market growth has been significantly affected over the past five years<br />
by changing shipper strategies. Since the downturn in 2001, shippers have slowly shifted to other<br />
modes of transportation with longer transit times (such as deferred trucking) in a sacrifice of service<br />
for reduced cost. As a result, intra-North America air freight traffic growth has stagnated<br />
while ceding growth to segments in the domestic trucking segment.”<br />
That assessment is echoed again by the Federal Aviation Administration. In 2005, according to<br />
the FAA’s annual review, domestic air cargo decreased 1.6 percent. As the FAA’s “Review of<br />
2005” observed, this decrease “reflects a continuation of the modal shift from air to ground<br />
shipments and the impact of air fuel surcharges.”<br />
MergeGlobal similarly concludes in its 2005 World Air Freight Forecast that “the intra-North<br />
America air freight market, which is driven mainly by United States domestic express traffic, has<br />
matured...In particular, the change in shippers' spending on domestic air cargo away from overnight/express<br />
products to deferred services and consequent lengthening of transit time windows<br />
will allow freight forwarders and integrated carriers to substitute short and medium haul air legs<br />
with cheaper truck capacity. Accordingly, we expect total intra-North America air freight ton<br />
kilometers to grow at 2.1 percent annualy between 2004 and 2009.”<br />
Sharing that assessment, Robert Dahl, the founder of the Seattle-based Air Cargo management<br />
Group, told the Airports Council International-North America’s 2006 Air Cargo Symposium on<br />
March 29 that the U.S. domestic air cargo market would grow “much les” than the 3-5 percent<br />
growth he was forecasting for the global air cargo market.<br />
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Air Cargo Outlook at SMF and MHR<br />
What does the future hold for these two airports? As is true of virtually all but the most recent<br />
aviation industry forecasts, the air cargo forecasts contained in the draft Master Plans for both<br />
SMF and MHR are in need of revision. Both forecasts were made in the high-growth period of<br />
1999-2002, when the industry and its observers were consistently optimistic as described above.<br />
The forecast for the SMF Master Plan was prepared in March 2001. The forecast for the MHR<br />
Master Plan was last updated in May 2002, and did not foresee the loss of the Kitty Hawk mail<br />
business. SCAS has engaged Leigh-Fisher Associates to revisit the MHR forecast.<br />
The 2001 SMF Master Plan forecast anticipates that the airport would handle 107,535 metric<br />
tons vii of cargo in 2005, before growing out to approximately 190,075 tons by 2020. (Exhibit<br />
104) Cargo tonnage at SMF actually declined by 0.2 percent between 2002 and 2005 despite<br />
healthy regional economic expansion and population growth. Sacramento County Airport System<br />
(SCAS) records show that SMF actually handled 70,224 tons of air cargo in 2005, only 65.3 percent<br />
of what had been forecast. To achieve the Master Plan forecast for 2020, air cargo volumes<br />
at SMF would have to rise at 6.9 percent annually for the next 15 years, considerably faster than<br />
the 3.8 percent average annual growth rate the Master Plan had forecast. viii<br />
Exhibit 104: SMF Actual vs. Master Plan Forecasts, Metric Tons<br />
120,000<br />
100,000<br />
80,000<br />
60,000<br />
40,000<br />
20,000<br />
0<br />
1999 2000 2001 2002 2003 2004 2005<br />
Actual<br />
MP Forecast<br />
The MHR Master Plan forecast (Exhibit 105), prepared in May 2002, offers a Base Range estimate<br />
and a High Range estimate. In the Base Range scenario, MHR is expected to handle<br />
135,000 tons in 2006 and 225,000 tons by 2021. The High Range scenario expects that MHR<br />
will handle 159,000 tons of air cargo in 2006, before growing out to 324,000 tons in 2021.<br />
vii Unless otherwise noted, all cargo weights will be expressed in metric tons (2,204.6 pounds).<br />
viii<br />
The SMF Master Plan forecast expected to see freight tonnage increase by average annual growth rates of 8.3<br />
percent between 1999 and 2010 before slowing to 3.8 percent between 2010 and 2020. It likewise expected to see air<br />
mail tonnage grow by 4.1 percent per year between 1999 and 2010 and by 2.7 percent between 2010 and 2020.<br />
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SCAS records show that MHR handled 59,136 tons of air cargo in 2005 and has seen a 1.8 percent<br />
average annual growth rate in its cargo volumes between 2002 and 2005. Data for the first<br />
four months of 2006 reveal that air cargo tonnage at MHR is running 3.8 percent behind the<br />
identical period a year earlier. In all probability, MHR may handle upwards of 60,000 tons of air<br />
cargo this year, about 44 percent of the Base Range forecast and 38 percent of the High Range<br />
estimate. (Exhibit 105) Realizing the tonnage levels indicated by the Master Plan forecasts for<br />
2021 would require average annual growth rates of either 8.7 percent or 11.3 percent through<br />
2021.<br />
Exhibit 105: MHR Actual vs. Master Plan Forecasts, Metric Tons<br />
180,000<br />
160,000<br />
140,000<br />
120,000<br />
100,000<br />
80,000<br />
60,000<br />
40,000<br />
20,000<br />
0<br />
2000 2001 2002 2003 2004 2005 2006<br />
Actual MP Base Range MP High Range<br />
Breaking loose from the post-2002 pattern of slow, incremental growth in air cargo tonnages will<br />
necessitate one or both of the following developments:<br />
<br />
<br />
a greater role for SMF and/or MHR within the national distribution systems maintained<br />
by one or more of the major integrated carriers, namely FedEx, UPS or<br />
DHL; or<br />
initiation of air cargo service by a new carrier, perhaps one offering regular airfreighter<br />
service to one or more overseas destinations.<br />
Neither is an entirely outlandish long-term prospect. There is, indeed, a fairly high likelihood that<br />
SMF will see the inauguration of direct or even non-stop passenger service to Europe by 2015.<br />
Indigenous economic and population growth will ineluctably expand the regional market for international<br />
passenger service, which is why SMF will eventually offer transoceanic flights. A<br />
two-million member market can be denied, where a three-million member market is more difficult<br />
to ignore. The start of that service would provide a small but important up-tick in air cargo at<br />
SMF as Central Valley shippers avail themselves of a new transportation route to presumably<br />
still lucrative European markets. The aircraft most apt to figure in future passenger service between<br />
SMF and Europe is the new Boeing 787, which has a cargo capacity of 16 metric tons.<br />
Daily roundtrips to a European destination could add as much as 12,000 tons of cargo at SMF,<br />
which last year handled just over 70,000 tons.<br />
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There is less reason for optimism when it comes to Mather’s prospects for either becoming a new<br />
regional air cargo hub or for establishing a regularly scheduled air-freighter link to the Far East.<br />
MHR’s aspirations fortranspacific service depend less on the Sacramento market than on developments<br />
in the Bay Area. It appears unlikely that air carriers will desert the Bay Area, which will<br />
remainNorthern California’s principal market for air cargo services, in favor of a site on the periphery.<br />
For similar reasons, it is also unlikely that either airport would chosen to host a major<br />
regional sort facility (on the scale of FedEx or UPS at Oakland) for a major integrated carrier.<br />
Although the Sacramento County Airport System received a consultant’s report in January 2005<br />
which encouraged hopes of a freighter service between MHR and Macao, a more compelling<br />
case has to be developed to explain why a carrier would find service into MHR economically<br />
attractive or why a carrier would necessarily favor MHR over other alternatives (Stockton’s Municipal<br />
Airport being an obvious one).<br />
The case for attracting transpacific freighter service to MHR rests principally on the view that<br />
Bay Area airports have grown too congested to cope with projected increases in the current volume<br />
of air cargo. Notwithstanding the claim that the catchment area served by the Sacramento<br />
airports is the second largest in California (exceeded only by that served by LAX), Bay Area industry<br />
and consumers are clearly the dominant factor in the air cargo in Northern California and<br />
the Bay Area market will remain the primary focus for air cargo services in this region for the<br />
foreseeable future.<br />
In the context of efforts to lure additional air cargo flights to Sacramento, including a much<br />
sought-after air-freighter service linking MHR to the Far East, the ability of the Sacramento area<br />
to generate adequate volumes of “backhaul” cargo is apt to be a critical issue. The ability to attract<br />
a new scheduled air-freighter service will hinge on the carier’s prospects for earning an appropriate<br />
level of revenue from outbound as well as inbound shipments. Paradoxically, the widening<br />
gap between outbound and inbound cargo tonnages says more about the prospects for attracting<br />
additional air cargo service to Sacramento than it does about the vitality of the region’s<br />
economy. Items with very high value-to-weight ratios may comprise a disproportionate share of<br />
outbound shipments, whereas inbound cargos may be dominated by heavier, less valuable goods.<br />
But air cargo carriers do not charge rates based on the value of a shipment but rather on its<br />
weight and/or the amount of space it occupies on the aircraft.<br />
There may be a lingering misapprehension that California’s airports, like its seaports, are idealy<br />
situated to serve as key entrepôts or gateways for the burgeoning transpacific trade. As Jon<br />
Haveman and David Hummels showed in a 2004 study for the Public Policy Institute of California,<br />
that is rapidly ceasing to be the case. ix Haveman and Hummels employed a technique<br />
known as “shift-share decomposition” to explicate trade data indicating a steady decline since<br />
the mid-1990s in the percentage of airborne trade between the U.S. and the Far East directed<br />
through a California airport. They found that the decline in California’s value share comes from<br />
changes in the use of California’s airports, primarily resulting from reduced imports. Just under<br />
ix See “California's Global Gateways: Trends and Isues,” April 2004, Public Policy Institute of California, San<br />
Francisco, especially pp. 51-54..<br />
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half the decline was due to reductions in imports of electronic components and accessories from<br />
Japan through California. At the same time, Savannah and New York experienced significant increases<br />
in imports of these same products. Similarly, a decline in imports of integrated circuits<br />
through California’s airports occured during this time. This was coincident with a dramatic increase,<br />
equal to about half of the California decline, in their flow into the Savannah airport. Similar<br />
changes occurred in computer and office equipment trade with Japan. In particular, imports of<br />
hard drives and laptops have shifted dramaticaly from California’s airports to those in Chicago<br />
and New York.<br />
On the export side, the reduction in demand shares for California airport services largely reflects<br />
a change in the export origin point for integrated circuits bound for the Philippines, Malaysia,<br />
Singapore, and Japan. Many high-tech exports now originate in Dallas, Boston, and New York<br />
rather than California.<br />
The future of California’s airports in international trade wil be increasingly a mater of serving<br />
markets in the geographic area immediately surrounding the airports. Forecasts that the volume<br />
of international cargo passing through SFO would increase by 400 percent between 2000 and<br />
2020 were largely predicated on the assumption that SFO would be a transshipment point for a<br />
substantial amount of cargo moving between the Far East and other regions of the United States.<br />
That expectation, as we have seen, looks to be waning. Far from continuing to expand at impressive<br />
rates, the volume of international air cargo moving through SFO has actually fallen off.<br />
(Exhibit 106 and Exhibit 107)<br />
Exhibit 106: International Air Cargo at SFO, Metric Tons<br />
500,000<br />
400,000<br />
300,000<br />
200,000<br />
100,000<br />
0<br />
1999 2000 2001 2002 2003 2004 2005<br />
Air Mail<br />
Air Freight<br />
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Exhibit 107: Domestic Air Cargo at SFO, Metric Tons<br />
500,000<br />
400,000<br />
300,000<br />
200,000<br />
100,000<br />
0<br />
1999 2000 2001 2002 2003 2004 2005<br />
Air Mail<br />
Air Freight<br />
One reason, clearly, was the devastating impact of the dot.com bust on the Bay Area’s high-tech<br />
industries, by far the dominant customer for air cargo services on both domestic and international<br />
flights at SFO. Yet there have been other factors which would indicate that the demand for international<br />
air cargo in the Bay Area may not threaten to overtake the capacity of the Bay Area’s<br />
airports as quickly as was once thought. The pressure to develop air cargo capacity at alternative<br />
airports in Northern California to supplement existing Bay Area airports may not be as acute as<br />
some forecasts imply.<br />
Developments in aircraft capabilities and changes in the diplomatic climate have fundamentally<br />
eroded the strategic location Northern California airports historically played in the transpacific<br />
air cargo trade. Especially after the collapse of the Soviet Union permitted civilian airliners to fly<br />
through once-restricted air space over Siberia, the preferred routes for air freighters plying the<br />
skies between the Far East and North America have converged on Anchorage, which has supplanted<br />
SFO and LAX as the foremost transshipment point for transpacific airborne cargoes. Anchorage<br />
enjoys a more cost-effective location than California because it sits along the most direct<br />
path betweenthe Far East’s principal economies and destination airports throughout the Midwest<br />
and East Coast. In 2005, the Anchorage airport handled more freight than did any other U.S. airport<br />
with the exception of Memphis, home to the main FedEx distribution center. Despite its own<br />
sparsely populated catchment area, Anchorage handled as much cargo tonnage as LAX and SFO<br />
combined in 2005. By contrast, international cargo volumes at SFO declined between 2000 and<br />
2005 by exactly one-third, while cargo traffic through Anchorage grew by 21.8 percent.<br />
The latest generations of widebody jet aircraft increasingly feature long-range capabilities that<br />
enable air carriers to fly non-stop from the Midwest or the East Coast to their final destinations<br />
in Asia. The Boeing 777-200LR, for example, has a maximum range of 10,180 miles or more<br />
than 2,000 miles greater than the distance from New York to Hong Kong. x<br />
x FAA regulators are reportedly preparing to issue a new set of rules that will enable jetliners with two engines to<br />
fly the same long-distance routes as planes with three or four engines. The rules will benefit Boeing's twin-engine<br />
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To the extent that California’s airports are apt to be used by air cargo cariers largely to meet the<br />
requirements of their individual catchment areas, MHR’s prospects for atracting transpacific<br />
freighter service wil depend fundamentaly on the Sacramento region’s ability to generate suficient<br />
indigenous demand for air cargo along a transpacific route. That may happen in the fullness<br />
of time as the region’s population continues to swel, but it does not appear to be a reasonable<br />
expectation to harbor within the planning horizon of this analysis. One notable factor in explaining<br />
why an otherwise vibrant regional economy is not exhibiting stronger demand for air cargo<br />
services is the relative paucity of actual goods-producing companies in the region. This appears<br />
to be especially true with respect to companies producing goods for sale outside of the region.<br />
The apparent absence of a robust goods-producing segment of the regional economy will make<br />
the task of luring additional air cargo carriers to MHR more difficult. The ability to generate adequate<br />
levels of back-haul is a foremost consideration in determining which airports are better positioned<br />
to attract new air cargo service.<br />
As for Mather’s prospects for benefiting from an expectation that Bay Area airports wil soon be<br />
swamped by air cargo, the fact remains that Mather will always be a hundred miles from San<br />
Francisco. Given the time-sensitive nature of much of the shipments they carry, carriers like<br />
FedEx, UPS, and DHL must operate within close proximity to their major markets. In Northern<br />
California, that practical necessity translates into quick access to major clusters of customers.<br />
These clusters are found in downtown San Francisco, Silicon Valley, San Mateo County on the<br />
Peninsula, Marin and Sonoma Counties to the north, and Alameda and Contra Costa Counties in<br />
the East Bay. The market strategies of these integrated carriers make it absolutely imperative that<br />
they maintain early delivery schedules and late pick-up times. Further restricting their operational<br />
options is that the vast majority of their cargoes are routed through their respective national<br />
hubs, located in Memphis, Louisville and Wilmington (just northeast of Cincinnati), Ohio<br />
–in time zones two to three hours ahead of the West Coast.<br />
FedEx has a large facility at Oakland International to serve the regional market. Although the<br />
primary UPS West Coast hub is located at Ontario International Airport in Southern California, it<br />
does maintain a significant facility at Oakland International to serve the Bay Area market. Similarly,<br />
DHL, which last year established its Western regional hub in Riverside County at the former<br />
March Air Force Base, also has a facility at Oakland to serve its Bay Area market. Although<br />
Oakland International’s new Master Plan indicates that it does not intend to aggressively develop<br />
its air cargo capabilities, it is unlikely that either UPS or FedEx or DHL would relocate to an airport<br />
that is much further away from their large Bay Area markets.<br />
As opposed to the all-cargo carriers, combination carriers respond to the demands of passengers,<br />
not cargo shippers. So while SMF may see an increasing amount of cargo “lift” become available<br />
777 and its new 787, both of which were designed to fly passengers and cargos directly to their destinations without<br />
going through congested hub airports. At present, two-engine planes must stay within three and a half hours of an<br />
emergency-landing strip while crossing oceans or polar terrain. The regulations are expected to allow twin-engine<br />
jetliners to fly routes where the nearest airport is as much as 5 1/2 hours away. That would open up the vast majority<br />
of commercial routes world-wide for the 777 as well as Boeing's next-generation 787, expected to go into service<br />
in mid-2008.<br />
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in the bellies of passenger aircraft, it is most unlikely MHR will not be dealing with any combination<br />
carriers in the foreseeable future. That would leave the non-integrated cargo carriers as the<br />
likeliest bet for MHR except for one important factor. These carriers depend extensively on<br />
freight-forwarders to generate most of their busines, and Northern California’s freightforwarders<br />
are heavily concentrated in the vicinity of SFO. Persuading them to redeploy even a<br />
small portion of their assets and their attention to MHR is hardly a challenge to be taken lightly,<br />
as the frustrating experience of Los Angeles World Airports in seeking to lure freight-forwarders<br />
from LAX to Ontario International Airport would surely indicate. And Ontario is closer to LAX<br />
than MHR is to SFO.<br />
One further consideration is that there may be better alternatives to SFO and OAK. NASA,<br />
which operates Moffett Federal Airfield, proposed in 1996 to allow commercial air cargo operations<br />
into Moffett Airfield as part of the Civil Reserve Air Fleet (CRAF) project. In the very<br />
long-run, an even more intriguing alternative may present itself should the Air Force determine<br />
that Travis AFB in Fairfield would permit a joint use agreement that would permit restricted civilian<br />
air cargo operations.<br />
Other, arguably more immediate obstacles exist to stymie the possibility of MHR ultimately<br />
emerging as, in essence, a fourth Bay Area airport. It would first have to convince the FAA to<br />
upgrade its landing-approach system by installing equipment making landing possible even under<br />
conditions of extremely poor visibility (CAT 3). At present, fog at MHR forces several UPS<br />
and DHL air-freighters to divert to SMF every year. Yet even were such equipment up and running<br />
at MHR, there remains the obvious question of what is to be gained by routing flights serving<br />
a largely Bay Area air cargo market to an airport in Sacramento. If traffic congestion on Bay<br />
Area freeways disadvantages shippers trying to move cargos expeditiously to SFO or OAK, it is<br />
not clear what particular solution MHR brings to the table. If anything, Stockton’s Metropolitan<br />
Airport, an under-utilized air field with superior highway access to Silicon Valley, would appear<br />
to offer a better location. In addition to its closer proximity to markets in the San Joaquin Valley,<br />
Stockton also boasts an asset MHR lacks: an on-site cold-storage facility of the sort that is essential<br />
to airborne trade in perishable agricultural products.<br />
In general, linking expectations of air cargo growth at SMF and MHR to parallel expectations of<br />
congestion and capacity shortfalls at SFO and OAK is not a reliable planning practice. In the<br />
consultant team’s experience, motivated planners and managers are remarkably adept at squeezing<br />
more growth from airport, seaports, rail yards, and other facilities that should have “maxed<br />
out” years before. To provide a strong foundation for regional planning, air cargo forecasts<br />
should be based on the traffic generating capabilities of the regional catchment area, not on the<br />
presumed failure of other airports to accommodate their own growth.<br />
Based on existing trends it appears that Sacramento wil remain a net “importer” of airborne<br />
goods. Future economic expansion and population growth will, of course, stimulate higher demand<br />
for goods shipped by air, but air cargo volumes will increase more slowly than the regional<br />
economy. Based on analysis of the Sacramento regional economy and, more particularly, its relatively<br />
low propensity for generating demand for air cargo services, the volume of air cargo and<br />
associated truck traffic at SMF and MHR should increase by an average annual rate of around<br />
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1.8 percent through 2016. Increases in jet fuel prices will probably constrain further growth to<br />
1.2 percent per year from 2016 through 2032, and to 0.8 percent from 2032 to 2050.<br />
The air cargo market is volatile, and these forecasts should be refined as more information become<br />
available, notably the forthcoming Leigh-Fisher forecast update.<br />
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VIII. <strong>Goods</strong> <strong>Movement</strong> Decision Factors<br />
Freight Demand<br />
The demand for freight transportation is based on the need to move goods.<br />
Population. Basic human needs for food, shelter, clothing, fuel, and consumer<br />
goods are met through goods movement. As population increases, goods movement<br />
requirements will increase, regardless of what industries or other economic<br />
activity might take place in the area.<br />
Economic Activity. While population drives the ultimate consumption of goods<br />
and services, economic activity supplies them. The extent and the nature of economic<br />
activity affect the volume and nature of freight activity. The transportation<br />
requirements of heavy industry, wholesale grocery distribution, and the construction<br />
industry are obvious. The trucking requirements of financial services (delivery<br />
of documents, office furniture and supplies), entertainment (delivery of equipment,<br />
distribution of CDs, movement of theatrical scenery), and medicine (hospital supplies,<br />
office equipment, pharmaceuticals) are smaller and less obvious, but no less<br />
vital or real.<br />
<br />
<br />
<br />
Resources. Local resources dictate either the need to move local products to other<br />
regions, or the need to obtain products that cannot be produced locally. For example,<br />
the urbanization of Southern California has increased the trucking activity<br />
needed to obtain fresh produce, milk, and other farm products that used to be produced<br />
within the region. The presence of petroleum deposits and refineries in<br />
Southern California creates a need to move petroleum products to other regions.<br />
Land use. There is an association between land use and goods movement activities.<br />
Industrial uses are expected to display heavy freight traffic, while residential<br />
areas would have little or none. Land use choices determine long-run goods<br />
movement patterns.<br />
Modal options. Where realistic modal options exist, some shippers and consignees<br />
will find it convenient and economic to use them, decreasing the demand for trucking.<br />
Where no usable options exist, all freight movement demands will be met by<br />
trucking.<br />
Shipment characteristics. In addition to the fundamental relationship between<br />
shipment characteristics and transportation requirements, shipment characteristics<br />
change over time. A casual comparison will reveal that consumer goods have become<br />
smaller and lighter as technologies and materials have improved. To deliver<br />
music to the consumer market, compact discs require less transportation than longplaying<br />
records, and downloading MP3 files requires less transportation yet. The<br />
growth of mail order and Internet shopping has bypassed truck movements to retail<br />
stores, but boosted the use of parcel and LTL trucking for purchases that might have<br />
otherwise have been taken home in the customer’s auto.<br />
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Supply Chains<br />
“Supply chain” is the label for the multitude of functions and activities necessary to order, transport,<br />
receive, process, and deliver goods. An appreciation for the basic steps in supply chain<br />
management (Exhibit 108 below) is useful for understanding goods movement.<br />
Exhibit 108: Supply Chain Schematic<br />
Generalized Supply Chain Schematic<br />
Order<br />
processing<br />
Purchasing<br />
Raw material<br />
supply<br />
Finished<br />
goods<br />
Logistics<br />
Customer<br />
service<br />
Information flow<br />
In Exhibit 108, logistics is shown as the link between the finished goods and the customer. For a<br />
manufacturing firm that may include:<br />
<br />
<br />
<br />
<br />
<br />
storage of finished goods in on-site factory inventory;<br />
shipment of goods in large lots to regional distribution centers;<br />
inventory management and “order picking” at the regional distribution centers;<br />
management of a delivery fleet or selection of commercial carriers for delivery to<br />
retail stores; and<br />
handling “reverse flow” movements of empty palets, returned merchandise, etc.<br />
While the logistics tasks under a single manager can range from straight forward to complex, the<br />
complete supply chain for even a relatively simple product can be staggering in its scope.<br />
Exhibit 109 displays a conceptual complete supply chain for a soft drink, in this case cola in an<br />
aluminum can. Soft drinks are usually mixed, packaged, and delivered by regional bottling<br />
plants, many of which produce multiple flavors and brands. To deliver a can of cola to a retail<br />
outlet on the left side of Exhibit 109 requires that all the product ingredients and all of the packaging<br />
supplies be brought together at the bottling plant in the correct proportions. This outcome<br />
requires the efforts of multiple vendors, ranging from the municipal water supply to a pallet pool.<br />
The supply chains of these vendors reach back through multiple steps to basic raw materials production<br />
in farms, oil fields, and mines.<br />
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Exhibit 109: Cola Supply Chain Example<br />
CUSTOMERS<br />
LOCAL BOTTLING PLANT<br />
VENDORS<br />
VENDOR SUPPLY CHAINS<br />
Gas Products<br />
Plant<br />
Petrochemical<br />
Plant<br />
Carbonated<br />
Water<br />
Municipal<br />
Water Supply<br />
Municipal<br />
Reservoir<br />
Regional<br />
Watershed<br />
Regional Sub-<br />
Distributor<br />
Supermarkets<br />
Liquor & Convenience<br />
Stores<br />
Restaurants<br />
Vending Machine Cos.<br />
Club Stores<br />
Discount Stores<br />
Sports Arenas<br />
Snack Bars<br />
Product<br />
Packaging<br />
High-<br />
Fructose<br />
Corn Syrup<br />
Food<br />
coloring<br />
Phosphoric<br />
Acid<br />
Corn<br />
Products<br />
Plant<br />
Food<br />
Products<br />
Supplier<br />
Chemical<br />
Distributor<br />
Regional Grain<br />
Elevator<br />
Local Grain<br />
Elevator<br />
Farm<br />
Chemical Plant Refinery Oil Field<br />
Phosphoric<br />
Acid Plant<br />
Phosphate<br />
Rock Quarry<br />
Caffeine Starbucks Port of Tacoma Guatemala<br />
Natural &<br />
Artificial<br />
Flavoring<br />
Aluminum<br />
Can<br />
Regional DC<br />
Can Plant<br />
Coca Cola Plant<br />
Aluminum Plant<br />
Port of<br />
Savannah<br />
Aluminum<br />
Smelter<br />
Pull tab Ink Chemical Plant<br />
Shrink Wrap<br />
Six-Pack<br />
Rings<br />
Cardboard<br />
Trays<br />
Plastics<br />
Supplier<br />
Cardboard<br />
Products<br />
Supplier<br />
Petrochemical<br />
Plant<br />
Linerboard<br />
Plant<br />
Pallets Pallet Pool Pallet Mfg. Lumber Mill<br />
Coffee<br />
Plantation<br />
Caribbean Port<br />
Import/Export<br />
Ports<br />
Caribbean<br />
Plantations ??<br />
Bauxite Mine<br />
Oil Refinery Export Port Oil Field<br />
Forest<br />
The diagram in Exhibit 109 can also be read as addition of value moving from right to left. The<br />
ingredients in a can of cola are nearly worthless as they first come from the farms, oil fields, and<br />
mines. The value in the cold can of soda in a vending machine is created through refining and<br />
combining resources (manufacturing and processing) and moving them to the right place (transportation<br />
and logistics).<br />
Freight Customer Requirements<br />
Carriers and intermediaries–including steamship lines, railroads, truckers, forwarders, transloaders,<br />
etc.–are no longer in the business of selling the services they care to produce. They<br />
must respond to what the customer wants to buy, and operate accordingly. Deregulation in the<br />
U.S. has allowed carriers to be more responsive. At the same time, deregulation has dramatically<br />
increased competition and forced carriers to become more responsive or lose business.<br />
Logistics requirements are ultimately driven by market conditions for the goods or service being<br />
delivered.<br />
<br />
In highly competitive markets with slim profit margins (e.g. retail supermarkets),<br />
participants are under intense pressure to minimize logistics costs while maintaining<br />
competitive service levels.<br />
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Where profit margins are higher but competition is still stiff (e.g. retail computers),<br />
logistics performance is crucial but costs are of lesser concern.<br />
Where time-to-market is critical (e.g. high-fashion apparel), speed becomes foremost.<br />
Where product values are very low and predictable delivery is more important than<br />
speed (e.g. sand and gravel), logistics costs are driven down but reliability must be<br />
maintained.<br />
Where the implications for service failure are severe (e.g. “shut down” loads of<br />
parts for assembly lines), no logistics cost will be spared to deliver on time.<br />
Logistics and transportation customers require improved reliability (better), shorter order cycle<br />
times (faster), and lower unit logistics costs (cheaper). Firms are willing to have less visibility<br />
into the actual logistics operation, and may even want to reduce management involvement in<br />
day-to-day logistics. Customers want results, not explanations of operations and service difficulties.<br />
Customers want to choose from among outcomes, not methods. At the same time, the market<br />
recognizes that choosing among options and managing carriers are both getting more complex<br />
than can be managed in-house, and are looking to carriers and logistics management companies<br />
for outsourced support.<br />
Customers for logistics services have a very wide range of requirements and varying levels of<br />
sophistication. Most examples and current literature emphasize aspects of logistics and supply<br />
chain management that are far more sophisticated than the majority of current shipping and order<br />
fulfillment practices. For years to come there will be a very large segment of the market that<br />
simply wants “beter, faster, cheaper” from primary service operators/providers.<br />
In practical terms, “beter, faster, cheaper” translates into a set of stringent customer demands for<br />
high-quality service:<br />
<br />
<br />
<br />
To provide “beter” freight transportation, cariers and intermediaries alike must offer<br />
national or even global reach, e-commerce capabilities, high reliability, and<br />
strong customer service.<br />
To provide “faster” transportation, cariers must invest in new equipment, new terminals,<br />
and new operating systems.<br />
To provide “cheaper” transportation, cariers must continuously reduce expenses<br />
and compete strenuously for new business, while intermediaries attempt to exploit<br />
the cost-saving potential of shipment consolidation and increased bargaining leverage<br />
with customers and carriers.<br />
Modal Choice<br />
The relationship between cost and service characteristics is a fundamental concern. In almost<br />
every industry, continued competition and pressure on profit margins has brought increased attention<br />
to transportation costs. Logistics professionals are therefore concerned with obtaining<br />
the required services at the lowest possible cost and modal choice is a major tool. Exhibit 110<br />
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elow illustrates the range of modal choices available and the conceptual tradeoffs between cost<br />
and service.<br />
Exhibit 110: Conceptual Modal Tradeoffs<br />
High<br />
Price<br />
Conceptual<br />
Small Package -<br />
Surface/Air<br />
LTL<br />
Truckload<br />
Intermodal Intermodal<br />
Low<br />
Rail<br />
Carload<br />
Barge/Coastal<br />
Pipeline<br />
Low<br />
Service (Speed/Reliability/Flexibility)<br />
High<br />
Two fundamental criteria for modal selection are shipment size and expected travel and arrival<br />
times. Virtually all shipments have an expected time of arrival (ETA). When the shipment is<br />
urgent, the ETA will be very specific and the selection of mode and carrier will be governed by<br />
the need to achieve that ETA. When the shipment is not urgent, the ETA will be more flexible,<br />
perhaps including a 2 to 3 day range acceptable to the shipper and the consignee. This relationship<br />
is illustrated in Exhibit 111 below, which plots the service performance type as a function of<br />
shipment size and specified time of delivery.<br />
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Time<br />
Exhibit 111: Mode Selection<br />
Air Charter<br />
Courier/Same Day<br />
No time/Day Specific<br />
Express<br />
Ground<br />
Dedicated Truckload<br />
Express Freight<br />
Premium Truckload<br />
Premium LTL<br />
Day Specific Freight<br />
Standard Truckload<br />
Freight Forwarder<br />
Express Package<br />
Day Specific<br />
Package<br />
Express Letter<br />
Railroad<br />
Postal Package<br />
Postal Letter<br />
Shipments Packages Letters<br />
+2200 lbs 2200 to 150 lbs +150 to 11 lbs +11 lbs<br />
Weight<br />
Source: MergeGlobal, Inc. and Morgan Stanley Dean Witter Research<br />
Source: MergeGlobal, Inc. and Morgan Stanley Dean Witter Research<br />
For instance, standard truckload service would be suitable for shipments greater than 2,200<br />
pounds, moving over the road, with the delivery day but not the time of day specified. “Standard<br />
truckload” is therefore positioned on the matrix below “premium truckload” but above “freight<br />
forwarder”. In contrast, premium truckload would include a specified time of delivery on a specific<br />
day and perhaps a faster transit time.<br />
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Distance is also a major factor in modal choice, as illustrated in Exhibit 112 below. Trucks<br />
dominate shorter distance movements, while longer distances favor the line-haul economics of<br />
other modes.<br />
<br />
<br />
<br />
Truckload is the low-cost mode for short trips, 600 miles or less.<br />
Rail carload service is cost-effective for longer trips, 750 miles or more.<br />
Intermodal service provides a compromise choice.<br />
Exhibit 112: Unit Cost vs. Length of Haul<br />
$ Cost<br />
Per Ton<br />
Conceptual<br />
Truckload<br />
Intermodal<br />
Rail Carload<br />
Rail Unit<br />
Train<br />
Breakeven Zone<br />
200 400 600 800 1000 1200 1400 1600 1800 2000<br />
Distance in Miles<br />
Potential Diversion of Highway Trips<br />
One issue where logistics choices and modal choices come together is the potential for diversion<br />
of over-the-road (OTR) truck trips to other modes. To the extent that OTR truck trips can be<br />
shifted to rail or waterborne trips, the region can free up scarce highway capacity, reduce emissions,<br />
and optimize the productivity of rail corridors and waterways.<br />
Port of Oakland Services<br />
The possibility of shifting truck moves to rail or barge has been raised with particular application<br />
to international container movements to and from the Port of Oakland. The distance from Oakland<br />
to various parts of the <strong>SACOG</strong> region is roughly 70–100 miles, far below the conceptual<br />
breakeven zone shown in Exhibit 112. Studies to date have concluded that rail intermodal service<br />
or barge service to Central Valley locations (chiefly Sacramento or Stockton) is operationally<br />
feasible but not commercially viable due to the short length of haul and the high transfer<br />
costs at each end of the trip.<br />
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The concept of rail service has been embodied as the California Inter-Regional Intermodal System<br />
(CIRIS) and has been the subject of multiple studies. The two most comprehensive studies<br />
are the October 2003 Inland Port Feasibility Study sponsored by the San Joaquin Council of<br />
Governments (SJCOG), and the July 2006 CIRIS Implementation Plan, also sponsored by<br />
SJCOG. The key findings of these studies were:<br />
<br />
<br />
<br />
There exists a market for rail intermodal service to the Port of Oakland, primarily in<br />
the Stockton, Modesto, and Fresno areas, with sufficient volume so as to support<br />
daily train service.<br />
A rail intermodal service cannot compete head-on with trucking, and would require<br />
a permanent operating subsidy.<br />
The critical issue facing regional rail service in California is rail line capacity. Railroads<br />
would not be willing to discuss regional shuttle services without an overall<br />
public-private program to increase rail capacity.<br />
To implement a rail intermodal shuttle will therefore be a multi-step process requiring significant<br />
public sector initiative and funding. The CIRIS project has received a small amount of federal<br />
funding through the Port of Oakland and has been incorporated in the draft State <strong>Goods</strong> <strong>Movement</strong><br />
Action Plan.<br />
The potential for Sacramento area participation in CIRIS is discussed in the report as an eventual<br />
long-term development.<br />
There is presently no intermodal rail terminal in the <strong>SACOG</strong> region, and drayage to and from<br />
Stockton-area terminals would be non-competitive when trucks can reach Oakland directly on<br />
I80. Combining rail intermodal service to Sacramento with service to Stockton and points south<br />
may be feasible but would require considerable ingenuity.<br />
As noted in the discussion of the Port of Sacramento, there has been interest in barge service between<br />
the Port of Oakland and Sacramento, Stockton, or both. Despite continued speculation<br />
and interest the barge option has not received any detailed analysis in recent years. The available<br />
studies conclude that a barge service would also require an operating subsidy. There are also issues<br />
of scale economies and port capability issues to be addressed in barge concepts.<br />
Rail-Truck Transloading Opportunities<br />
The most promising near-term opportunity to shift long-haul truck traffic to rail is rail-truck<br />
transloading. Rail cars such as those in Exhibit 113 carry 70 to 125 tons of freight, the equivalent<br />
of 3–5 truckloads. Using rail carload service for the long-haul trip into the <strong>SACOG</strong> region<br />
and distributing the goods locally by truck takes long-haul truck moves off the highway. Local<br />
delivery moves will still be made by truck, so there may be little difference in local street traffic.<br />
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Exhibit 113: 100-ton Capacity Rail Car<br />
Rail-truck transloading is particularly effective for lumber, stone, structural steel, wallboard, and<br />
other building materials. Inbound agricultural chemicals, fertilizers, and minerals can also be<br />
successfully transloaded. There is less potential for outbound truck-rail transloading but it is still<br />
possible.<br />
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IX. Logistics Trends<br />
Overview<br />
Worldwide logistics trends have created an intensely competitive global environment in which<br />
Northern California shippers, receivers, carriers, and intermediaries participate. From the myriad<br />
shifts taking place in the logistics field, the study team has isolated several major trends with implications<br />
for <strong>SACOG</strong> and regional goods movement.<br />
“Logistics” refers to the management of goods whether at rest (warehousing) or enroute (order<br />
fulfillment, transportation), including the movement of associated data and information. The<br />
term “supply chain” refers to al theparties and steps involved in moving and storing goods for<br />
any one producer/distributor/shipper/receiver.<br />
Inventory Reductions and “Just in Time”<br />
One supply chain management characteristic dominates the current trends: information and precise<br />
transport performance are allowing customers to reduce inventory in transit or at destination.<br />
Dollar value of inventory as a percentage of national GDP has been declining since the early<br />
1980s. Reductions in finished goods and in-process inventory have been accomplished by precise<br />
engineering of transport modes and instant data availability. Stock-outs are avoided often by<br />
moving small amounts of product via expedited services (at a transportation cost premium).<br />
These practices have led to smaller shipments (less than 75-100 pounds), moving shorter distances<br />
(in local metropolitan areas).<br />
“Just in Time” (JIT) refers to a drastic case of inventory reduction, where inbound shipments are<br />
timed to arrive just when they are needed and on-site inventory is minimized. The classic application<br />
is an automotive assembly line with a one-day supply of parts on hand and daily shipments<br />
of parts delivered directly to the assembly floor. JIT practices have received widespread<br />
attention in the industry and popular press, but true JIT operations are relatively rare as they require<br />
intensive management and leave production vulnerable to minor outages. “JIT” has, rather,<br />
become shorthand for high shipment reliability standards and low inventories, whether or not the<br />
operation is truly managed “Just in Time”.<br />
National inventory levels have risen in dollar terms while declining relative to the overall level<br />
of output and sales. Better information systems and intensive inventory management practices<br />
have both contributed to this trend. In 2002 the cost of inventory including warehousing was<br />
down to 2.8% of GDP compared to 8.3% in 1981. During the same period, GDP increased 335%<br />
while the value of all business inventories has increased 194%. The steady decline in both relative<br />
cost of transportation and relative cost of inventory as a percent of GDP is shown in Exhibit<br />
114 on the following page.<br />
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Exhibit 114: Logistics Costs as a Percent of GDP<br />
%of GDP<br />
15<br />
ADMINISTRATION<br />
INVENTORY<br />
TRANSPORTATION<br />
TOTAL LOGISTICS<br />
10<br />
5<br />
0<br />
1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003<br />
Source: Council of Logistics Management, “State of Logistics <strong>Report</strong>: 2003”<br />
The reduction is attributable to improved practices in supply chain management such as just-intime<br />
inventory, transloading, dedicated motor carriage and regional distribution methods. In particular,<br />
the increase in transportation and inventory efficiency is testament to aggressive management<br />
of logistics since federal motor carrier and rail intermodal deregulation in 1980.<br />
Tightly managed inbound logistics and low inventories, whether truly JIT or not, have implications<br />
for <strong>SACOG</strong> goods movement and trucking. In particular, JIT-like scheduling effectively<br />
transfers a portion of the inbound inventory to the streets. In order for a trucker to make a tight<br />
delivery appointment with near 100% certainty, the driver will arrive early and wait in the near<br />
vicinity of the destination. Often drivers will actually arrive in the area the night before to make<br />
sure of meeting morning appointments. Thus, a substantial portion of the inventory will be waiting<br />
in loaded trucks on nearby streets, in truck stops, or in legal or illegal off-street parking.<br />
Truckers cannot risk morning rush hour traffic, and so will typically either spend the night<br />
parked nearby or make an early morning trip from a regional truck stop.<br />
Exhibit 115 illustrates the impact of transportation efficiency and reliability on the location of<br />
inventory. With efficient and reliable linkages more inventory can be kept as materials or semifinished<br />
products (i.e. flour instead of bread) since retail outlets can be easily and predictably<br />
resupplied. If logistics are less efficient or reliable more finished goods must be kept at the retail<br />
level (i.e. bread rather than flour) to maintain supply.<br />
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Exhibit 115: Supply Chain and Inventory Relationships<br />
E F F IC IE N T L O G IS T IC S A L L O W S S U P P L Y C H A IN S T O K E E P<br />
IN V E N T O R Y L O W , A N D S H IF T I N V E N T O R Y ”BACKW ARDS”<br />
T O L O W - C O S T M A T E R IA L S A N D S I T E S<br />
I N E F F I C IE N T L O G IS T I C S F O R C E S S U P P L Y C H A I N S T O<br />
I N C R E A S E I N V E N T O R Y , A N D S H IF T IN V E N T O R Y ”F O R W A R D S ”<br />
T O H IG H - C O S T F IN IS H E D G O O D S A N D R E T A IL S IT E S<br />
Cycle Time Reduction<br />
“Beter, faster, cheaper” has come to summarize the logistics demands of major purchasers.<br />
From the carier perspective, “faster” means reduced cycle time from product manufacturing to<br />
retail delivery. Generally speaking faster is better, since reduced cycle time translates into lower<br />
costs of keeping inventory, faster returns on production costs, and increased responsiveness to<br />
market shifts. For all carriers and intermediaries, there has been continual pressure to complete<br />
the delivery or freight handling faster, with less tolerance of delay or uncertainty.<br />
For the entire supply chain to yield faster cycle times, each link must be highly reliable. Customers<br />
do not want their deliveries either early or late, so carriers and others in the supply chain<br />
must carefully control their activities to give the customer the reliable service demanded.<br />
Ironically, one common method of achieving reliable, on-time reliability is to create “slack” in<br />
the trucker’s schedule. For example, to meet narow, early morning import delivery “windows”<br />
at inland locations such as the <strong>SACOG</strong> region, drayage firms must often pull import loads from<br />
marine terminals the day before and store them in a secure lot overnight, either near the port or in<br />
the <strong>SACOG</strong> area. For late afternoon export shipments from the <strong>SACOG</strong> area, truckers must park<br />
their over night until the marine terminal opens the next morning.<br />
Outsourcing<br />
Outsourcing refers to the practice of having selected goods and/or services that were previously<br />
produced within an organization supplied from the outside instead. The objective is to harness<br />
the expertise and synergy of external supply chain partners to achieve success, while sticking internally<br />
to the firm’s core competencies. The basic philosophy is the same as the ancient longstanding<br />
principal of “inherent advantage,” which implies that the systems wil perform best<br />
when each party does what it does best.<br />
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Outsourcing trucking services is an increasingly common practice. Private trucking operations<br />
have been on the decline as fleets are sold or turned over to contract operators. Shippers and receivers<br />
are more likely to rely on a select group of “core cariers” rather than expand or maintain<br />
their own truck fleet. A collateral development is the shift of responsibility for timely pickup and<br />
delivery. Formerly, consignees might be expected to stage or store incoming loaded trailers or<br />
containers on their own property until they were ready to unload them. Now, the outside trucking<br />
firms are expected to deliver loaded trailers and containers just when desired, and to manage<br />
the storage functions off-site. This trend contributes to the demand for off-street truck parking.<br />
Globalization<br />
“Globalization” is a frequently heard buzzword, but it does have some application to <strong>SACOG</strong><br />
industries and goods movement. “Globalization” describes the increasing tendency of U.S. and<br />
foreign firms to obtain inputs and sell their products worldwide, searching the globe for the best<br />
opportunities. From the perspective of inbound and outbound logistics, this trend implies increasing<br />
complexity as domestic distribution centers draw goods from multiple foreign sources.<br />
Globalization has also contributed to the growth in trade, as more domestic producers are exporting<br />
their output and obtaining inputs from abroad rather than from domestic sources. Supply<br />
lines are getting longer, and longer supply chains tend to build in buffers to cope with uneven<br />
arrival times and other fluctuations in the flow of goods.<br />
Implications<br />
The implications of logistics trends on the economy of the <strong>SACOG</strong> region depend on the individual<br />
industry. Overall, they imply proportionately more trucks, proportionately more small<br />
and medium duty trucks, more trucks during the working hours, and more truck distribution of<br />
consumer goods brought to the region by rail and ocean from long distances. As that occurs, the<br />
last leg of the overall supply chain, from the distribution center to either the retailer or the consumer,<br />
will be pressured to perform to tighter standards. Such pressure will proportionately increase<br />
the number of truck trips on the highways and the proportion of those trips conducted by<br />
local, smaller trucks.<br />
The cost of land in the Bay Area is forcing distribution centers and some local manufacturing of<br />
light goods to Central and Northern California sites. As that occurs, the final leg of the distribution<br />
of consumer goods will be longer in miles than previously. This means there will be a confluence<br />
of three trends: more smaller shipments, in more smaller trucks, with truck trips being<br />
longer in miles. All three result in a greater demand for highway capacity with no alternative<br />
mode being cost or service competitive.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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X. Regional <strong>Goods</strong> <strong>Movement</strong> Issues & Needs<br />
Survey of Jurisdictions<br />
An important part of the Sacramento regional goods movement study has been an outreach effort<br />
to affected jurisdictions and organizations through written surveys and oral interviews of city<br />
staff and other associated persons/organizations.<br />
A writen survey was sent to the city manager’s ofice of each <strong>SACOG</strong> jurisdiction for the purposes<br />
of identifying critical trucking and rail issues in each jurisdiction. The survey form is included<br />
in Appendix B. It includes questions relating to severity of trucking impacts, trucking<br />
intrusion in residential neighborhoods, arterial roadways and rail as well as intersections with<br />
trucking related problems, types of truck traffic generators, truck ordinance information, truck<br />
route information, rail grade crossing and other related impacts. Jurisdictions were asked to involve<br />
public works, planning, and administrative staff as needed to provide information for the<br />
survey. The survey returns were comprehensive and informative. Overall, 86% or 24 of the 28<br />
jurisdictions surveyed returned the survey as of June 23rd, 2006.<br />
Each jurisdiction rates problems differently, so it is not possible to directly compare survey responses<br />
to determine where the most severe trucking problems are located. For example, a jurisdiction<br />
which is primarily residential may view a few trucks on a local residential street as a severe<br />
problem, whereas a more industrial jurisdiction may only view relatively larger trucking<br />
impacts as severe. Therefore, when reviewing the survey data it is important to keep in mind the<br />
relative differences in many of the <strong>SACOG</strong> jurisdictions. The survey results provide valuable<br />
insight, however, into the perception of trucking and other goods movement related problems at<br />
the jurisdictional level, and the comparative ranking of problems throughout the region.<br />
One question required the cities to rank 13 key trucking-related impacts in their jurisdiction, on a<br />
scale of one to five, one indicating no problem and five indicating a severe problem. The 13<br />
categories of impacts in the question include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Congestion Due to Trucks<br />
Neighborhood Intrusion by Trucks<br />
Truck Parking<br />
Truck Traffic Safety<br />
Street Deterioration Due to Trucks<br />
Hazardous Materials Hauling<br />
Truck Noise<br />
Truck Air Pollution<br />
Nighttime Truck Operations<br />
Construction Trucks<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 131
Long Haul Trucks<br />
Short Haul, Local Delivery Trucks<br />
Other<br />
Overall, the survey returns indicated that the trucking issue ranked as the worst problem by jurisdictions<br />
is street deterioration due to trucks traveling over arterial streets. (Exhibit 116) This issue<br />
has also been ranked highest in other trucking studies. The average (based on the average of<br />
all survey responses) ranking for this issue is 3.7 or moderate to severe on a scale of 1-5. The<br />
next highest ranked issues in order are as follows:<br />
Exhibit 116: Jurisdiction Survey Issue Ranking<br />
Issue<br />
Average Ranking<br />
out of 5<br />
Street Deterioration Due to Trucks 3.7<br />
Construction Trucks 3.3<br />
Truck Parking 3.3<br />
Truck Noise 3.1<br />
Truck Congestion 3.0<br />
Long Haul Trucks 3.0<br />
Truck Air Pollution 2.9<br />
Neighborhood Intrusion by Trucks 2.8<br />
Short Haul, Local Delivery Trucks 2.6<br />
Truck Traffic Safety 2.5<br />
Nighttime Truck Operations 2.3<br />
Hazardous Materials Hauling 2.2<br />
On average the cities ranked construction trucks, truck parking, and truck noise as their next biggest<br />
concern. This is likely a reflection of the region’s considerable growth that has occured<br />
with new construction all over the Sacramento Valley. Lincoln, Roseville and Elk Grove are<br />
three of the fastest growing cities in the nation with Lincoln being the fastest growing city in<br />
California for 2005.<br />
Other issues raised by the jurisdictions in the surveys include problems with trucks using back<br />
roads to by pass I80, Highway 65, Highway 50 and other major corridors in the region. When<br />
these trucks use the back roads through residential areas, it creates problems with street deterioration<br />
and congestion on connector arterials and intersections in rural areas. (While truckers<br />
sometimes use back roads to avoid scales, the practice is most often due to congestion on the<br />
main routes.)<br />
Other issues noted include congestion that occurs on at-grade crossings for railroad tracks when<br />
trucks cause additional traffic queues. Some jurisdictions had issues with the aggregate number<br />
of trucks and logging trucks.<br />
Exhibit 117 summarizes the responses from each jurisdiction that submitted a completed survey.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 132
Exhibit 117: <strong>SACOG</strong> <strong>Goods</strong> <strong>Movement</strong> Study Survey Results<br />
Jurisdiction<br />
Citrus Heights<br />
Davis<br />
El Dorado County<br />
Elk Grove<br />
Folsom<br />
Most Severe<br />
Trucking Impact<br />
Congestion, street<br />
deterioration due<br />
to trucks, HazMat<br />
Hauling, Truck<br />
Noise<br />
Street Deterioration<br />
due to trucks<br />
and construction<br />
truck issues.<br />
Congestion due to<br />
trucks, Truck Traffic<br />
Safety, Street<br />
Deterioration from<br />
trucks<br />
Street deterioration<br />
due to trucks and<br />
construction trucks<br />
Street Deterioration<br />
due to trucks,<br />
short haul, local<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Moderate to Severe<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
All main arterials in<br />
city receive cross-town<br />
truck traffic.<br />
Other Trucking Related<br />
Issues<br />
Cut-through traffic in<br />
residential areas, offstreet<br />
access and<br />
on-street loading<br />
Rail related Impacts<br />
None noted<br />
Moderate None Noted Nothing significant Occasional malfunction<br />
of at-grade<br />
crossing guard facilities;<br />
delays due<br />
to freight trains operated<br />
by CA Northern<br />
Moderate None Noted Nothing significant None noted<br />
Moderate overall<br />
with street deterioration<br />
from construction<br />
trucks being<br />
severe<br />
Moderate<br />
Ingress/Egress Safety<br />
issues with truck terminals<br />
of all kinds.<br />
Pavement and Shoulder<br />
Damage. Problems<br />
with streets with<br />
weight limitations for<br />
STAA trucks only.<br />
Trucks require special<br />
routes that the City<br />
doesn’t plan for.<br />
Oversize (STAA)<br />
trucks, noise due to<br />
engine brakes, truck<br />
Parking/storage of<br />
trucks on roadsides.<br />
Cut-through truck<br />
traffic near major<br />
development areas<br />
(Watermen Rd/Elk<br />
Grove Blvd intersection)<br />
Neighborhood cutthrough<br />
and overnight<br />
parking issues.<br />
Noise issues - the<br />
trains blow the horn<br />
when they approach<br />
crossings and the<br />
two RR tracks in the<br />
city are surrounded<br />
by residential. Lots<br />
of phone complaints!<br />
Many trains<br />
coming through Elk<br />
Grove create congestion<br />
at crossings.<br />
Congestion, noise<br />
and grade crossing<br />
safety at Folsom<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 133
Jurisdiction<br />
Most Severe<br />
Trucking Impact<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
Other Trucking Related<br />
Issues<br />
delivery trucks<br />
route compliance,<br />
through truck traffic<br />
with no origin or destination<br />
in Folsom<br />
Galt None <strong>Report</strong>ed None <strong>Report</strong>ed None Noted Occasional complaints<br />
regarding<br />
parking of trucks and<br />
trailers<br />
Live Oak<br />
Lincoln<br />
Street Deterioration<br />
due to trucks<br />
Congestion due to<br />
trucks, Street Deterioration<br />
and construction<br />
trucking<br />
congestion.<br />
Moderate (with<br />
one area severe–<br />
street deterioration)<br />
Moderate to Severe<br />
Principle problem intersection<br />
is State<br />
Route 99 and Pennington<br />
Road. Trucks<br />
hauling goods through<br />
Live Oak back up traffic<br />
for two or three<br />
blocks at various time<br />
of the day<br />
Significant traffic congestion<br />
on arterials<br />
with Hwy 65 north and<br />
southbound construction<br />
traffic. Blocked<br />
Intersections especially<br />
at Hwy 65 downtown<br />
streets.<br />
Large trucks parking<br />
in residential areas.<br />
Not enough travel<br />
lanes for flow<br />
through truck traffic<br />
on state highways<br />
through Live Oak.<br />
Trucks take up significant<br />
capacity due<br />
to size, length and<br />
number of trucks at<br />
intersections. Traffic<br />
signals downtown<br />
are at approx 400<br />
second intervals due<br />
to cross traffic with<br />
trucks. These problems<br />
increase residential<br />
cut through<br />
Rail related Impacts<br />
LRT extension<br />
crossings.<br />
Experiencing increased<br />
traffic congestion<br />
at crossings.<br />
Sight stopping<br />
distance restrictions<br />
are also of concern<br />
at grade crossings.<br />
Railroad horn noise<br />
and unsafe pedestrian<br />
crossings are<br />
concern.<br />
The close proximity<br />
of the rail lane to SR<br />
99 through Life Oak<br />
creates limited<br />
space for vehicles<br />
on at grade crossing<br />
streets between the<br />
highway and rail<br />
line.<br />
UP’s main lines run<br />
through the center<br />
of town creating and<br />
adding congestion<br />
problems, noise and<br />
safety issues.<br />
UP runs parallel to I-<br />
65 and the intersections<br />
of the RR and<br />
local streets at<br />
grade requires<br />
trains to sound<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 134
Jurisdiction<br />
Most Severe<br />
Trucking Impact<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
Other Trucking Related<br />
Issues<br />
Rail related Impacts<br />
Marysville<br />
Placer County<br />
Placer County<br />
Placerville<br />
Congestion from<br />
trucks, street deterioration<br />
from<br />
trucks and construction<br />
trucks<br />
Truck Parking and<br />
trucks using back<br />
roads to avoid<br />
congestion.<br />
Truck Parking and<br />
Truck Noise<br />
Moderate to Severe<br />
Moderate<br />
Moderate to severe<br />
State Highway 65 and<br />
70 both bisect the City<br />
of Marysville and there<br />
is heavy truck traffic<br />
through the downtown<br />
area because of this.<br />
Caltrans signal timing<br />
and increased congestion<br />
cause gridlock at<br />
intersections.<br />
Trucks divert to rural<br />
arterials to avoid congestion<br />
on SR 65, I80<br />
and SR49. The rural<br />
arterials are not designed<br />
for this.<br />
Hwy 49 passes<br />
through residential areas<br />
and downtown–<br />
trucks cause congestion,<br />
noise and disruption<br />
with deliveries; often<br />
stopping traffic in<br />
both directions.<br />
traffic to avoid delays<br />
at intersections.<br />
Construction truck<br />
traffic is bad. Excessive<br />
amounts of<br />
rock trucks and lumber<br />
trucks pass<br />
through the City<br />
coming from the<br />
rock quarries in the<br />
county and forests to<br />
the north of the City.<br />
Bridge weight limits<br />
–county wide issue.<br />
Height limits on I80.<br />
Most rural arterials<br />
lack geometric or<br />
structured design for<br />
heavy vehicles.<br />
Thru traffic problems<br />
congestion at Spring<br />
Street and Hwy 50.<br />
Placerville is an old<br />
historic city with<br />
many existing<br />
streets and intersections<br />
being inadequate<br />
to accommodate<br />
large traffic<br />
(turning radius, etc).<br />
Trucks divert to Main<br />
and that’s realy bad.<br />
horns, frequently<br />
passing through the<br />
City causing noise<br />
issues.<br />
Poor pedestrian access<br />
at 6 th , 7 th and<br />
10 th street crossings<br />
–depressed crossing<br />
of levees by rail<br />
lines compromises<br />
flood protection.<br />
Several RR overpasses<br />
limit access<br />
to areas due to<br />
height/width restrictions.<br />
None <strong>Report</strong>ed<br />
No rail problems<br />
cited.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 135
Jurisdiction<br />
Most Severe<br />
Trucking Impact<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
Other Trucking Related<br />
Issues<br />
Rail related Impacts<br />
Rancho Cordova<br />
Rocklin<br />
Rocklin<br />
Roseville<br />
Sacramento (City)<br />
Truck parking,<br />
neighborhood intrusion<br />
by trucks<br />
and street deterioration<br />
due to<br />
trucks.<br />
Street Deterioration<br />
Due to Trucks<br />
and Construction<br />
Trucks<br />
Construction trucks<br />
and long haul truck<br />
(not staying on<br />
STAA routes).<br />
Street Deterioration<br />
Due to Trucks<br />
Moderate to Severe<br />
Moderate<br />
Moderate to Severe<br />
Moderate<br />
Bradshaw, Sunrise<br />
and Douglas all have<br />
congestion and road<br />
failures. The worst intersections<br />
are Folsom<br />
and Sunrise and White<br />
Rock and Sunrise.<br />
Bridges on Sunset<br />
Blvd. near Pacific St.<br />
and on China Garden<br />
Road near Aguilar<br />
Road. Overpass under<br />
I80 on Rocklin<br />
Road is too low (14’-<br />
8”). Intersection of<br />
Rocklin road & Pacific<br />
Street.<br />
Problems with a few<br />
small residential railroad<br />
and creek overcrossings<br />
and with<br />
overnight truck parking.<br />
Congestion at certain<br />
arterials, intersections<br />
and interchanges<br />
caused by slow starts.<br />
U-turns near U-haul<br />
dealer.<br />
On-street parking is<br />
an issue with long<br />
haul trucks cutting<br />
through Zinfandel<br />
and White Rock to<br />
Sunrise.<br />
Extensive pavement<br />
damage on Pacific<br />
Street, Sunset Blvd.,<br />
Park Drive and<br />
Granite Drive. Granite<br />
Drive @ Rocklin<br />
Road and Granite<br />
Drive @ Sierra<br />
Meadows Drive<br />
trucks hit sidewalks<br />
on regular basis–<br />
roads narrow for<br />
turning radius. Also<br />
at Rocklin Rd. @<br />
Pacific Street<br />
Old pavement and<br />
truck volumes on<br />
Denio’s loops causing<br />
deterioration.<br />
Inadequate short<br />
term truck parking<br />
near residential areas.<br />
Residential<br />
complaints of trucks<br />
near neighborhoods.<br />
Light rail along Folsom<br />
Blvd. causes<br />
coordination problems<br />
as well as long<br />
backups at the side<br />
streets.<br />
Train blocks roadway<br />
for 8-20 minutes<br />
weekly at Pacific/Sierra<br />
Meadows.<br />
This is the<br />
only entrance/exit to<br />
Yankee Mill Subdivision.<br />
Midas & Pacific<br />
has two separate<br />
crossings with<br />
100’ of each other; it<br />
causes congestion<br />
on Midas and Pacific.<br />
Also train<br />
horns.<br />
UPRR rail yard<br />
downtown area<br />
causes major backups<br />
when trains are<br />
stopped on the<br />
tracks at: Yosemite/Atlantic<br />
and Tiger/Atlantic.<br />
Pre-emption delays<br />
movement across<br />
rail-inadequate<br />
storage effects other<br />
movements.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 136
Jurisdiction<br />
Most Severe<br />
Trucking Impact<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
Other Trucking Related<br />
Issues<br />
Rail related Impacts<br />
Sacramento<br />
County DOT<br />
Sacramento<br />
County DOT<br />
Truck Noise is the<br />
biggest problem<br />
followed by<br />
Neighborhood Intrusion,<br />
Street Deterioration<br />
from<br />
Trucks, Truck Air<br />
Pollution, Nighttime<br />
Truck Operations<br />
and Long<br />
Haul Truck issues.<br />
Moderate to Severe<br />
Problems<br />
No arterial street problems<br />
but there are<br />
pothole problems at<br />
intersections due to<br />
heavy trucks.<br />
Community pressure<br />
to ban trucks due to<br />
trucks passing<br />
through city streets<br />
going from I5 to US<br />
80. Perception that<br />
trucks by-pass the<br />
scales on I80 near<br />
Antelope Road by<br />
going to I5 through<br />
arterials.<br />
Noise issues. Need<br />
quiet zones and<br />
funding for overcrossings.<br />
Sutter County<br />
Town of Loomis<br />
Neighborhood Intrusion<br />
by trucks,<br />
truck parking, truck<br />
traffic safety, street<br />
deterioration due<br />
to trucks, hazardous<br />
materials hauling,<br />
truck noise, construction<br />
trucks<br />
and long haul<br />
trucks.<br />
Long Haul Trucks,<br />
Truck Parking,<br />
Street Deterioration<br />
Due to Trucks<br />
and Truck Air Pollution.<br />
Moderate - Severe<br />
No problem to<br />
Moderate<br />
SR 20/99 Geometrics/Pavement<br />
Damage<br />
on arterials and at<br />
intersections.<br />
Junction of Switzer<br />
Road with King road<br />
and Taylor (Industrial)<br />
and school traffic.<br />
Also, narrow roadway<br />
turning radius for<br />
trucks has caused<br />
problems at traffic<br />
lights.<br />
West Sacramento Street Deteriora- Moderate Jefferson and Harbor<br />
Independent trucker<br />
over-night parking<br />
STAA Vehicles off<br />
Interstate routes<br />
without permits.<br />
Truckers cutting<br />
through town arterials<br />
when I80 is<br />
blocked up.<br />
Cut through trucks in<br />
residential neighbor-<br />
City of Live Oak and<br />
Lomo Crossing on<br />
SR 99 north of Yuba<br />
City has congestion<br />
at the at-grade<br />
crossings and<br />
crossing safety issues.<br />
Sierra College Blvd.<br />
needs an overpass<br />
at RR Tracks.<br />
At grade crossings<br />
at 15 th , Jefferson<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 137
Jurisdiction<br />
Most Severe<br />
Trucking Impact<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
Other Trucking Related<br />
Issues<br />
Rail related Impacts<br />
West Sacramento<br />
Wheatland<br />
Winter (phone and<br />
email interview)<br />
Woodland<br />
Woodland<br />
tion Due to Trucks<br />
Congestion, Truck<br />
Traffic Safety,<br />
Hazardous Material,<br />
truck noise,<br />
pollution, long and<br />
short haul trucking<br />
problems from delivery<br />
trucks.<br />
Truck parking<br />
problems<br />
Truck Parking and<br />
Street Deterioration<br />
due to trucks<br />
was severe. Truck<br />
noise and nighttime<br />
truck operations<br />
were a close<br />
second.<br />
Moderate to Severe<br />
Low<br />
Moderate to Severe<br />
at US-50 has heavy<br />
truck traffic competing<br />
with heavy auto traffic.<br />
Jefferson at West<br />
Capitol–excessive<br />
truck volumes with<br />
tight turning radius.<br />
All Arterials connecting<br />
to Highway 65 are a<br />
problem with arterials<br />
and intersections.<br />
Problem with truck delivery<br />
ops for grocery<br />
stores, restaurants<br />
and local vendor ops.<br />
Two low overpasses at<br />
I5 & Beamer Street<br />
(14’ 11”) and I5 & Pioneer<br />
Avenue (15’ 6”).<br />
Manufactured homes<br />
must go around them.<br />
hoods, on street<br />
loading in commercial<br />
and industrial<br />
areas, trucks using<br />
roads without proper<br />
permits. City has<br />
the port, industrial<br />
areas and active development<br />
issues.<br />
Highway 65 narrows<br />
in Wheatland; no<br />
signals on some<br />
roads creates problems<br />
with trucks pulling<br />
out on the Highway<br />
and nearby atgrade<br />
crossings for<br />
rail.<br />
Parking trucks on<br />
major streets that<br />
are so small when<br />
trucks are making<br />
deliveries a challenge<br />
for locals.<br />
Truck traffic moving<br />
between Hwy 113<br />
and I5, Main St,<br />
Road 102 and Gibson<br />
road all experience<br />
problems on<br />
arterials due to truck<br />
traffic. These also<br />
experience problems<br />
at intersections with<br />
slow trucks not allowing<br />
time for cars<br />
and Industrial. Serious<br />
congestion<br />
occurs when train<br />
crossings occur at<br />
peak hours… especially<br />
if the trains<br />
are doing switching<br />
operations.<br />
Rail parallels highway<br />
65 and all connecting<br />
arterials are<br />
impacted.<br />
None <strong>Report</strong>ed<br />
Trains moving<br />
through town both<br />
north and south during<br />
rush hour. Two<br />
major corridors are<br />
effected: Main St.<br />
and East St. Intersections<br />
effected<br />
include almost all of<br />
those that intersect<br />
with East Street.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 138
Jurisdiction<br />
Most Severe<br />
Trucking Impact<br />
<strong>Report</strong>ed Level of<br />
Impact<br />
Truck Impacted Arterial<br />
Streets & Intersections<br />
Other Trucking Related<br />
Issues<br />
Rail related Impacts<br />
Yuba City<br />
Yuba County<br />
Neighborhood intrusion<br />
by trucks<br />
and street deterioration<br />
due to trucks<br />
Congestion Due to<br />
trucks, truck traffic<br />
safety, street deterioration<br />
due to<br />
trucks, construction<br />
trucks and aggregate<br />
truck problems.<br />
Moderate<br />
Moderate to Severe<br />
All signals on Highway<br />
20 and Highway 99 @<br />
Bridge Highway 20.<br />
Stacking up delayed<br />
traffic especially crossings<br />
involving Highway<br />
99 and Highway 20<br />
Major truck routes<br />
have higher than average<br />
percentage of<br />
truck ADT causing<br />
greater congestion,<br />
accidents and safety<br />
issues.<br />
to get through.<br />
Nothing unusual–<br />
already mentioned<br />
Hwys. between<br />
McGowan and Forty<br />
Mile Road has a<br />
weight restricted<br />
bridge causing diversion<br />
of truck<br />
route traffic onto<br />
county roads (Hammonton,<br />
Smartville,<br />
North Beale, Lindhurst,<br />
McGowan,<br />
Plumas). Olivehurst<br />
Ave @ SR70 underpass<br />
has height limitation<br />
causing truck<br />
diversion.<br />
UPRR in removal<br />
process.<br />
Communities of<br />
Linda and Olivehurst<br />
experience<br />
significant rail noise,<br />
rail crossing at<br />
McGowan Pkwy will<br />
need to be addressed<br />
as traffic<br />
increases with all<br />
the new homes under<br />
construction.<br />
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Truck Planning Requirements<br />
The trucking issues facing the <strong>SACOG</strong> region have much in common with issues in other growing<br />
regions around the country. Congestion is pervasive in urban areas–the more urban, the<br />
more congested. Coexistence is a problem everywhere a truck must operate next to a home–the<br />
more homes and trucks, the bigger the problem. The <strong>SACOG</strong> region is unique, however, in the<br />
ways in which these issues are manifest on streets and highways.<br />
Trucks make different demands on the regional street and highway infrastructure than passenger<br />
vehicles. The general difference in size and weight is obvious (although a full school bus is a<br />
very heavy vehicle). Likewise, larger trucks need a wider turning radius. However, other differences<br />
are subtler:<br />
<br />
<br />
<br />
<br />
Truck drivers are usually much more sensitive to time than to distance, as time is a<br />
factor in their effective pay rate, in how much they can accomplish in a legal working<br />
day, and in customer satisfaction.<br />
Trucking operators are very sensitive to reliability and predictability due to the series<br />
of delivery and pickup appointments they have to meet. Long-haul drivers who<br />
are delayed must frequently call their destination to reschedule, or risk a long wait<br />
for the next available time slot. In the highly competitive trucking business, trucking<br />
firms who repeatedly miss appointments risk losing the account.<br />
Besides stronger pavement and wider turning radii, large trucks require gentler<br />
grades, longer left turn pockets, different signal timing, larger parking spaces, and<br />
longer on-ramp acceleration times.<br />
A given stretch of highway may have very different roles within different trucking<br />
networks. Long-haul truckload carriers may see a freeway as an established access<br />
route to a specific large client, while local delivery drivers see it as an alternative to<br />
surface street connections between service territories.<br />
These distinctions contribute to the differences between truck and passenger planning requirements.<br />
Much of the city street, arterial, and rural road infrastructure in the <strong>SACOG</strong> region dates from<br />
California’s great building booms of the 1950s and 1960s. In that era, semis were far les common,<br />
more truck shipments were handled by LTL carriers, and semi-trailers were 35–40 feet<br />
long. Beginning in 1982 with the Surface Transportation Assistance Act, semi-trailers grew first<br />
to 48 feet and are now normally 53 feet long.<br />
Truck combinations of this size cannot operate efficiently over streets and through intersections<br />
designed for much smaller vehicles. The familiar sights of large semis making wide turns over<br />
multiple lanes taking multiple tries to turn and park are the inevitable result.<br />
Although as noted elsewhere the medium-duty truck categories are growing faster the large Class<br />
6–8 vehicles now carry the great majority of truck freight and will continue to do so for the in-<br />
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definite future. It is common to see 53-foot semis at neighborhood convenience stores as well as<br />
at major distribution centers.<br />
Accommodating these larger trucks is a significant challenge to traffic engineers, urban planners,<br />
and public works directors. There is an emerging body of best practices in urban goods movement<br />
planning ranging from high-tech parking meters to street reconfiguration. Outstanding<br />
work on urban trucking problems has been done by the City of Los Angeles Department of<br />
Transportation.<br />
Truck Routes<br />
The current truck routes in the <strong>SACOG</strong> region are the result of state, county, and city actions that<br />
have not been coordinated or reconciled.<br />
State truck routes are of three types (Exhibit 118).<br />
<br />
<br />
<br />
Federal STAA: In 1982, the federal government passed the Surface Transportation<br />
Assistance Act (STAA). This act required states to allow larger trucks on the "National<br />
Network," which is comprised of the Interstate system plus the non-Interstate<br />
Federal-aid Primary System. "Larger trucks" includes (1) doubles with 28.5-foot<br />
trailers, (2) singles with 48-foot semi-trailers and unlimited kingpin-to-rear axle<br />
(KPRA) distance, (3) unlimited length for both vehicle combinations, and (3)<br />
widths up to 102 inches.<br />
AB 866: In 1983, California passed Assembly Bill (AB) 866 to implement the<br />
STAA provisions. AB 866 also increased the "California Legal" vehicle length from<br />
60 to 65 feet and its width from 8.0 to 8.5 feet. Caltrans then evaluated State highways,<br />
and classified as "Terminal Access" those State highways with geometric<br />
standards high enough to accommodate STAA trucks.<br />
SB 2232: In 1986, California passed Senate Bill 2232 which increased the maximum<br />
KPRA length from 38 feet to 40 feet for trailers with two or more axles. SB<br />
2232 also directed Caltrans to determine which State highways could not safely accommodate<br />
trucks with a 40-foot KPRA length. Those route segments that cannot<br />
accommodate a 40-foot KPRA were designated "Advisory."<br />
City and county truck routes and restrictions are governed by a wide variety of ordinances.<br />
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Exhibit 118: California State Truck Route Types<br />
Posted truck routes and streets restricted to trucks are two sides of the same coin: a system of<br />
permissible and non-permissible routings that truckers must know in order to obey. Truckers<br />
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typically use and obey posted truck routes as much as possible, but they encounter three kinds of<br />
problems:<br />
<br />
<br />
<br />
Inadequate truck routes make it difficult for truckers to serve customers while obeying<br />
the restrictions.<br />
Inadequate signage makes it difficult for the trucker to stay on a truck route or<br />
avoid restricted streets.<br />
Discontinuous truck routes, especially lack of connectivity between truck routes in<br />
adjacent jurisdictions or between truck routes and freeway ramps, makes it impossible<br />
for the trucker to follow an approved route.<br />
Well-chosen and well-marked truck routes are a critical tool in allowing efficient trucking to coexist<br />
with sensitive communities. A regional perspective on truck routes would eliminate some<br />
of these problems, as would standard signage and periodic field surveys to ensure that signage is<br />
current and visible.<br />
Exhibit 119 through Exhibit 126 display truck route information for each of the six <strong>SACOG</strong><br />
counties. The maps include:<br />
<br />
<br />
<br />
<br />
City and county routes reported in study surveys<br />
California Legal Advisory Routes<br />
California Legal Routes<br />
STAA routes<br />
The maps show only the California State routes and those reported by cities and counties in the<br />
survey, so not all routes are shown. A review of the maps, however, suggests that a comprehensive<br />
study would reveal significant discontinuities between jurisdictions and gaps between key<br />
service points (e.g. origins and destinations).<br />
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Exhibit 119: Sacramento County Truck Routes<br />
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Exhibit 120: Yolo County Truck Routes<br />
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Exhibit 121: Yuba County Truck Routes<br />
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Exhibit 122: Sutter County Truck Routes<br />
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Exhibit 123: Placer County Truck Routes<br />
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Exhibit 124: El Dorado County Truck Routes<br />
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Exhibit 125: City of Roseville Truck Routes<br />
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Exhibit 126: City of Woodland Truck Routes<br />
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Exhibit 127, Exhibit 128, and Exhibit 129 give three different views of truck routes in the Sacramento<br />
metropolitan area.<br />
<br />
<br />
<br />
Exhibit 127 shows the state maps and those reported in the survey.<br />
Exhibit 128, obtained from Caltrans shows the state and local STAA routes.<br />
Exhibit 129 shows the city routes, as well as routes with weigh restrictions.<br />
As is apparent, the system quickly becomes complex, and difficult for a trucker to navigate without<br />
up-to-date maps and adequate signage.<br />
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Exhibit 127: Sacramento Metro Area Truck Routes<br />
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Exhibit 128: Sacramento Area STAA Map<br />
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Exhibit 129: Sacramento City Truck Routes<br />
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Rationalizing truck route networks<br />
Updating Thomas Bros. Guides. The Thomas Bros. map books are almost universally used by<br />
truck drivers and dispatchers to provide routing instructions, particularly in unfamiliar territory.<br />
The freeways, highways, and “primary” roads shown in the Thomas Bros. Guides are asumed to<br />
be permissible truck routes unless some other information is available. The problems occur when<br />
the “primary roads” shown in the guidesare not preferred truck routes or actually have truck<br />
routing prohibitions.<br />
The counties and the cities have three practical choices:<br />
<br />
<br />
<br />
Accepting the Thomas Bros. “primary roads” designations as the local truck route<br />
system. This alternative has the advantage of quick implementation and a minimum<br />
of negotiation.<br />
Providing alternative or additional designation information to Thomas Bros. For future<br />
guide editions. The Thomas Bros. maps are based on locally provided information.<br />
New editions are printed every year, but through updates are less frequent.<br />
This option would have the advantage of making Thomas Bros, conform to local<br />
preferences and letting the Thomas Bros. distribution system (Rand McNally) inform<br />
the trucking industry. It could, however, take a long time to get corrected information<br />
in the hands of dispatchers and drivers.<br />
Distributing independent information or corrections to Thomas Bros. guides. As an<br />
alternative or complement to the options described above, regional authorities may<br />
wish to consider distributing updated pages to the Thomas Bros. guide, a list of exceptions,<br />
or other supplementary information. This could be made available inexpensively<br />
on websites, but direct distribution of hardcopy could be costly.<br />
Marking and publicizing preferred truck routes. There is a legitimate need to direct truckers<br />
unfamiliar with the area (or those with bad routing habits) toward designated, preferred, or permissible<br />
trucks routes. Marking truck routes is costly and those living or working on truck routes<br />
are usually concerned that signage could swell the truck traffic on their streets. Almost all the<br />
community demand for signage is usually negative, i.e. requests to mark truck prohibitions or<br />
limitations. The planning agencies will therefore have to strike a balance in signage policies, and<br />
to refine and adjust this balance over time. At the outset, it would appear that signage is appropriate<br />
where:<br />
<br />
<br />
<br />
<br />
<br />
The cities or counties have a preferred route among multiple permissible routes.<br />
Finding the preferred or permissible route is confusing due to intersection configurations,<br />
sight lines, conflicting signage, or other considerations.<br />
Truck drivers are frequently making routing mistakes or there is reason to suspect<br />
drivers are deliberately violating routing restrictions.<br />
Thomas Bros. Guides or other often-used sources suggest routings that the local jurisdictions<br />
would like to discourage.<br />
Changes to road conditions, land uses, or rules have significantly changed popular<br />
truck routes.<br />
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Standard signage, symbols, and language would help achieve consistency and comprehensibility<br />
across city and county boundaries.<br />
Truck Parking<br />
Due to a shortage of legal parking for tractors and trailers in their cities and nearby, many Northern<br />
California communities are experiencing what they regard as excessive tractor and trailer<br />
parking in residential zones and illegal parking of tractors and trailers in commercial and industrial<br />
zones:<br />
<br />
<br />
<br />
Overnight parking in residential areas generates the most complaints.<br />
Illegal overnight parking of trailers, with or without tractors, is a persistent problem<br />
in areas adjacent to industrial zones, and is perceived as a nuisance, a noise problem,<br />
and a security problem.<br />
Legal or illegal parking of tractors and/or trailers close to intersections and driveways<br />
obscures vision and is perceived as a safety problem by both truckers and<br />
non-truckers alike.<br />
In addition, an unnecessarily large number of trucks may be on the roads during rush hours, particularly<br />
in the morning, due to their inability to arrive early and legally park before a delivery<br />
appointment.<br />
Exhibit 130 lays out the typical relationship between parking status, location, and significance to<br />
the community. The major objections are usually parking of large commercial trucks on public<br />
streets in residential areas, on school lots (when school is out), and blocking commercial driveways<br />
when loading or unloading.<br />
PARKING STATUS<br />
LEGAL<br />
QUESTIONABLE<br />
Exhibit 130: Parking Location Issues - Conceptual<br />
NO PROBLEM<br />
COMPANY LOT<br />
IN INDUSTRIAL<br />
AREA<br />
VACANT LOT IN<br />
INDUSTRIAL<br />
AREA<br />
ILLEGAL ?<br />
SIGNIFICANCE/PRIORITY<br />
MINOR<br />
NUISANCE<br />
DRIVER’S<br />
PROPERTY IN<br />
RESIDENTIAL<br />
AREA<br />
RURAL<br />
ROADSIDES<br />
URBAN DOUBLE<br />
PARKING<br />
MAJOR<br />
NUISANCE<br />
PUBLIC STREET<br />
IN RESIDENTIAL<br />
AREA<br />
PUBLIC<br />
SCHOOL<br />
PARKING LOT<br />
BLOCKING<br />
COMMERCIAL<br />
DRIVEWAYS<br />
Trucks, tractors, and trailers that are not in use still need parking space. The need for truck parking<br />
outside of trucking terminals can usually be traced to one or more of four reasons.<br />
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Owner-Operators. Owner-operators need a place near their home to park their tractor and a<br />
trailer (if they have one) overnight. Owner-operators can include those driving under contract<br />
for for-hire truckload (TL) or private carrier firms, those driving locally for drayage companies,<br />
and others. This factor probably accounts for much of the residential area parking. (Exhibit 131)<br />
Owner-operators and the smallest fleet operators may use public streets, vacant lots, their own<br />
driveways, or other informal (and sometimes illegal) arrangements. Off-duty parking for owneroperators<br />
and small private fleet operators is a significant problem in some areas .<br />
Exhibit 131: Truck Parking in Residential Areas<br />
Short-term waiting. Out-of-town truckers making scheduled delivery or pickup appointments<br />
(especially those serving critical production schedules) typically arrive early and need a place to<br />
park while waiting. This is critical if truckers try to stay off the highways during rush hours (e.g.<br />
arriving by 7 AM for an 8 AM appointment, and then waiting until after 9 AM before getting on<br />
the freeway again) or to avoid erratic traffic congestion. Some very large customers may have<br />
enough room off the street, but more commonly the trucker must park somewhere else nearby.<br />
Older industrial and commercial areas rarely have enough off-street parking for trucks. This is<br />
the reason for large queues of trucks waiting on streets adjacent to major shippers and receivers,<br />
especially first thing in the morning, and for the number of trucks caught in morning commute<br />
traffic. Truck drivers also must frequently park on the street when patronizing restaurants, running<br />
errands at stores, going to the bank or ATM, or any of the other myriad chores that other<br />
accomplish in the car they drive to work. Large truck stops are not usually used because this<br />
function demands short-term space close to customers or other destinations, i.e. street parking.<br />
(Exhibit 132)<br />
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Exhibit 132: On-Street Truck Parking<br />
Overnight parking. Long-haul truckload carriers (either owner-operators or company drivers<br />
for truckload firms) typically need a place to park and sleep before a morning appointment, since<br />
they often arrive the previous night. They may also need a place to park and sleep or rest while<br />
waiting for an outbound load. Truck stops with large parking lots and other facilities are set up<br />
for this. This need usually accounts for the tractor/trailer combinations found with the driver<br />
resting in a sleeper bunk or in a motel nearby. Large fleet operators that dispatch trucks from<br />
central locations may need 100 acres or more, especially during holidays and other times when<br />
business is at a standstill. Many smaller vans and trucks used in service applications are parked<br />
at home by the driver, since the truck is both the “ride to work” and the work vehicle itself. This<br />
is particularly true of franchise businesses such as RotoRooter or Snap-on Tools, where each<br />
driver is effectively a one-man fleet. Most private fleets are based at the owner/customer’s facilities<br />
and may have no parking space for the nights and weekends when the trucks are not in use.<br />
Trailer drop lots. Owner-operators, intermodal draymen, and truckload carriers without local<br />
lots or yards often need a place to drop a trailer (usually empty) for pickup hours or even days<br />
later. Well-organized truckers will use a regular location at a truck stop or other secure facility<br />
for this function, but in the absence of that option many will use vacant lots or street parking.<br />
This need accounts for many of the empty trailers found parked in industrial areas, shopping center<br />
parking lots, and other locations convenient for drivers. Long-haul truckload carriers may<br />
have relatively little need for off-duty parking since very few vehicles will be at a domicile yard<br />
at any given time. These firms often use space at truck stops and regional “drop lots” (Exhibit<br />
133 ) for trailer and tractor parking away from the home domicile.<br />
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Exhibit 133: Trailer Drop Lot<br />
A particularly thorny problem arises when owner-operators or other small truck fleet operators<br />
such as plumbers or landscapers have established their business at their residence in a rural area<br />
with large lot sizes, only to find a new upscale subdivision being built next door. What was acceptable<br />
in the rural area quickly becomes objectionable to the new neighbors.<br />
Potential approaches to the truck parking problem include:<br />
<br />
<br />
<br />
<br />
<br />
Municipal or county ordinances to control the worst offences.<br />
Stepped-up enforcement and compliant hotlines.<br />
Permit systems.<br />
Zoning changes.<br />
Development of truck parking lots<br />
Congestion<br />
Congestion reduces trucking productivity and reliability, and forces trucks into close contact with<br />
passenger vehicles.<br />
Commuters experience congestion primarily in the morning and evening hours; truck drivers<br />
may experience congestion all day long. Depending on who they work for, truck drivers are paid<br />
by the mile (e.g. long-haul commercial truckload), by the hour (e.g. local retail delivery), or by<br />
the trip (e.g. marine container drayage). Increased congestion and slower average speeds reduce<br />
the work that a driver can accomplish in his limited legal driving hours. If he is paid by the mile<br />
or the trip, his income declines, and trucking firms find it more difficult to recruit drivers. If the<br />
driver is paid by the hours, the fleet operator must hire more drivers or pay them for more hours<br />
to accomplish the same work. In either case, overall labor costs rise as working conditions deteriorate.<br />
Congestion also reduces the productivity of the truck itself, diminishing the earning<br />
power of a costly asset.<br />
Congestion significantly increases emissions from diesel trucks. Driving time is divided for this<br />
purpose into four categories:<br />
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Idling–stopping with the engine running.<br />
Creep–stop and go at very low average speed in queues or traffic jams<br />
Transient–changing speeds over a wider range, e.g. in a mix of traffic.<br />
Cruising–moving at steady freeway speeds.<br />
The CARB Highway Heavy Duty Diesel Truck (HHDDT) Test cycle (Exhibit 134) at 17% idle,<br />
26% creep and transient, and 58% cruise may be close to actual urban trucking patterns. A UC<br />
Riverside series of tests using a Freightliner tractor with a 2000 Caterpillar C-15 engine yielded<br />
the following emissions averages for the CARB HHDDT cycle. The tests measured elemental<br />
carbon (EC) and organic carbon (OC), the two types of diesel particulate matter.<br />
Exhibit 134: UC Riverside HHDDT Road Test Results<br />
Measure Idle Creep Transient Cruise<br />
EC mg/min 1.88 15.35 75.81 50.56<br />
OC mg/min 40.98 12.39 44.76 26.97<br />
EC+OC mg/min 42.86 27.74 120.57 77.53<br />
Avg MPH 0 1.8 15.4 39.9<br />
As Exhibit 134 suggests, idling and creeping produce greater emissions per hour and per mile<br />
than transient or cruising conditions. Congestion thus puts more pollutants in the air for any<br />
given transportation task.<br />
Congestion’s impact on reliability and predictability is les obvious but can be equaly important.<br />
Freight movements of al kinds must be reliable and predictable. While much is made of “just in<br />
time” deliveries of critical asembly line parts, timely delivery of ready-mix concrete to a construction<br />
site is equally critical to the people involved. Highway delay is typically split into two<br />
components in planning models.<br />
<br />
<br />
Recurrent delay, which is the expected routine result of demand exceeding freeflow<br />
capacity.<br />
Non-recurrent delay, which is the result of accidents, other incidents, and unexpected<br />
excesses of demand over free-flow capacity.<br />
Truck fleet drivers, dispatchers and managers learn to schedule for recurrent delay through experience.<br />
Coping with increased, non-recurrent delay, however, forces fleet operators to choose<br />
between padded schedules and excess fleet capacity on one hand, or missed appointments, angry<br />
customers, and lost business on the other.<br />
By forcing trucks and autos into close, stressful proximity, congestion also exacerbates animosity<br />
toward trucking. Auto drivers perceive large trucks as obstacles and nuisances. The passenger<br />
car equivalency of large trucks rises from 1–2 under normal uncongested conditions to as high<br />
as 4 on a congested freeway. In other words, every semi in congested rush hour traffic has the<br />
same impact as up to 4 autos.<br />
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Circuity<br />
Legacy highway and street systems are almost inevitably ill-suited for at least some emerging<br />
development and traffic patterns. The problems are magnified by geographic barriers.<br />
The most obvious problem with a geographic barrier in the <strong>SACOG</strong> region is the American<br />
River east of Sacramento. East of Interstate 80, the American River is bridged at (Exhibit 135):<br />
<br />
<br />
<br />
<br />
<br />
<br />
Fair Oaks Blvd. (H St./J St.), a 4-lane surface street passing through commercial/residential<br />
areas.<br />
Howe Ave., a 4-lane arterial with a US50 interchange passing through commercial<br />
residential areas.<br />
Watt Ave., a major commercial/residential 4-lane arterial with US50 and I80 interchanges.<br />
Sunrise Blvd./Sunrise Ave., a 6-lane arterial through commercial/residential areas<br />
linking US50 and I80.<br />
Hazel Ave., a 4-lane arterial through residential areas.<br />
Folsom Blvd./Folsom Auburn Road, a 4-lane arterial through mixed urban and rural<br />
areas.<br />
The next link between I80 and US50 is SR 49 at Auburn.<br />
Exhibit 135: American River Crossings<br />
Watt Ave., the shortest direct north-south route linking I80 and US50, is 8.5 miles of surface<br />
streets through commercial and residential neighborhoods. At an average speed of 25 mph the<br />
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Watt Ave. route would take about 20 minutes. The 15.3 mile trip down I80 and back on US50<br />
between the two Watt Ave. exits at an average of 45 mph takes about the same time but adds 6.8<br />
VMT every time a truck follows the two sides of the triangle.<br />
When most of the legacy highway system was put in place 30–40 years ago there was relatively<br />
little need for large trucks to link I80 and US50. With the expansion of urbanized development,<br />
business, and industry along both routes, however, the need for trucks to link them has increased<br />
enormously. At the same time commercial and residential development between the American<br />
River and I80 has slowed the through traffic on north-south arterials and increased the sensitivity<br />
of adjoining land uses. A truck moving along Sunrise Ave./Blvd. between the industrial area east<br />
of Rancho Cordova and a customer in Roseville will drive past 10 miles of homes, offices, shopping<br />
centers, and schools on what was once a rural road.<br />
These and other missing links in the highway network result in more trucks on surface arterials<br />
and more trucks through major interchanges such as I80/US50 in Sacramento.<br />
Route Selection Decisions<br />
Day-to-day or planned trucker choices of streets and highways are dictated by a combination of<br />
dispatcher direction and driver choice. Understanding the factors behind these choices are a key<br />
step to understanding truck movements and a significant input to regional planning. For example:<br />
<br />
<br />
<br />
<br />
<br />
Local and regional drivers will typically incur extra miles to save time. Independent<br />
owner-operators are paid by the trip or the work accomplished, not by the miles<br />
traveled. Pickup and delivery drivers may be paid by the hour or the shift, and will<br />
maximize their odds of returning to the home base on time.<br />
Long-haul drivers are typicaly paid by the “route mile”, with a set mileage allowed<br />
for a given trip. “Out of route miles” must be specificaly authorized for the driver<br />
to be paid for detours, repair or service trips, or equipment repositioning. The<br />
driver incurs “unpaid miles” for other detours or side trips and the equipment provider<br />
incurs mileage-based costs such as fuel usage.<br />
Drivers and dispatchers are acutely aware of traffic and safety conditions on the<br />
routes they regularly travel. Previous studies found instances where company drivers<br />
were prohibited from using specific highways considered dangerous by carrier<br />
management (e.g. SR32 west of Modesto).<br />
Drivers of larger trucks and semi-trailer combinations often choose routes according<br />
to the turning geometry and side clearances, with mileage a secondary consideration.<br />
There are documented instances of multiple truckers traveling several<br />
miles daily over surface roads to make a left turn into a major destination when the<br />
right turn from the adjacent off ramp or lane of travel was too tight.<br />
Drivers and dispatchers may similarly avoid routes with steep grades before stoplights,<br />
short left-turn pockets, poorly timed signals, or other barriers to safe and efficient<br />
operation. (Many such barriers in downtown Los Angeles were documented<br />
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in Improving Truck <strong>Movement</strong> in Urban Industrial Districts, prepared in 1999 by<br />
LADOT.)<br />
On the national scale, long-haul drivers favor longer southern cross-country routes<br />
(e.g. Interstate 10 versus Interstate 40 versus Interstate 80) in the winter to avoid<br />
driving in the snow.<br />
In common with the idling and parking issues, the basic near-term approach to improving truck<br />
routing practices and reducing unwanted neighborhood incursion includes refining rules as<br />
needed, educating the industry and the public, and deliberate enforcement planning.<br />
Truck Safety & Accidents<br />
The Highway Safety Act of 1966 gave rise to California's Statewide Integrated Traffic Records<br />
System (SWITRS). California Highway Patrol's Information Management Division took the lead<br />
in developing SWITRS as a means to collect and process data elements from a collision scene.<br />
Truck-involved collision data from 2002 through 2005 were obtained from SWITRS. A total of<br />
3,084 truck-involved collisions located on the major freeways (I5, I80, US50 and US99) within<br />
the <strong>SACOG</strong> region were analyzed. Collision analysis typically includes a review of rates per<br />
million entering vehicles or some other unit of measure. This is because more collisions occur<br />
where there is more traffic flow, but the rate may still be lower for a higher volume location.<br />
This technique, although preferred, is not feasible for truck collisions due to the scarcity of truck<br />
volume data. In the future, it would be appropriate to develop truck-involved collision rates<br />
when more truck volume data is available. It is important to note that the reported collisions include<br />
a truck as one of the involved parties. It does not imply which party, truck or auto, was at<br />
fault. In fact, in many instances, the collision was not determined to be the primary fault of the<br />
truck driver.<br />
The following is a summary of the truck-involved collision characteristics along the four freeways<br />
(I5, I80, US 50 and US 99) located within the <strong>SACOG</strong> region.<br />
Collision Location<br />
<br />
<br />
<br />
<br />
36 percent of the reported collisions occurred along I80<br />
23 percent of the reported collisions occurred along US99<br />
22 percent of the reported collisions occurred along US50<br />
19 percent of the reported collisions occurred along I5<br />
Collision Severity<br />
<br />
<br />
<br />
74 percent of the reported collisions were property damage only<br />
25 percent of the reported collisions involved non-fatal injuries<br />
1 percent of the reported collisions involved fatal injuries<br />
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Collision Type<br />
<br />
<br />
<br />
<br />
<br />
45 percent of the reported collisions were sideswipe type collisions<br />
30 percent of the reported collisions were rear-end type collisions<br />
13 percent of the reported collisions involved hitting an object other than a moving<br />
vehicle<br />
5 percent of the reported collisions were broadside type collisions<br />
7 percent of the reported collisions involved head-on collisions, overturned vehicles,<br />
pedestrians, or the collision type was not stated<br />
Road Condition<br />
<br />
<br />
<br />
<br />
93 percent of the reported collisions had no unusual condition<br />
3 percent of the reported collisions were in a construction or repair zone<br />
3 percent of the reported collisions involved other unusual conditions such as potholes,<br />
loose material on roadway, obstruction on roadway, or reduced roadway<br />
width<br />
1 percent of the reported collisions involved other conditions, or the conditions<br />
were not stated<br />
Lighting<br />
<br />
<br />
<br />
<br />
77 percent of the reported collisions occurred during daylight<br />
11 percent of the reported collisions occurred at night at a location without street<br />
lights<br />
9 percent of the reported collisions occurred at night at a location with street lights<br />
3 percent of the reported collisions occurred at dusk or dawn<br />
Weather Conditions<br />
<br />
<br />
<br />
<br />
<br />
76 percent of the reported collisions occurred in clear weather conditions<br />
16 percent of the reported collisions occurred in cloudy weather conditions<br />
4 percent of the reported collisions occurred in rainy weather conditions<br />
2 percent of the reported collisions occurred in snowy weather conditions<br />
2 percent of the reported collisions occurred in foggy, windy, other weather conditions,<br />
or were not stated<br />
Traffic <strong>Movement</strong><br />
<br />
<br />
<br />
59 percent of the reported collisions involved vehicles moving straight<br />
14 percent of the reported collisions involved vehicles changing lanes<br />
6 percent of the reported collisions involved vehicles stopped in the roadway<br />
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5 percent of the reported collisions involved vehicles slowing/stopping in the roadway<br />
3 percent of the reported collisions involved vehicles running off the roadway<br />
2 percent of the reported collisions involved parked vehicles<br />
11 percent of the reported collisions involved other movements such as backing-up,<br />
entering traffic, merging, running off the road, and u-turns. In some cases the<br />
movement was not stated at all<br />
Violation Category<br />
<br />
<br />
<br />
<br />
<br />
<br />
29 percent of the reported collisions involved vehicles making unsafe lane changes<br />
29 percent of the reported collisions involved vehicles with unsafe speed<br />
17 percent of the reported collisions involved improper turning<br />
4 percent of the reported collisions involved a reason other than the driver<br />
3 percent of the reported collisions involved driving under the influence<br />
18 percent of the reported collisions involved other violations such as following too<br />
closely, falling asleep, driving on the wrong side of the road, improper passing,<br />
right-of-way violations, or unsafe starting or backing<br />
These data indicate that many truck-involved collisions result from vehicles moving out of their<br />
lane or from one lane to another (45 percent sideswipe plus 5 percent broadside and 13 percent<br />
hitting an object); a vast majority do not involve unusual roadway pavement conditions, weather<br />
or darkness; 29 percent involved unsafe speeds; and 29 percent involved unsafe lane changes.<br />
These trends typically indicate the need to review speed limits/control, geometric design standards,<br />
lane widths, sight distances and other factors where a relatively larger number of collisions<br />
occur.<br />
Major Locations<br />
The SWITRS data also gives the detailed locations of the collisions. A review of the collision<br />
location data revealed a few locations that appear to have a larger number of truck-involved collisions.<br />
Data analysis shows that many of the higher volume collision locations are at or near the<br />
intersection of two freeways. Locations with a larger number of collisions are:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
I5 near US50<br />
US50 near I5<br />
US50 between 65th Street and State College<br />
I80 between SR244 and Madison Ave.<br />
I80 between Antelope Rd and Riverside Ave/Auburn Blvd.<br />
I80 between Douglas Blvd and Atlantic St.<br />
I80 between SR174 and Magra Rd.<br />
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I80 between Drum Forebay Rd and Blue Canyon Rd.<br />
US99 between Mack Rd and Florin Rd<br />
US99 between Fruitridge Rd and 12th Ave (highest collision location)<br />
US99 between 12th Ave and I5/El Centro Rd.<br />
These and other accident locations are shown in Exhibit 136 through Exhibit 141.<br />
<br />
<br />
<br />
<br />
<br />
<br />
Truck-involved accidents in El Dorado County (Exhibit 136) were highest along the<br />
two-lane stretch of US50 east of Placerville and along the more heavily traveled<br />
portion of US50 crossing the El Dorado/Sacramento County border.<br />
In Placer County (Exhibit 137), truck-involved accidents occurred at various points<br />
along I80, with the highest numbers between SR174 and Magra Road, and between<br />
Drum Forebay and Blue Canyon Roads.<br />
Sacramento County (Exhibit 138) had the greatest numbers of truck-involved accidents,<br />
concentrated at and near the major freeway interchanges. There is also a<br />
very high incidence of truck-involved accidents on US99, between Fruitridge Blvd.<br />
and 12 th Avenue where the freeway narrows from five lanes on the north to three<br />
lanes on the south.<br />
Truck-involved accidents in Sutter County were relatively light (Exhibit 139), and<br />
clustered on stretches of US99.<br />
Yolo County truck-involved accidents (Exhibit 140) were grouped on I5 east of<br />
Woodland and on I80 near West Sacramento.<br />
The data obtained did not show significant truck-involved accidents for Yuba<br />
County highways. (Exhibit 141)<br />
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Exhibit 136: El Dorado County Truck-Involved Collisions<br />
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Exhibit 137: Placer County Truck-Involved Collisions<br />
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Exhibit 138: Sacramento County Truck-Involved Collisions<br />
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Exhibit 139: Sutter County Truck-Involved Collisions<br />
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Exhibit 140: Yolo County Truck-Involved Collisions<br />
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Exhibit 141: Yuba County Truck-Involved Collisions<br />
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Truck Traffic Generators<br />
The survey asked each jurisdiction to rate various types of truck, traffic generators, and describe<br />
the nature of the problems associated with each of them in their jurisdiction. The results are<br />
shown in Exhibit 142. The various types of problems that were reported include:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Ingress/Egress Safety<br />
Pavement/Shoulder Damage<br />
Dirt/Gravel/Debris in Roadway<br />
Seasonal Increase in Truck Activity (Ingress/Egress Safety)<br />
Cut Through (Residential) Traffic<br />
Traffic Congestion<br />
On-street/Overnight Parking<br />
Narrow Roads small turning radius on roadways make trucks go on to sidewalks<br />
causing sidewalk damage.<br />
The most reported problems were with Pavement Impacts/Shoulder Damage and Ingress/Egress<br />
Safety. Followed by blocking traffic at entrances, exits or trucks blocking traffic flow during<br />
congestion and during pick-up and delivery of goods.<br />
Galt mentioned that there are occasional complaints regarding dirty streets, truck parking and<br />
traffic congestion where major active construction sites are located.<br />
Exhibit 142: <strong>Report</strong>ed Truck Traffic Generators<br />
Facility Type<br />
Present in your<br />
jurisdiction?<br />
Creates<br />
Problems?<br />
Jurisdiction <strong>Report</strong>ing Problems<br />
Truck Terminals 8 8<br />
Elk Grove, Sacramento County, West Sacramento, Sutter<br />
County, Woodland, Rocklin, Placer County, Yuba City<br />
Truck Sales/Repair 3 3 Sutter County, Town of Loomis, Woodland<br />
Warehousing/<br />
Distribution<br />
10 10<br />
Folsom, Elk Grove, Sacramento County, Lincoln, West Sacramento,<br />
Placerville, Town of Loomis, Woodland, Placer<br />
County, Sacramento<br />
Light Manufacturing 6 6<br />
Folsom, Elk Grove, Wheatland, Town of Loomis, Woodland,<br />
Rocklin<br />
Heavy Manufacturing 4 4 Elk Grove, Sacramento County, Woodland, Sacramento,<br />
Food Processing 7 7<br />
Folsom, Elk Grove, West Sacramento, Sutter County,<br />
Woodland, Sacramento, Live Oak<br />
Agriculture 8 8<br />
Elk Grove, Sacramento County, Wheatland, Sutter County,<br />
Woodland, Yuba City, Sacramento, Live Oak<br />
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Facility Type<br />
Present in your<br />
jurisdiction?<br />
Creates<br />
Problems?<br />
Jurisdiction <strong>Report</strong>ing Problems<br />
Sand & Gravel 13 13<br />
Folsom, Elk Grove, Lincoln, Yuba, Sutter County, Town of<br />
Loomis, Woodland, Rocklin, Roseville, Placer County, Yuba<br />
County, Rancho Cordova, Sacramento<br />
Parcel Carriers<br />
(e.g., FedEx, UPS)<br />
7 7<br />
Elk Grove, Wheatland, West Sacramento, Placerville,<br />
Woodland, Rocklin, Sacramento<br />
Postal Service Centers<br />
Mail Order Businesses<br />
4 4 Elk Grove, Wheatland, West Sacramento, Woodland<br />
1 1 Elk Grove<br />
Moving and Storage 3 3 Elk Grove, Woodland, Sacramento<br />
Port or Barge Terminals<br />
Recycling or Scrap<br />
Operations<br />
Garbage Dumps or<br />
Transfers<br />
1 1 Elk Grove<br />
5 5 Elk Grove, Yuba, Yuba County, Rancho Cordova, Marysville<br />
5 5 Sacramento County, Lincoln, Yuba, Yuba County, Marysville<br />
Utility Service Yard 2 2 Town of Loomis, Sacramento<br />
Corporation or Highway<br />
Maintenance<br />
Yards<br />
Major Active Construction<br />
Sites<br />
3 3 Elk Grove, Wheatland, Sacramento<br />
17 17<br />
Folsom, Elk Grove, Galt, Wheatland, Lincoln, Yuba, West<br />
Sacramento, Sutter County, Placerville, Woodland, Rocklin,<br />
Roseville, Placer County, Yuba County, Rancho Cordova,<br />
Yuba City, Live Oak<br />
Nurseries 3 3 Elk Grove, Town of Loomis, Yuba City,<br />
Grain/Feed Storage/Sales<br />
3 3 Elk Grove, Sutter County, Placerville<br />
Survey results are only reflected here if the jurisdiction answered YES to both questions. The Cities of Davis and<br />
Winter had no problems in their district.<br />
The table above provides a broad look at the region, with construction coming out on top as the<br />
biggest traffic generator in the region by far, with 74% of those responding to these questions<br />
indicating that construction at major construction sites are a huge traffic generator. The second<br />
largest impact is less with only 57 % stating sand and gravel. The third largest truck traffic generator<br />
appears to be warehousing and distribution with only 43% and all others were less than<br />
that.<br />
Rail Survey Issues<br />
The region has jurisdictional areas where rail is a significant issue.<br />
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The city of Lincoln and West Sacramento stated that they experience significant rail<br />
issues stating that there have been both congestion and noise issues associated with<br />
railroad operations.<br />
West Sacramento experiences significant issues with at-grade crossings at 15 th<br />
Street & Jefferson and Stone Blvd. and Jefferson having significant problematic<br />
stoppages and train whistle noise complaints. The City is working with the Federal<br />
Railroad Administration to have those two sites designated as “Quiet Zones.”<br />
There is an unfortunate tradeoff between rail horn noise and safety. In some cases, efforts to keep<br />
trains from blowing horns at crossings has led to an upswing in accidents and deaths.<br />
Rail Grade Crossings<br />
The places where rail freight movements and regional/community concerns are most likely to<br />
meet are at grade crossing between railroads and surface streets. Vehicular and pedestrian delays<br />
and safety concerns at rail grade crossings are a perennial problem and will be exacerbated as<br />
both rail freight movements and vehicular traffic continue to grow.<br />
Separating rail grade crossing is inherently costly and often disruptive to the community nearby.<br />
Railroads cannot climb steep grades and it is very difficult to rebuild right-of-way while trains<br />
are operating, so separating grade crossings usually entails depressing the surface street. Grade<br />
separations are typically multi-million dollar projects.<br />
Railroads prefer grade separations for safety, liability, and maintenance concerns. Since trains<br />
already have the unquestioned right-of-way and do not stop at grade crossings, separating the<br />
crossing has little benefit for rail operations. Railroads therefore have little incentive to pay for a<br />
grade crossing separation project, and the public sector usually funds it.<br />
The FAST program in the Seattle area is a well-known and highly regarded long-term program of<br />
grade crossing separations and improvements sponsored by a coalition of local cities and agencies,<br />
and would be a model for any <strong>SACOG</strong> area program.<br />
Rail Capacity<br />
Capacity and Growth. Over most of the last 50 years the railroads have had excess capacity due<br />
to over building before WWII and steady productivity increases. Railroads responded by rationalizing<br />
their networks, shedding excess capacity, and concentrating traffic on fewer routes.<br />
In the last decade the situation has reversed. Railroad rationalization and capacity have bottomed<br />
out. In the face of steady freight growth, particularly in international and domestic intermodal<br />
business, railroads are now increasing traffic and capacity on the remaining routes.<br />
For the <strong>SACOG</strong> region this new era of rail freight growth translates into more trains into, out of,<br />
and through the region on existing lines. Union Pacific is now more likely to upgrade its two<br />
north-south lines through Sacramento than to abandon one of them. Rosevile has been a “railroad<br />
town” for a century, and the railroad is unlikely to diminish its presence in the future.<br />
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The regional rail network has limited reserve capacity, and there are a few serious limitations on<br />
the ability of the rail network to expand service.<br />
<br />
<br />
Geography. Rail lines require private right-of-way, and cannot efficiently negotiate<br />
the tighter curves or steeper grades common to freeways or highways. The possible<br />
routes for new or expanded rail lines are thus tightly constrained.<br />
Regional Network Age. The rail network pre-dates most of the present regional<br />
industrial configuration, and can be adapted or extended only with great difficulty.<br />
Railroad line capacity is not an exact science:<br />
<br />
<br />
<br />
<br />
Diferent “rules of thumb” result in diferent capacity estimates.<br />
Resourceful, dedicated managers can often operate their facilities at volumes beyond<br />
their estimated capacities.<br />
Poorly designed or indifferently managed facilities will become congested before<br />
their estimated capacity is reached.<br />
There is no simple measure of capacity, since railroad traffic is a mix of commodities<br />
and train types moving with different speeds and priorities.<br />
The major factors in railroad line capacity are the following:<br />
<br />
<br />
<br />
<br />
<br />
<br />
Number of tracks–double track generally allows trains to pass in opposite directions<br />
without stopping. Railroads can increase capacity by going from single track<br />
to double track, where they have the space. Restoration of the former double track<br />
over Donner Pass may be likely in the long run.<br />
Number and length of sidings–longer sidings on single or multiple track lines allow<br />
for longer trains and increase the likelihood that trains can avoid stopping when<br />
meeting or passing other trains. Railroads can increase capacity by lengthening existing<br />
sidings, where they have the space.<br />
Number of crossovers and other connections–crossovers allow trains to use<br />
other tracks but also force trains to slow down.<br />
Type of signaling–Centralized Traffic Control (CTC) is generally expected to<br />
yield the highest capacity but is not justified on low-volume routes. Most lines in<br />
the <strong>SACOG</strong> region already have CTC. There are many types and variations of signaling<br />
systems.<br />
Speed limits–speed limits are determined both by track and route conditions and<br />
by the environment, including the presence of grade crossings, passenger stations,<br />
etc. Maintaining track standards for higher speeds is costly, and must be justified by<br />
capacity increase and traffic demand. Higher speeds though communities raise<br />
noise and safety concerns.<br />
Grade and curvature–to overcome steeper grades and tighter curves, trains require<br />
more power at any given tonnage and speed. As trains must slow down<br />
around tight curves or when descending steep grades, the number of trains that can<br />
pass through in a given time declines.<br />
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Traffic mix–higher speed intermodal traffic will yield more trains, but lower<br />
speed unit trains of bulk commodities will yield more tonnage.<br />
Pasenger Rail “Conflicts”. In addition to the freight operations, a number of daily passenger<br />
trains are operated in the region by Amtrak and the Capital Corridor. This passenger traffic limits<br />
the ability of some rail routes to host increasing numbers of freight trains in the future.<br />
Part of the problem is that freight and passenger operations are not easily integrated. Passenger<br />
service is designed to move large numbers of people and trains on tightly controlled schedules<br />
during specific time periods, especially during commuting hours. This usually entails a number<br />
of stops and starts at intermediate stations. Freight service, on the other hand, generally operates<br />
nonstop from the origin point to destination, without the starts and stops associated with passenger<br />
operations, but on the same tracks. Passenger trains thus frequently require larger operating<br />
“windows” than freight trains.<br />
The following regional passenger services are now in operation.<br />
<br />
<br />
<br />
Amtrak Capitals. 11 trains per day in each direction on the UP route between San<br />
Jose and Sacramento. Due to be increased in Fall 2006.<br />
Amtrak California Zephyr. One daily train in each direction on the UP route between<br />
Oakland and Sacramento (then to/from Chicago).<br />
Amtrak Coast Starlight. One daily train in each direction between Los Angeles<br />
and Seattle, operating in the <strong>SACOG</strong> on the UP routes between Davis and Live<br />
Oak.<br />
Lessons from the Case Studies<br />
By far the most common complaint among the businesses and institutions interviewed for the<br />
<strong>SACOG</strong> <strong>Goods</strong> <strong>Movement</strong> Study involved the issue of transporting goods between the Interstate<br />
80 and Highway 50 corridors. Likewise, for businesses in the Highway 50 corridor, improved<br />
access to southbound Highway 99 is frequently cited as a high priority.<br />
Truckers also complained about multiple jurisdictions imposing incompatible rules and regulations<br />
about the size and weight of vehicles that could legally travel on routes that pass through<br />
several jurisdictions.<br />
Truckers display a remarkable talent for resourcefulness and adaptability in coping with the challenges<br />
they face while negotiating the region’s streets and highways. When provided sufficient<br />
discretion, local delivery truck drivers will normally find the most convenient, quickest routes to<br />
their assigned destinations. Ironically, drivers whose routes are determined by computer programs<br />
sometimes find that strict adherence to these routes is not conducive to efficient, timely<br />
delivery. Construction crews laying light-rail tracks in downtown Sacramento or trains blocking<br />
grade crossings in midtown are sometimes not factored in to such programs.<br />
A good deal of information related to traffic conditions is shared at the street level. For example,<br />
drivers of delivery trucks and vans calling on the Meridian Plaza building that houses the offices<br />
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of <strong>SACOG</strong> seem to share advance knowledge of major trade shows at the Sacramento Convention<br />
Center which typically bring a large influx of tractor-trailer rigs. Delivery truck drivers–<br />
and even the valet parkingatendants at Spataro’s restaurant –have learned how best to cope under<br />
the circumstances. Drivers know when the ideal time is to make deliveries at certain locations,<br />
just as they know when to avoid certain intersections or streets during specific hours.<br />
In some locations, deliveries generally occur late at night or in the very early morning in order to<br />
avoid congestion or to comply with local trafic laws. The stores in the Westfield Corporation’s<br />
Downtown Plaza, for example, are primarily stocked with goods that mostly arrive between four<br />
and seven in the morning. This “solution” is necessary because of the heavy volume of traffic on<br />
adjacent street during the day and because of aggressive policing of parking regulations. Major<br />
deliveries at the two Macy’s stores in the mal involve 27-foot trailers hauled in tandem from a<br />
regional distribution center in Hayward. With Macy’s loading docks located in a basement parking<br />
area, only one trailer at a time can be moved. The other must be left on the street. As the<br />
trailer would be ticketed during normal business hours, deliveries are restricted to the very early<br />
morning.<br />
Several of the case studies revealed that deliveries originating from distribution centers outside<br />
of the <strong>SACOG</strong> region arrive during the night. IKEA, for example, turns around delivery trucks<br />
serving its new West Sacramento store within two to three hours in the early morning hours so<br />
that they never have to deal with rush-hour congestion on regional freeways. The goal of avoiding<br />
having to idle in rush hour traffic sometimes has ironic consequences. The Whole Foods<br />
Market in Sacramento is partially supplied by a truck arriving every morning by six from a distribution<br />
center in the Bay Area. But actual unloading of the truck does not begin until 7:30 a.m.<br />
In general, we were impressed with the resourcefulness and ingenuity of truckers to minimize the<br />
hurdles they face in making timely deliveries and pick-ups. Indeed, street-level intelligence often<br />
trumps computer-generated routing systems.<br />
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XI. <strong>Goods</strong> <strong>Movement</strong> Economic Impacts<br />
Regional Population and Employment<br />
The <strong>SACOG</strong> region is experiencing unprecedented population growth. Projections of this<br />
growth and the effect on transportation and air quality were the impetus of <strong>SACOG</strong>, in partnership<br />
with Valley Vision, to initiate the Blueprint Transportation and Land Use Study. The effort<br />
brought together various stakeholders in the region to further evaluate and attempt to guide how<br />
the region grows over the next 50 years. The three-year effort resulted in the adoption of the<br />
Preferred Blueprint Scenario in December 2004. This scenario supports smart growth principles,<br />
including more housing choices, infill, redevelopment, and a balance of jobs and housing in<br />
areas of the region.<br />
The <strong>SACOG</strong> 2006 Metropolitan Transportation Plan (MTP) incorporates a long-range transportation<br />
vision for the region that addresses issues of quality of life, access and mobility, air quality,<br />
travel choices, economic vitality, equity, transportation and land use, funding and revenue, health<br />
and safety, and environmental sustainability. The basis for much of the program development is<br />
the projection of the region’s population and employment growth.<br />
The region’s curent population of 2.15 milion is expected to grow by 788,000 by 2027, an increase<br />
of 37 percent. 11 <strong>SACOG</strong> has projected the population, housing, and employment for the<br />
six-county region (excluding the Tahoe Basin) and identified areas expected to experience the<br />
largest absolute growth. Although the region has seen significant infill development recently, the<br />
majority of growth continues to be outside the existing urban boundaries. These areas include<br />
Rancho Cordova, El Dorado Hills, South Sacramento County, North Natomas, West Sacramento,<br />
Roseville, Rocklin, and Lincoln.<br />
Employment projections through 2027 mirror this expected growth, with a large number of new<br />
jobs expected to locate in similar areas. Overall, the region is expected to experience employment<br />
growth of 400,000 new jobs, an increase of 39 percent. Only 10 percent of this job growth<br />
is expected to locate in downtown Sacramento. (Exhibit 143)<br />
11 <strong>SACOG</strong> 2006 Metropolitan Transportation Plan. March 2006<br />
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Exhibit 143: Employment Growth Projections by Area<br />
2005 2027<br />
Increase<br />
% Increase<br />
2005 - 2027 2005 - 2027<br />
County<br />
El Dorado 51,644 71,205 19,561 38%<br />
Placer 156,237 238,067 81,830 52%<br />
Sacramento 657,100 869,975 212,875 32%<br />
Sutter 33,506 49,433 15,927 48%<br />
Yolo 136,347 191,037 54,690 40%<br />
Yuba 22,988 47,294 24,306 106%<br />
Subtotal 1,057,822 1,467,011 409,189 39%<br />
Community<br />
West Sacramento 29,479 84,356 54,877 186%<br />
Rancho Cordova 91,550 146,055 54,505 60%<br />
Roseville 66,290 117,095 50,805 77%<br />
Downtown Sacramento 113,421 159,479 46,058 41%<br />
East Sacramento 58,148 80,767 22,619 39%<br />
Subtotal 358,888 587,752 228,864 64%<br />
Source: Sacramento Area Council of Governments, 2006 Metropolitan Transportation Plan<br />
The distribution of population and job growth in the region is the most important issue for transportation.<br />
In terms of regional goods movement, population and employment growth will drive<br />
the need for movement of construction materials, manufacturing components, consumer goods,<br />
and other transportation support services to businesses. The following sections will address the<br />
employment and other economic factors specific to the goods movement and logistics sectors.<br />
Before addressing employment sectors related to goods movement, it is important to understand<br />
the overall employment picture for the region. The <strong>SACOG</strong> region has experienced solid job<br />
growth in most sectors; however, some sectors have been identified as opportunity industry sectors<br />
based on sustained growth patterns or a clustering of related industries.<br />
As shown in Exhibit 144, government and public sector employment has long been the dominant<br />
sector of employment in the region. However, as the region continues to grow other sectors are<br />
experiencing significant growth that is reflective of the economic diversification in the region.<br />
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Exhibit 144: <strong>SACOG</strong> Total Employment by Sector<br />
Industry<br />
Employment by Sector<br />
Average Annual<br />
Growth<br />
1995 2000 2004 1995-00 2000-04<br />
<strong>Goods</strong> Producing 80,200 111,400 123,900 6.8% 2.7%<br />
Natural Resources and Mining [1] 1,100 1,400 1,000 4.9% -8.1%<br />
Construction 32,500 55,000 72,900 11.1% 7.3%<br />
Manufacturing 46,600 55,000 50,000 3.4% -2.4%<br />
Service Providing 614,600 723,300 771,100 3.3% 1.6%<br />
Trade, Transportation and Utilities 122,500 145,400 154,000 3.5% 1.4%<br />
Wholesale Trade 22,300 26,100 27,700 3.2% 1.5%<br />
Retail Trade 80,000 95,000 102,500 3.5% 1.9%<br />
Transportation, Warehousing & Utilities 20,300 24,500 24,000 3.8% -0.5%<br />
Information 18,200 19,000 21,300 0.9% 2.9%<br />
Financial Activities 42,000 53,500 61,600 5.0% 3.6%<br />
Professional and Business Services 76,900 108,300 100,300 7.1% -1.9%<br />
Educational and Health Services 66,900 74,400 89,500 2.1% 4.7%<br />
Leisure and Hospitality 65,400 73,300 82,900 2.3% 3.1%<br />
Other Services 22,700 27,900 29,700 4.2% 1.6%<br />
Government 200,000 221,500 231,800 2.1% 1.1%<br />
Federal Government 24,100 17,000 13,900 -6.7% -4.9%<br />
State and Local Government 175,900 204,400 218,000 3.0% 1.6%<br />
Total 694,800 834,700 895,000 3.7% 1.8%<br />
Source: EDD-Quarterly Census of Employment & Wages<br />
<br />
<br />
<br />
<br />
<br />
<br />
Government will continue to play a significant role in the region’s economy, given<br />
Sacramento’s role as the state capital and the high levels of employment in the region.<br />
Construction has been driven by the region’s ability to accommodate population<br />
growth for the state. The region is home to several specialty trade contractor firms<br />
that support the local construction industry; there may be some exports to other regions.<br />
Financial Activities is becoming a highly specialized industry for the region, especially<br />
for activities related to credit intermediation.<br />
Leisure and Hospitality employment levels are consistent with the statewide average.<br />
As the state capital, Sacramento hosts conventions and visitors associated with<br />
state business. In addition, the region has many tourist destinations and leisure attractions.<br />
Education and Health Services is a rapidly growing industry both for California and<br />
the region. The region’s employment in this industry continues to grow in relation<br />
to the population growth and demand.<br />
Professional and Business Services has been the fastest growing industry for California<br />
and the region. The region is experiencing the highest levels of growth in<br />
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Professional, Scientific, and Technical Services, as well as Administrative and Support<br />
and Waste Services.<br />
Manufacturing is a declining industry statewide. However, the region has historically<br />
provided computer-related firms with a low-cost land alternative to the Bay<br />
Area.<br />
Regional employment is dominated by service-providing industries totaling 86 percent of all employment.<br />
In that category, government accounts for 26 percent of service-providing employment,<br />
followed by trade, transportation and utilities with 154,000 jobs, or 17 percent of all service-providing<br />
jobs in the region. (Exhibit 144)<br />
Employment by sector for each county in the region further illustrates the heavy concentration in<br />
service-providing industries. Sacramento County is the employment center for the region, with<br />
64 percent of all jobs located there. (Exhibit 145) Although Sacramento County accounted for<br />
most of the job growth from 1990–2004, jobs in Placer County more than doubled, going from<br />
61,200 jobs in 1990 to 134,000 jobs in 2004. El Dorado and Sutter Counties also experienced<br />
moderate growth. The geography of the region’s job growth is reflective of the trends in population<br />
and housing growth, which in turn attracts businesses that provide support services and employers<br />
seeking a concentration of labor supply.<br />
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Exhibit 145: Total Employment by <strong>SACOG</strong> County and Sector, 2004<br />
Industry El Dorado Placer Sacramento Sutter Yolo Yuba Total<br />
Farm 300 700 2,500 3,600 3,900 1,100 12,100<br />
<strong>Goods</strong> Producing 7,500 26,500 73,000 3,300 11,200 2,400 123,900<br />
Natural Resources and Mining 200 100 200 200 200 100 1,000<br />
Construction 5,200 17,200 43,100 1,500 4,900 1,000 72,900<br />
Manufacturing 2,100 9,200 29,700 1,600 6,100 1,300 50,000<br />
Service Providing 42,700 106,900 507,200 19,200 81,300 13,800 771,100<br />
Trade, Transportation, and Utilities 7,500 25,500 94,100 5,400 19,100 2,400 154,000<br />
Wholesale Trade 900 3,100 17,600 700 4,800 600 27,700<br />
Retail Trade 6,000 19,600 64,600 4,200 6,700 1,400 102,500<br />
Transportation, Warehousing & Utilities 700 2,800 11,900 500 7,600 500 24,000<br />
Information 600 2,800 16,300 200 1,200 200 21,300<br />
Financial Activities 3,500 9,800 43,500 1,000 3,300 500 61,600<br />
Professional and Business Services 6,900 14,300 68,400 1,900 7,900 900 100,300<br />
Educational and Health Services 5,300 13,100 60,000 3,300 6,100 1,700 89,500<br />
Leisure and Hospitality 8,300 16,700 48,000 2,100 6,500 1,300 82,900<br />
Other Services 1,700 3,700 21,100 900 1,900 400 29,700<br />
Government 8,900 21,000 155,800 4,400 35,300 6,400 231,800<br />
Federal Government 800 700 7,300 200 3,600 1,300 13,900<br />
State and Local Government 8,100 20,400 148,500 4,200 31,700 5,100 218,000<br />
Total 50,500 134,100 582,700 26,100 96,400 17,300 907,100<br />
Source: CA Employment Development Department - Industry Employment & Labor Force by Annual Average, March 2005 Benchmark.<br />
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Additional information on employment forecasts is presented in Exhibit 146 through Exhibit<br />
148.<br />
Exhibit 146: Projected Employment by Industry (2004-2030)<br />
Industry<br />
Number of Employees<br />
2004 2012 2015 2025 2030<br />
Farm 12,100 12,800 12,500 9,400 9,000<br />
Natural Resources and Mining 1,000 800 600 300 300<br />
Construction 72,900 78,700 82,100 92,500 97,000<br />
Manufacturing 50,000 57,400 55,200 48,400 48,100<br />
Wholesale Trade 27,700 33,000 33,800 35,600 36,900<br />
Retail Trade 102,500 126,600 131,100 146,200 153,200<br />
Transp., Warehousing and Utilities 24,000 31,800 33,000 37,500 39,400<br />
Information 21,300 29,200 30,500 32,800 34,000<br />
Financial Activities 61,600 70,900 73,500 82,300 86,300<br />
Professional and Business Services 100,300 145,400 154,200 177,100 186,200<br />
Educational and Health Services 89,500 120,200 128,200 160,700 172,100<br />
Leisure and Hospitality 82,900 101,800 106,500 121,200 127,500<br />
Other Services 29,700 38,300 40,100 47,600 50,500<br />
Government 231,800 267,000 276,800 309,500 324,900<br />
Total Employment 907,300 1,113,900 1,158,100 1,301,100 1,365,400<br />
Sources: CA Employment Development Department, Industry Employment & Labor Force by Annual Average, March 2005 Benchmark,<br />
and <strong>SACOG</strong> Projections of Employment, Population, Households, and Household Income in the <strong>SACOG</strong> Region for 2000-2005.<br />
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Exhibit 147: Projected Employment by Industry (2004-2030)<br />
Projected Employment Projected Employment Projected Employment<br />
Change (2004-2015) Change (2015-2030) Change (2004-2030)<br />
Industry Number Avg. Annual Number Avg. Annual Number Avg. Annual<br />
Growth Growth Growth<br />
Farm 400 0.30% -3,500 -3.20% -3,100 -1.10%<br />
Natural Resources and Mining -400 -4.50% -300 -6.70% -700 -4.40%<br />
Construction 9,200 1.10% 14,900 1.70% 24,100 1.10%<br />
Manufacturing 5,200 0.90% -7,100 -1.40% -1,900 -0.10%<br />
Wholesale Trade 6,100 1.80% 3,100 0.90% 9,200 1.10%<br />
Retail Trade 28,600 2.30% 22,100 1.60% 50,700 1.50%<br />
Transp., Warehousing and Utilities 9,000 2.90% 6,400 1.80% 15,400 1.90%<br />
Information 9,200 3.30% 3,500 1.10% 12,700 1.70%<br />
Financial Activities 11,900 1.60% 12,800 1.60% 24,700 1.30%<br />
Professional and Business Services 53,900 4.00% 32,000 1.90% 85,900 2.30%<br />
Educational and Health Services 38,700 3.30% 43,900 3.00% 82,600 2.50%<br />
Leisure and Hospitality 23,600 2.30% 21,000 1.80% 44,600 1.60%<br />
Other Services 10,400 2.80% 10,400 2.30% 20,800 2.00%<br />
Government 45,000 1.60% 48,100 1.60% 93,100 1.30%<br />
Total Employment 250,800 2.20% 207,300 1.70% 458,100 1.50%<br />
Sources: CA Employment Development Department, Industry Employment & Labor Force by Annual Average, March 2005 Benchmark,<br />
and <strong>SACOG</strong> Projections of Employment, Population, Households, and Household Income in the <strong>SACOG</strong> Region for 2000-2005.<br />
Exhibit 148: Industry Employment as Percentage of Total Employment<br />
Employment<br />
Distribution by Industry<br />
Industry 1995 2000 2004<br />
<strong>Goods</strong> Producing 11.5% 13.3% 13.8%<br />
Natural Resources and Mining 0.2% 0.2% 0.1%<br />
Construction 4.7% 6.6% 8.1%<br />
Manufacturing 6.7% 6.6% 5.6%<br />
Service Providing 88.5% 86.7% 86.2%<br />
Trade, Transportation and Utilities 17.6% 17.4% 17.2%<br />
Wholesale Trade 3.2% 3.1% 3.1%<br />
Retail Trade 11.5% 11.4% 11.5%<br />
Transportation, Warehousing & Utilities 2.9% 2.9% 2.7%<br />
Information 2.6% 2.3% 2.4%<br />
Financial Activities 6.0% 6.4% 6.9%<br />
Professional and Business Services 11.1% 13.0% 11.2%<br />
Educational and Health Services 9.6% 8.9% 10.0%<br />
Leisure and Hospitality 9.4% 8.8% 9.3%<br />
Other Services 3.3% 3.3% 3.3%<br />
Government 28.8% 26.5% 25.9%<br />
Federal Government 3.5% 2.0% 1.6%<br />
State and Local Government 25.3% 24.5% 24.4%<br />
Total 100.0% 100.0% 100.0%<br />
Source: EDD-Quarterly Census of Employment & Wages<br />
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Logistics Sector<br />
The logistics sector (Exhibit 149) is made up of a variety of industry groups that involve the<br />
shipping, receiving, processing, and storage of goods. These activities do not always fit into the<br />
specific definition of “logistics.” In addition, many firms do not always have goods movement<br />
and logistics as their primary business function, and these internal activities do not get classified<br />
in this category (e.g., construction and manufacturing). The following are sectors that have<br />
goods movement and logistics as their primary business activity and the associated NAICS code:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Truck Transportation–NAICS 484. Firms that move goods in a region or crosscountry.<br />
Includes companies that move full container loads of merchandise or collect<br />
partial container loads for further distribution.<br />
Support Services for Transportation–NAICS 488. Includes operations that support<br />
transportation functions, such as freight forwarding, loading and unloading of<br />
ships and rail cars, motor vehicle towing, packaging and labeling, and air traffic<br />
control.<br />
Non-Local Couriers–NAICS 492110. Firms that move packages locally and<br />
worldwide (e.g., UPS, Federal Express). Includes pick up of packages, transport to<br />
sorting facility for further shipment by rail, truck, or air.<br />
General Warehousing and Storage–NAICS 493. Warehousing and storage facilities<br />
that hold goods for further handling (e.g., food products, agricultural products).<br />
Air Transportation–NAICS 481. Activities that include passenger service, cargo<br />
service, or a combination.<br />
Rail Transportation–NAICS 482. Firms that move goods long distance by rail<br />
(e.g., Union Pacific, BNSF).<br />
Water Transportation–NAICS 483. Includes shipping lines that operate out of<br />
ports, primarily involved with movement of shipping containers to overseas markets.<br />
In addition to the above transportation modes, wholesale activities comprise a major sector of the<br />
goods movement industry:<br />
<br />
<br />
Wholesale Trade–NAICS 42. Firms with primary activities in purchasing, selling,<br />
storing, and transporting goods that are ultimately used or sold by other firms.<br />
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Exhibit 149: Logistics Sector Employment by County, 2004<br />
Sector El Dorado Placer Sacramento Sutter Yolo Yuba Total<br />
Postal Services 247 518 1,101 118 3,274 263 5,521<br />
Truck Transportation 89 490 3,490 260 1,874 88 6,291<br />
Freight Trucking<br />
Generalized Freight Trucking 46 200 2,261 52 1,182 23 3,764<br />
Specialized Freight Trucking 44 291 1,228 207 692 65 2,527<br />
Other Specialized Trucking, Local 36 267 738 182 449 45 1,717<br />
Subtotal 126 758 4,227 441 2,323 133 8,008<br />
Support Activities<br />
Support Activities for Transportation 87 1,084 279 - 334 15 1,799<br />
Support Activities, Road Transportation 45 91 450 - 94 - 680<br />
Support Activities, Air Transportation 10 130 456 - 112 15 723<br />
Subtotal 142 1,305 1,185 0 540 30 3,202<br />
Warehousing and Storage - 148 1,675 83 3,155 - 5,061<br />
Wholesale Trade<br />
Merchant Wholesalers, Durable <strong>Goods</strong> 462 1,917 10,299 834 1,618 87 15,217<br />
Merchant Wholesalers, Non-Durable <strong>Goods</strong> 304 957 5,518 207 3,014 62 10,062<br />
Subtotal 766 2,874 15,817 1,041 4,632 149 25,279<br />
TOTAL/AVERAGE 1,370 6,093 27,495 1,943 15,798 663 53,362<br />
Source: California Employment Development Department, Quarterly Census of Employment & Wages.<br />
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These sectors combined accounted for 53,000 jobs in the region in 2004, or 5.8 percent of the<br />
region’s total employment.Employment in the wholesale sector accounts for 45 percent of the<br />
logistics sector total, with truck transportation the next larger group with more than 6,000 employees<br />
or approximately 11 percent. (Exhibit 150)<br />
Exhibit 150: Logistics Sector Employment, 2004<br />
<strong>SACOG</strong> Region<br />
Logistics Sector Employment, 2004<br />
Merchant Wholesalers, Non-<br />
Durable <strong>Goods</strong><br />
Merchant Wholesalers, Durable<br />
<strong>Goods</strong><br />
Warehousing and Storage<br />
Support Activities, Air<br />
Transportation<br />
Support Activities, Road<br />
Transportation<br />
Sector<br />
Support Activities for<br />
Transportation<br />
Other Specialized Trucking, Local<br />
Specialized Freight Trucking<br />
Generalized Freight Trucking<br />
Truck Transportation<br />
Postal Services<br />
0 2,000 4,000 6,000 8,000 10,000 12,000 14,000 16,000<br />
Exhibit 151 compares each county’s share of logistics employment with the share of total employment.<br />
In most cases, the shares are comparable. Two points are apparent, however.<br />
<br />
<br />
Logistics employment in Sacramento County is a relatively low share of the total,<br />
due most likely to the higher share of government and “ofice” sector employment<br />
in Sacramento itself.<br />
Logistics employment in Yolo County is a much higher share, reflecting the concentration<br />
of logistics activity in West Sacramento and adjacent areas.<br />
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Exhibit 151: County Shares of Logistics Employment<br />
70%<br />
60%<br />
50%<br />
Total Employment<br />
Logistics Employment<br />
40%<br />
30%<br />
20%<br />
10%<br />
0%<br />
El Dorado Placer Sacramento Sutter Yolo Yuba<br />
Exhibit 152: Average Annual Payroll in Logistics Sectors, 2004<br />
Annual Payroll (000)<br />
Industry<br />
El Dorado<br />
Placer Sacramento Sutter Yolo Yuba Total<br />
Wholesale Trade/NAICS 42 $38,885 $149,407 $895,019 $56,185 $210,904 $5,598 $1,355,998<br />
Transportation & Warehousing/NAICS<br />
48-49 $13,748 $62,725 $377,838 $11,763 $264,238 $8,209 $738,521<br />
Total $52,633 $212,132 $1,272,857 $67,948 $475,142 $13,807 $2,094,519<br />
Source: CA Employment Development Department - Quarterly Census of Employment Wages<br />
Logistics sector employment in the region yields annual payrolls of $2.1 billion. (Exhibit 152)<br />
Within the logistics sectors, the average annual wage and salary was relatively strong, ranging<br />
from $30,000 for support activities to $47,000 for positions in wholesale. (Exhibit 153 and<br />
Exhibit 154) The average wage for all sectors was $37,000.<br />
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Exhibit 153: Regional Employment, Weekly Salary, and Annual Salary, 2004<br />
Sector<br />
Total Regional<br />
Employment<br />
Average<br />
Weekly Salary<br />
Average<br />
Annual Salary<br />
Postal Services 5,521 $892 $46,358<br />
Truck Transportation 6,291 $631 $32,803<br />
Freight Trucking<br />
Generalized Freight Trucking 3,764 $608 $31,607<br />
Specialized Freight Trucking 2,527 $649 $33,731<br />
Other Specialized Trucking, Local 1,717 $668 $34,753<br />
Subtotal 8,008 $1,925 $33,364<br />
Support Activities<br />
Support Activities for Transportation<br />
1,799 $692 $35,994<br />
Support Activities, Road Transportation<br />
680 $572 $29,744<br />
Support Activities, Air Transportation<br />
723 $713 $37,066<br />
Subtotal 3,202 $1,977 $34,268<br />
Warehousing and Storage 5,061 $686 $35,646<br />
Wholesale Trade<br />
Merchant Wholesalers, Durable<br />
<strong>Goods</strong> 15,217 $896 $46,601<br />
Merchant Wholesalers, Non-<br />
Durable <strong>Goods</strong> 10,062 $849 $44,139<br />
Subtotal 25,279 $1,745 $45,370<br />
TOTAL/AVERAGE 53,362 $714 $37,131<br />
Source: California Employment Development Department, Quarterly Census of Employment & Wages<br />
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Exhibit 154: Logistics Sector Average Annual Wages, 2004<br />
<strong>SACOG</strong> Region<br />
Logistics Sector<br />
Average Annual Wages, 2004<br />
$0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000<br />
Postal Services<br />
Truck Transportation<br />
Generalized Freight Trucking<br />
Specialized Freight Trucking<br />
Other Specialized Trucking, Local<br />
Sector<br />
Support Activities for<br />
Transportation<br />
Support Activities, Road<br />
Transportation<br />
Support Activities, Air<br />
Transportation<br />
Warehousing and Storage<br />
Merchant Wholesalers, Durable<br />
<strong>Goods</strong><br />
Merchant Wholesalers, Non-<br />
Durable <strong>Goods</strong><br />
According to a report prepared for the Southern California Association of Governments–“Logistics<br />
& Distribution: An Answer to Regional Upward Social Mobility”by John Husing–the<br />
growth of the logistics sector may be replacing jobs lost in manufacturing and other sectors requiring<br />
unskilled or marginally educated workers. The study also asserts that strong pay scales<br />
are possible in the logistics sector because of capital and information intensive requirements of<br />
the sector resulting from “just-in-time” systems being adopted by manufacturers and retailers.<br />
This broad range of skill requirements in the sector allow employees to grow in the sector with<br />
on-the-job learning and opportunities for advancement.<br />
A key question facing the <strong>SACOG</strong> region is whether and how to encourage the growth of the logistics<br />
industry. Growth in logistics busineses beyond those required to support the region’s own<br />
production and consumption will add the kinds of jobs described in the Husing report. This may<br />
be an attractive strategy where the region faces concerns about loss of jobs in agriculture and resources,<br />
which were traditional sources of entry-level employment. Growth in logistics business<br />
using the <strong>SACOG</strong> region as a hub, however, will also result in increased consolidation, distribution<br />
and transloading movements.<br />
In addition to the direct employment from the logistics group, many goods-producing industries<br />
rely on these sectors to transport finished goods and raw materials. These sectors include manufacturing,<br />
construction, and natural resources and mining. In the <strong>SACOG</strong> region, the goods-<br />
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producing sectors represent 14 percent of the region’s total employment. The region has become<br />
highly specialized 12 in construction, driven by the area’s population growth. (Exhibit 155)<br />
Exhibit 155: Employment in Selected Sectors, Sacramento Region: 1990–2003<br />
Specialization 1990-2003 Job Growth<br />
Avg Ann.<br />
Sector 1990 2003 Absolute Percent Growth<br />
Government 1.75 1.51 30,300 18.8% 1.3%<br />
State & Local Government 1.73 1.61 50,300 38.1% 2.5%<br />
Construction 1.35 1.48 22,100 57.1% 3.5%<br />
Construction of Buildings 1.33 1.26 2,100 21.2% 1.5%<br />
Heavy & Civil Engineering Construction 1.44 1.35 (100) -1.6% -0.1%<br />
Specialty Trade Contractors 1.34 1.57 20,100 88.5% 5.0%<br />
Financial Activities 1.04 1.22 18,400 48.3% 3.1%<br />
Finance and Insurance 1.08 1.36 15,700 56.7% 3.5%<br />
Leisure and Hospitality 0.99 0.97 22,100 45.5% 2.9%<br />
Education and Health Services [1] 1.00 0.93 25,200 50.8% 3.2%<br />
Professional and Business Services 0.74 0.80 38,400 76.8% 4.5%<br />
Manufacturing 0.40 0.49 5,000 14.5% 1.0%<br />
Sources: EDD (2005) and Economic & Planning Systems, Inc. (2005).<br />
"exec_summary"<br />
Although manufacturing does not represent an area of specialization, the region continues to<br />
serve as a lower cost alternative to the Bay Area. Employment in traditional manufacturing has<br />
declined; however, technology-related manufacturing represents an area of opportunity for the<br />
region. According to a ranking by level of employment concentration (compared to California as<br />
a whole), Computer, Semiconductor and Electronic Manufacturing is highly ranked as an opportunity<br />
cluster based on employment concentration. (Exhibit 156)<br />
12 Specialization refers to the region’s relative concentration of employment for a particular industry, as compared to California as a<br />
whole. For example, specialization of 1.5 in Construction means that the share of employment for Construction in the region is 20<br />
percent greater than the share of employment for Construction at the state level, implying that the region exports some of this activity<br />
to other areas.<br />
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Exhibit 156: Clusters of Opportunity by Employment Concentration<br />
Industry Clusters of Opportunity (1990-2002) [1]<br />
Employment<br />
(2002)<br />
Rank by<br />
Concentration<br />
Computer, Semiconductor & Electronic Manufacturing 220,823 1<br />
Information Services, Telecommunications & Software 199,031 2<br />
Education & Training 72,485 3<br />
Visitor Services 119,367 4<br />
Social Services Not available 5<br />
Management, Creative & Business Services 277,918 6<br />
Biomedical & Health 330,434 7<br />
Finance & Insurance Services 189,858 8<br />
Construction 207,098 9<br />
Industrial Machinery 11,430 10<br />
"sac_clusters_conc"<br />
[1] California Regional Economies Project. Sponsor: California Workforce Investment Board, in cooperation<br />
with the California Economic Strategy Panel<br />
The trend in manufacturing to reduce inventory and rely on just-in-time delivery of goods and<br />
materials demands a transportation network that is fast and reliable. The importance of regional<br />
transportation facilities and service is critical to the success of these industries.<br />
Value of <strong>Goods</strong> Produced in Region<br />
Although the region has experienced declines in the farming and natural resource employment<br />
sectors that are not likely to be reversed, an appreciable amount of agricultural commodities are<br />
still produced in the region. As shown in Exhibit 157, approximately $1.2 billion in agricultural<br />
commodities was produced in the region in 2004.<br />
Exhibit 157: SCAOG Region Leading Agricultural Commodities<br />
Value of<br />
Production<br />
County ($1,000) Leading Commodities<br />
<strong>SACOG</strong> Region Leading Agricultural Commodities<br />
By Total Value of Production, 2004 a/<br />
El Dorado $25,874 Cattle and Calves, Wine Grapes, Apples, Christmas Trees and Cut Greens, Range Pasture<br />
Placer $60,434 Milling Rice, Nursery Products, Cattle and Calves, Livestock, Irrigated and Range Pasture<br />
Sacramento $325,527 Wine Grapes, Market Milk, Nursery Stock, Bartlett Pears, Poultry<br />
Sutter $299,556 Rice, Walnuts, Peaches, Almonds, Tomatoes<br />
Yolo $338,128 Processing Tomatoes, Milling Rice, Alfalfa Hay, Wine Grapes, Almonds<br />
Yuba $125,366 Rice, Clingstone Peaches, Walnuts, Cattle and Calves, Milk<br />
Total $1,174,885<br />
a/ Totals vary slightly from those published by counties due to classification differences between county and state reports.<br />
Source: Department of Food and Agriculture, CA Agricultural Statistics Service<br />
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The <strong>SACOG</strong> region is home to more than 1,700 manufacturing establishments producing valueadded<br />
products totaling more than $6.7 billion in 2002. (Exhibit 158)<br />
Exhibit 158: <strong>SACOG</strong> Region Manufacturing Employment, Payroll, Value Added<br />
<strong>SACOG</strong> Region Manufacturers: Employment, Payroll, Value Added,<br />
Total Capital Expensitures - 2002 Economic Census<br />
Value Added by Total Capital<br />
Number of Manufacture Expenditures<br />
County Establishments ($ mill.) ($ mill.)<br />
El Dorado 181 $627.8 a/<br />
Placer 299 $1,497.4 a/<br />
Sacramento 975 $3,443.8 $196.4<br />
Sutter 76 $394.5 $21.7<br />
Yolo 176 $627.4 $28.5<br />
Yuba 46 $126.8 $3.2<br />
Total 1,753 $6,717.7 $249.8<br />
a/ Withheld to avoid disclosing data of individual companies.<br />
Source: U.S. Department of Commerce, Bureau of the Census<br />
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XII. Land Use and Real Estate Issues<br />
Industrial Real Estate Trends<br />
Real estate demand for industrial uses in the region continues to grow, with vacancy rates dropping<br />
to an average of 8 percent in 2005. The region’s industrial market now totals more than 152<br />
million square feet with another 1.2 million square feet under construction.<br />
The areas with highest average annual growth rates include Roseville/Rocklin/Lincoln, Natomas/Northgate,<br />
Folsom/El Dorado Hills, and Elk Grove/Laguna/Galt. The higher growth rates in<br />
these areas follow the population and other commercial growth evidenced here as well.<br />
The Rancho Cordova/Highway 50 area is losing a share of this market, with a 3.5-percent decline<br />
between 2000 and 2005, possibly because of land use pressures.<br />
The West Sacramento and Power Inn areas also showed significant growth; however, the Power<br />
Inn area continues to dominate the market with 26 million square feet of rentable space, or 17<br />
percent of the market share. (Exhibit 159)<br />
Exhibit 159: Net Rentable Industrial Square Feet (in 1,000's<br />
Average Annual Growth<br />
Area 1990 1995 2000 2005 90-94 95-99 00-05 Total<br />
Power Inn Area 17,580 20,580 23,970 26,070 2.3% 1.8% 1.7% 2.7%<br />
Roseville/Rocklin/Lincoln 9,470 11,360 17,100 18,330 3.9% 7.8% 1.4% 4.5%<br />
West Sacramento 11,880 13,830 15,980 17,700 3.1% 2.4% 2.1% 2.7%<br />
Rancho Cordova/Hwy 50 17,160 19,360 20,820 17,450 2.6% 1.1% -3.5% 0.1%<br />
Woodland/Davis 10,010 11,540 16,050 16,240 2.1% 6.4% 0.2% 3.3%<br />
Natomas/Northgate 7,300 7,810 10,440 13,820 1.8% 5.3% 5.8% 4.3%<br />
I-80/ Roseville Road [1] 6,790 7,750 9,100 9,570 3.2% 0.7% 1.0% 2.3%<br />
Northeast Sacramento 6,230 6,430 6,880 7,250 1.1% 0.9% 1.1% 1.0%<br />
Richards Blvd. 5,930 5,900 6,020 6,030 0.1% 0.1% 0.0% 0.1%<br />
Downtown/Midtown/East Sac. 5,420 5,990 6,190 5,990 2.3% 0.4% -0.7% 0.7%<br />
Elk Grove/Laguna/Galt 1,680 2,150 4,150 5,650 5.7% 12.3% 6.4% 8.4%<br />
South Sacramento 4,030 4,760 4,920 5,000 3.5% 0.8% 0.3% 1.4%<br />
Folsom/El Dorado Hills 2,110 2,520 3,540 3,820 2.6% 8.8% 1.5% 4.0%<br />
Total 105,590 119,980 145,160 152,930 2.50% 3.10% 1.00% 2.50%<br />
Source: CB Richard Ellis<br />
A trend analysis of vacancy rates by submarket area indicates that the Elk Grove/Laguna/Galt,<br />
Woodland/Davis, and Roseville/Rocklin/Lincoln areas continue to have the higher vacancy rates<br />
in the region. However, vacancies have dropped considerably in the past five years in these<br />
submarkets. The Richards Boulevard and Folsom/El Dorado Hills areas exhibited the lowest vacancy<br />
rates in the region in 2005. (Exhibit 160)<br />
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Exhibit 160: Industrial Vacancy Rates by Submarket<br />
Average Vacancy Rate<br />
Area 1990 1995 2000 2005 90-94 95-99 00-05 Total<br />
Roseville/Rocklin/Lincoln [1] 8% 4% 6% 11% 7.0% 5.0% 12.0% 8.0%<br />
Elk Grove/Laguna/Galt 21% 8% 16% 12% 15.0% 12.0% 13.0% 13.0%<br />
Power Inn Area 16% 13% 16% 10% 14.0% 11.0% 12.0% 12.0%<br />
Woodland/Davis 4% 5% 6% 11% 6.0% 3.0% 10.0% 6.0%<br />
West Sacramento 6% 4% 6% 7% 8.0% 4.0% 8.0% 7.0%<br />
Natomas/Northgate 24% 9% 6% 10% 19.0% 8.0% 8.0% 11.0%<br />
Rancho Cordova/Hwy 50 11% 6% 4% 7% 10.0% 4.0% 6.0% 7.0%<br />
Richards Blvd. 7% 15% 3% 4% 9.0% 7.0% 6.0% 7.0%<br />
Folsom/El Dorado Hills 7% 5% 1% 3% 5.0% 4.0% 4.0% 4.0%<br />
Northeast Sacramento 7% 3% 3% 5% 9.0% 5.0% 4.0% 6.0%<br />
Downtown/Midtown/East Sac. 4% 3% 2% 8% 4.0% 3.0% 3.0% 3.0%<br />
South Sacramento 9% 4% 2% 8% 6.0% 4.0% 3.0% 4.0%<br />
I-80/Roseville Road [1] 10% 7% 6% 5% 11.0% 5.0% 4.0% 6.0%<br />
Total Sacramento Region 10% 7% 7% 8% 10.0% 6.0% 8.0% 8.0%<br />
Source: CB Richard Ellis<br />
[1] CB Richard Ellis included McClellan in the I-80 submarket in the data for the years 1990 through 1999.<br />
After 1999, McClellan was removed and Roseville Road was included.<br />
Net absorption of all industrial space in the region totaled 4.8 million square feet in 2005. The<br />
areas with heavier absorption were Power Inn and Roseville/Rocklin/Lincoln. The areas of<br />
Richard Boulevard, North Sacramento, and South Sacramento showed negative absorption in<br />
2005, as shown in Exhibit 161.<br />
Exhibit 161: Industrial Net Absorption (in 1,000 square feet)<br />
Average Annual Absorption [1]<br />
Area 1990 1995 2000 2005 90-94 95-99 00-05 Total<br />
Power Inn Area 5,140 1,050 360 1,060 1,500 600 500 800<br />
Rancho Cordova/Hwy 50 3,440 1,070 220 220 1,000 500 300 600<br />
Woodland/Davis 2,620 400 1,340 620 700 700 300 600<br />
Roseville/Rocklin/Lincoln -10 250 920 1,820 400 700 400 500<br />
I-80/Roseville Road [2] 2,310 110 1,040 160 700 100 400 400<br />
Natomas/Northgate -10 130 1,270 360 300 300 600 400<br />
West Sacramento 660 750 570 440 400 400 400 400<br />
Richards Blvd. 1,290 -370 380 -20 200 100 100 100<br />
Elk Grove/Laguna/Galt -590 230 290 230 100 200 200 200<br />
South Sacramento 690 160 60 -30 300 100 0 100<br />
Folsom/El Dorado Hills 40 170 0 20 100 300 0 100<br />
Downtown/Midtown/East Sac. 410 120 140 30 200 100 0 100<br />
Northeast Sacramento -70 330 190 -80 0 100 100 100<br />
Total Sacramento Region 2,420 1,520 2,890 4,820 1,600 1,500 2,100 1,700<br />
Source: CB Richard Ellis<br />
[1] Rounded to the nearest hundred thousand.<br />
[2] CB Richard Ellis included McClellan in the I-80 submarket in the data for the years 1990 through 1999. After 1999, McClellan was removed and<br />
Roseville Road was included.<br />
Further analysis of these regional trends may be an appropriate subject for <strong>Phase</strong> 2 of the <strong>Goods</strong><br />
<strong>Movement</strong> Study or other follow-up efforts.<br />
Absorption of industrial properties in the region has been strong, particularly with demand for<br />
warehouse/distribution space. Overall demand for warehouse/distribution in the region generated<br />
a 20.6-percent average annual growth between 2001 and 2005. General industrial properties<br />
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also were in steady demand with a 14.9-percent average annual growth rate for the same period.<br />
(Exhibit 162)<br />
Exhibit 162: Sacramento Region Trends<br />
Average<br />
Item 2001 2002 2003 2004 2005 Annual<br />
Absorption<br />
Supply Indicators<br />
Total Inventory (sq. ft.)<br />
Warehouse Distribution 69,000,000 70,000,000 69,000,000 71,000,000 72,000,000<br />
General Industrial 30,000,000 36,000,000 36,000,000 36,000,000 38,000,000<br />
R&D/Flex 12,000,000 13,000,000 13,000,000 13,000,000 14,000,000<br />
Total 111,000,000 119,000,000 118,000,000 120,000,000 124,000,000<br />
Average Asking Rent (NNN, per month)<br />
Warehouse Distribution n/a $0.32 $0.33 $0.33 $0.35<br />
General Industrial n/a $0.48 $0.48 $0.57 $0.63<br />
R&D/Flex n/a $0.88 $0.88 $0.75 $0.76<br />
Demand Indicators<br />
Net Absorption (sq. ft.)<br />
Warehouse Distribution 1,033,000 -995,000 133,000 640,000 2,632,000 20.60%<br />
General Industrial 421,000 1,674,000 237,000 377,000 743,000 12.00%<br />
R&D/Flex 403,000 -179,000 255,000 310,000 346,000 -3.00%<br />
Total 1,857,000 500,000 625,000 1,326,000 3,722,000 14.90%<br />
Vacancy [1]<br />
Warehouse Distribution 13% 15% 16% 17% 13%<br />
General Industrial 6% 17% 17% 18% 16%<br />
R&D/Flex 10% 20% 20% 17% 15%<br />
Total 11% 16% 17% 17% 14%<br />
Source: Grubb & Ellis<br />
[1] Grubb & Ellis defines vacancy as both direct vacancy and vacant sublease space.<br />
It is interesting to note that employment growth for this sector during this period showed a 0.5-<br />
percent decline, indicating that the estimated space demand for this use may be understated at<br />
10,000 square feet per employee. This result confirms industry experience that fewer employees<br />
are required for warehouse/distribution activities as processes become more automated and<br />
mechanized handling equipment replaces manual handling, as suggested by the example in<br />
Exhibit 163.<br />
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Exhibit 163: IKEA Distribution Center Example<br />
EPS work in evaluating modern warehouse distribution facilities indicates that facilities are getting<br />
much larger (500,000 to 1,000,000 square feet) and more highly automated. Previous rules<br />
of thumb were 750 to 1,000 square feet per employee for "industrial" uses including manufacturing<br />
and assembly. Case study work in Stockton and Woodland in other projects points toward<br />
much lower employment densities than smaller, older, and less automated logistics facilities.<br />
Space demand for warehouse/distribution in the market area through 2030 has been estimated<br />
using employment projections for the region. It is further assumed that this use requires 10,000<br />
square feet per employee and generates a need for land with a floor area ratio (FAR) of 0.40. As<br />
suggested in Exhibit 164, FARs of .40 and above are common for new warehouses and distribution<br />
centers.<br />
Exhibit 164: West Sacramento Distribution Centers<br />
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Based on this calculation, the demand for additional warehouse/distribution through 2030 would<br />
total more than 29 million square feet, with land requirements of approximately 1,700 acres.<br />
(Exhibit 165)<br />
Exhibit 165: Estimated Space Demand 2004-2030: Warehouse/Distribution<br />
Estimated Total Percentage of Number of<br />
Employment Employees Using Employees Using<br />
Estimated Gross<br />
Growth Warehouse/Distribution Warehouse/Distribution Space Demand<br />
Industry (2004-2030) Space Space Sq. ft. Acres [1]<br />
Assumptions<br />
<strong>SACOG</strong> Region<br />
10,000 sq. ft.<br />
per employee<br />
0.40 FAR<br />
Agriculture/Mining -3,800 0.90% -34 -342,000 -20<br />
Construction 24,100 1.00% 241 2,410,000 138<br />
Manufacturing -1,900 4.80% -91 -912,000 -52<br />
TPU 15,400 4.80% 739 7,392,000 424<br />
Wholesale Trade 9,200 5.00% 460 4,600,000 264<br />
Retail Trade 50,700 0.80% 406 4,056,000 233<br />
Services 189,300 0.50% 947 9,465,000 543<br />
Government 93,100 0.30% 279 2,793,000 160<br />
Total Adjusted Market Area<br />
(Rounded) [2]<br />
376,100 1.30% 2,946 29,462,000 1,691<br />
Sources: <strong>SACOG</strong> Projections of Employment, Population, Households, and Household Income in the <strong>SACOG</strong> Region for 2000-2050 and EPS.<br />
[1] Reflects net developable acreage, with an FAR of 0.40.<br />
Average lease rates for industrial properties in the <strong>SACOG</strong> region have shown significant recent<br />
increases. Distribution properties that have more than 50,000 square feet are approximately<br />
$0.35 per square foot, triple-net 13 (NNN); flex/R&D space is approximately $0.76 per square<br />
foot, NNN; and general industrial space averages $0.63 per square foot, NNN. Future increases<br />
can be expected as land prices and building costs continue to rise. (Exhibit 166)<br />
Area<br />
Exhibit 166: Industrial Lease Rates by Submarket<br />
Average Vacancy Rate<br />
WH/Dist. R&D<br />
(1999-2005) (1999-2005)<br />
Downtown $0.31 $0.25 $0.25 $0.29 $0.51 $0.65 $0.65 $0.56 -0.9% 1.3%<br />
Northgate/Natomas $0.32 $0.32 $0.32 $0.38 $0.63 $0.71 $0.71 $0.67 2.5% 0.9%<br />
West Sacramento $0.31 $0.33 $0.33 $0.32 $0.65 $0.73 $0.73 $0.65 0.5% 0.0%<br />
South Sacramento $0.36 $0.29 $0.29 $0.32 $0.48 $0.68 $0.68 $0.67 -1.7% 4.9%<br />
Power Inn/South Watt $0.23 $0.23 $0.25 $0.30 $0.60 $0.65 $0.64 $0.75 3.9% 3.2%<br />
Highway 50/Sunrise $0.40 $0.35 $0.35 $0.38 $0.66 $0.70 $0.70 $0.75 -0.7% 1.8%<br />
Folsom/El Dorado $0.39 $0.50 $0.50 $0.50 $0.78 $1.10 $1.10 $1.20 3.6% 6.3%<br />
I-80/McClellan $0.35 $0.27 $0.27 $0.37 $0.58 $0.65 $0.60 $0.66 0.8% 1.9%<br />
Woodland $0.28 $0.23 $0.23 $0.25 $0.70 $0.70 $0.70 $0.65 -1.6% -1.1%<br />
Total Sacramento Region [1] $0.30 - $0.31 $0.35 $0.65 $0.72 - $0.76 2.2% 2.3%<br />
Source: Grubb & Ellis Industrial Market Trends, Sacramento.<br />
[1] Total Sacramento Region data not available for 2001.<br />
Warehouse/Distribution<br />
R&D/Flex<br />
1999 2001 2003 2005 1999 2001 2003 2005<br />
13 Triple-net: A lease in which the lessee pays rent to the lessor, as well as all taxes, insurance, and maintenance expenses that arise from the use<br />
of the property. In other words, net of taxes, net of insurance, and net of maintenance.<br />
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<strong>SACOG</strong> region warehouse and distribution lease rates are well below the average for that market<br />
area, which includes the counties of San Francisco, San Mateo, Santa Clara, and the I80/880 corridor.<br />
(Exhibit 167) Average asking rates in these areas vary significantly; however, the most<br />
comparable market areas have average rates of $0.40 per square foot, NNN.<br />
Exhibit 167: Bay Area Warehouse Market Summary, 1Q06<br />
Building Available Vacancy Avg. Asking<br />
Submarket Base Space Rate Rate (NNN)<br />
San Francisco County 19,541,568 611,676 3.1% $0.77<br />
San Mateo County 30,636,351 1,843,029 6.0% $0.75<br />
I-80/880 Corridor 82,212,383 5,349,424 6.5% $0.40<br />
Santa Clara County 32,781,433 3,077,651 9.4% $0.40<br />
Total 165,171,735 10,881,780 6.6% $0.48<br />
Source: NAI BT Commercial<br />
Average lease rates in San Joaquin County are more comparable to the <strong>SACOG</strong> region, with average<br />
rates for warehouse space ranging from $0.18 to $0.45 per square foot, NNN. A substantial<br />
amount of trucking, warehouse, and distribution activity that serves the Bay Area is now located<br />
in San Joaquin County. According to data from the California Employment Development<br />
Department, employment in transportation and warehousing has more than doubled in San Joaquin<br />
County since 1990. This growth is expected to continue as the area offers a low cost alternative<br />
for facilities and access to major highways. Even this area, however, is beginning to<br />
evolve toward smaller floor plans and more intensive uses as urbanization continues.<br />
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XIII. <strong>Goods</strong> <strong>Movement</strong> Land Use Implications<br />
Industrial space for goods movement industries in the <strong>SACOG</strong> region are concentrated along the<br />
region’s major transportation coridors, including I80, I5, and Highways 50 and 99. As the cost<br />
and availability of land increases in the urbanized areas, industrial and warehouse activities are<br />
being located in outlying areas that offer lower cost land with potential for expansion. With the<br />
increase in population and housing growth, industrial uses are often viewed as incompatible with<br />
surrounding land uses, driving these activities further away from the more urbanized areas.<br />
These trends have implications for both the goods movement industry and the customers they<br />
seek to serve.<br />
Planning Challenges<br />
Many jurisdictions in the region are engaged in the process of General Plan updates, including<br />
the City of Sacramento, Sacramento County, Rocklin, Rancho Cordova, Yolo County, and Lincoln.<br />
Land use implications have emerged as a high priority in the region. A balance of jobs and<br />
housing in areas of the region ultimately will impact the mobility and commute times of residents.<br />
Transportation planning is a major component of the analysis being undertaken, with attention<br />
being given to traffic congestion, alternative modes, pedestrian safety, and air quality.<br />
Most jurisdictions in the region have adopted smart growth principles and are incorporating these<br />
concepts into their long range planning efforts and development processes.<br />
The City of Sacramento has a particular challenge in transportation planning because of limited<br />
options for truck access and parking when dealing with an existing and generally older infrastructure.<br />
Over the years, the City of Sacramento has adopted ordinances allowing for designated<br />
truck routes and monitors the impacts of goods movement activities on the neighboring<br />
residential areas. Overall, the volume of average annual daily traffic generated by trucks is considerably<br />
lower than that of passenger vehicles.<br />
Although regional economic development leaders have shown interest in retaining industrial uses<br />
in the more urbanized areas of the region, the push for redevelopment of infill areas with higher<br />
value uses has fiscal implications for jurisdictions. When comparing several uses, including<br />
warehouse, manufacturing, R&D, office, and residential uses, the tax benefits to governments<br />
varies significantly by use. Compared to warehouse use, the property taxes generated and associated<br />
land values are substantially higher when the land is used for higher density office development,<br />
retail, or residential development. Although high density office development has been<br />
shown to generate the highest tax base among these uses, the sales tax revenue generation from<br />
retail uses is generally considered the most desirable to local government. Also, since Proposition<br />
13 reduced local property tax revenues, sales tax revenues from retail activities are viewed<br />
even more favorably.<br />
These general assumptions do not take into consideration the weight of resulting job creation<br />
from each use (i.e., higher paying positions in office, R&D, or industrial jobs as compared to retail).<br />
Also, when considering alternative uses for property, jurisdictions must consider the cost of<br />
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providing public services for various uses. Generally, residential uses result in a higher cost for<br />
public services.<br />
The estimated land demand for warehouse/distribution previously discussed could have major<br />
implications for land use decisions in the region. As jurisdictions in the region engage in General<br />
Plan updates and land use alternatives, care should be taken to ensure that such factors are<br />
considered and that adequate transportation planning is included in these processes.<br />
Policy Considerations<br />
The adoption of Smart Growth principles for the region will encourage the redevelopment of infill<br />
sites in the urban core and support less outward expansion of growth in the future. These<br />
land use policies could have significant impact on the goods movement industries in the region,<br />
and vice versa.<br />
As the density of the urban core increases the transportation infrastructure rarely keeps pace.<br />
Buildings get higher, but streets are no wider than before. The trend toward mixed-use and<br />
live/work developments can exacerbate the problem by putting land uses with differing freight<br />
transportation needs in the same development, if not the same building. Smart Growth concepts<br />
sometimes favor “livability” over functionality, and may not makeexplicit provision for efficient<br />
truck access.<br />
Increasing distances between distribution centers and the market for goods in population and<br />
employment centers of the region may result in increased fuel costs, longer travel times, and increased<br />
emissions. Another important consideration is the potential effect on the local economy<br />
if transportation and goods movement industries decline in the region. The possible loss of jobs<br />
for unskilled or marginally educated workers in the region would result in a lower standard of<br />
living for many workers if comparable employment is not available.<br />
Jurisdictions also must weigh the impacts of higher value uses in areas identified for redevelopment<br />
or in the outlying areas. Consideration must be given to the potential of increased tax revenues<br />
versus costs of public services. Employment generation (quality and quantity) by use type<br />
also should be a factor in land use decisions. Compatibility with surrounding areas and quality<br />
of life for residential areas in close proximity are often the drivers of such decisions.<br />
Many communities are now implementing a form-based zoning approach, which involves area<br />
stakeholders in the creation of the land use code. Form-based zoning differs from conventional<br />
zoning (use-based zoning) in that it emphasizes the form, character, and shape of buildings as<br />
they relate to streets and public spaces. Form-based codes use drawings and other graphics to<br />
show the scale, location, and character of a development. The City of Sacramento recently implemented<br />
a pilot program of form-based zoning in specific areas of the city, which could be further<br />
implemented as part of the General Plan Update. The simplicity of typical distribution and<br />
logistics facilities, however, may not lend itself to form-based zoning. For the most part, new<br />
DCs and logistics faculties are ordinary tilt-ups with little relation between building form and<br />
traffic generation.<br />
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<strong>Goods</strong> <strong>Movement</strong> and the Blueprint Process<br />
<strong>Goods</strong> <strong>Movement</strong> and Smart Growth<br />
The Sacramento Region Blueprint Project is an effort to bring together land use, housing, design,<br />
and transportation issues in a comprehensive planning process. Among the key components of<br />
the Blueprint process is the incorporation of Smart Growth principles:<br />
<br />
<br />
<br />
<br />
<br />
<br />
<br />
Transportation Choices<br />
Housing Diversity<br />
Compact Development<br />
Use of Existing Assets<br />
Mixed Land Uses<br />
Quality Design<br />
Natural Resources Conservation<br />
These principles have been applied in a concerted effort to promote livable community development.<br />
Regional support for these principles is clear in the results of surveys and in the content<br />
and participation in community workshops.<br />
The application of Smart Growth principles is not inherently either consistent or inconsistent<br />
with goods movement issues. There may be a need, however, to expand the scope of Smart<br />
Growth principles in the Blueprint process to:<br />
<br />
<br />
<br />
take advantage of goods movement improvement opportunities in the process of rethinking<br />
development patterns;<br />
insure that proposed developments and development patterns meet functional as<br />
well as aesthetic requirements; and<br />
avoid being “blindsided” by goods movement isues late in the development cycle.<br />
The transportation choices considered in most of the Blueprint materials and presentation materials<br />
reviewed by the study team focus on passenger modes. Transit-oriented development, pedestrian-friendly<br />
streets, compact development, mixed use, and expanded bikeways are all meant to<br />
encourage passengers to make shorter trips and fewer auto trips. A June 2005 presentation by<br />
Fehr and Peers, for example, discused “modal equity” and the tradeof between space for autos,<br />
space for buses, space for bicycles, and space for pedestrians–without a mention of trucks.<br />
A presentation on narrower streets, also from the June 2005 workshop, offers an attractive view<br />
of a sinuous tree-lined residential street (Exhibit 168).<br />
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Exhibit 168: Narrower Streets<br />
Clearly, garbage, delivery, or construction vehicles would not enhance this scene, but the residents<br />
will create demand for these and other types of truck trips. In older neighborhoods and<br />
older commercial areas narrower, more attractive streets like these were often made possible by<br />
the unseen presence of less attractive but utilitarian alleys behind the homes and stores.<br />
As an illustration, Exhibit 169 shows an “Opportunity Site” from a workshop presentation in the<br />
Riverside Gateway project in Roseville.<br />
Exhibit 169: Riverside Gateway Opportunity Site<br />
Two potential development scenarios are shown in Exhibit 170. The two scenarios do not explicitly<br />
contemplate truck access to the grocery store or the five retail establishments. Trucks<br />
delivering to these commercial establishments or hauling away refuse would be commingled<br />
with autos in the parking lot or parked on the street–a problem endemic with “strip mal” developments.<br />
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Exhibit 170: Opportunity Site Development Scenarios<br />
In contrast, the older commercial buildings immediately north of the Opportunity Site (Exhibit<br />
171) are served by an alley, and need not accept truck deliveries through the front door. Coincidently,<br />
Rainer Alley shown in Exhibit 171 connects to the parking lot shown in Exhibit 170<br />
(marked with arrow).<br />
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Exhibit 171: Alley Access to Older Buildings<br />
The potential attractions of compact and mixed use developments are illustrated in Exhibit 172,<br />
taken from another workshop presentation.<br />
Exhibit 172: Mixed Use Developments<br />
The increase in floor area ratios from 0.2 to 0.5 provides a strong profit and tax incentive, but<br />
also requires an increase in structured parking (e.g. multi-level parking structures) from 60% to<br />
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90% of the total and a reduction from 3.5 to 2.25 per thousand square feet. The goods movement<br />
question is whether the truck access needs of such a development for deliveries, services, and<br />
waste removal can still be met without spilling over into the street. The supporting land uses for<br />
transit-oriented development shown in Exhibit 173 raise the same question.<br />
Exhibit 173: Supporting Land Uses for Transit-Oriented Development<br />
There are many other possible examples to illustrate the potential for goods movement considerations<br />
to frustrate the Smart Growth goals of the Blueprint if not given early attention in the<br />
planning process.<br />
The desire of both communities and planners to make maximum use of existing assets and infill<br />
opportunities as an alternative to suburban sprawl is one area in which goods movement improvements<br />
and Smart Growth can be mutually supporting. The vitality of legacy urban<br />
neighborhoods depends in part on access, as few commercial establishments can survive on just<br />
neighborhood patronage. Wherever improvements to truck access and circulation can free up capacity<br />
for pedestrian and passenger mobility, everybody wins. The goal should not be to keep<br />
trucks out, but to keep trucks out of the way.<br />
One challenge to the Blueprint process is to insure that the anticipated development types and<br />
projects are truly complete, in the sense of accommodating goods movement requirements<br />
(chiefly truck access) without either frustrating the Smart Growth objectives or creating undesirable<br />
spillover effects. The key steps taken to meet this challenge could include:<br />
<br />
<br />
Locating the best available information on the goods movement needs of development<br />
types under consideration, and best practices in planning and mitigation.<br />
Verifying the applicability and relevance of standards or practices through local observations<br />
and case studies.<br />
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Reviewing Blueprint scenarios and planning principles to establish their compatibility<br />
with goods movement requirements or identify any necessary refinements or<br />
adjustments.<br />
Institutionalizing goods movement considerations in future Blueprint efforts.<br />
To the extent that these challenges can be met, the Blueprint process offers a golden opportunity<br />
to meld the functional needs for goods movement with the Smart Growth aspirations of the region<br />
and its communities.<br />
Reinvestment vs. Greenfield Developments<br />
The Blueprint scenarios make a distinction between “reinvestment” development at infil or<br />
“brownfield” sites and new “greenfield” developments on vacant land. The two types of development,<br />
while not always perfectly distinct, present different goods movement planning questions.<br />
Reinvestment development raises issues of retrofit and mitigation. If the land is changing uses or<br />
moving from less intensive to compact planning uses, the preexisting goods movement access is<br />
unlikely to suit the new requirements.<br />
<br />
<br />
One classic example is replacing a group of small retail and service establishments<br />
with a single“big box” home improvement center. The older, smaler stores would<br />
have received small lots of goods in small trucks, where as the home improvement<br />
center wil move much more merchandise and receive it in 53’ semis.<br />
Another, less obvious example is replacing small stores and offices with a high-rise<br />
office building. Although the office building tenants may not ship any freight, their<br />
combined appetite for office supplies, coffee, furniture, and office machines, and<br />
daily deliveries from FedEx, UPS, and DHL, will keep a constant supply of trucks<br />
parked around the building.<br />
The single largest problem is that as buildings grow higher the streets stay the same width. The<br />
only way that an urban area can support more intensive land uses is to build truck access and<br />
parking into each development plan.<br />
Greenfield developments present fewer barriers to be overcome but usually treat goods movement<br />
as an afterthought. The implications of design standards, zoning requirements, setbacks,<br />
floor area ratios, and other planning variables for goods movement are not well documented or<br />
standardized. Regional planners may have to research applicable standards and planning practices<br />
to insure that greenfield development plans do not inadvertently create avoidable goods<br />
movement problems.<br />
<strong>Goods</strong> <strong>Movement</strong> as a Planning Category<br />
The Blueprint planning process divides developed land uses into residential versus employment<br />
types, and divides the employment types into retail, office, industrial, and public. Private transportation<br />
facilities such as truck terminals, truck parking lots, rail yards, truck stops, and ancil-<br />
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lary businesses are generally classified as industrial. Distribution centers, warehouses, and transloading<br />
facilities would likewise be classified as industrial.<br />
There may be a useful purpose in considering transportation and distribution facilities as a distinct<br />
land use type for planning. A review of the truck trip generation rates of the kinds of facilities<br />
in the <strong>SACOG</strong> region may disclose a wide range of goods movement impacts that should be<br />
distinguished in the planning process. The Institute of Transportation Engineering (ITE) trip generation<br />
factors would be a good starting point but those factors should be verified in contacts<br />
with local stakeholders.<br />
Commonality of Passenger and <strong>Goods</strong> <strong>Movement</strong> Needs<br />
The extensive traffic and transportation modeling efforts that have been incorporated in the<br />
Blueprint process have been focused on passenger needs but have implications for goods movement<br />
as well.<br />
As congestion increases both passengers and trucks are affected by delay and uncertainty. Planning<br />
and land use policies that reduce long-term congestion and increase passenger mobility ordinarily<br />
benefit trucks and goods movement in the same way. The long list of transportation projects<br />
in the Blueprint scenarios contain many that will benefit trucks as well as cars. Transit improvements<br />
would have indirect good movement benefits to the extent that they divert trips from<br />
streets and highways.<br />
Both autos and trucks attempt to cope with growing congestion and unreliability by choosing alternate<br />
routes and shifting the time of their trip. A key distinction is that the origin, destination,<br />
and timing of a freight movement are ordinarily fixed within narrow bounds. A trucker with a<br />
load to deliver to a given store on a given day does not have the option of going to a different<br />
store or waiting until the weekend. The ability of shippers and consignees to shift business to<br />
early morning and evening hours should be explored but is inherently limited.<br />
There may be a need to supplement the travel demand modeling incorporated in the Blueprint<br />
process with coordinated or parallel modeling of truck movements based on commodity flows<br />
and local trip patterns resulting from land use decisions. Major truck flow modeling efforts have<br />
been undertaken by the Fresno Council of Governments, the Southern California Association of<br />
Governments, and the Los Angeles County Metropolitan Transportation Authority in California,<br />
and by major cities and other jurisdictions worldwide.<br />
Location Options<br />
Planning is the art of tradeoffs, and the need for well-informed tradeoffs is very clear in the relationship<br />
between goods movement and other elements by the Blueprint.<br />
The goods movement activity of primary importance to the Blueprint process is that generated by<br />
the production and consumption of the region itself. In considering these implications and recent<br />
trends in land use and market-driven location decisions, <strong>SACOG</strong> and other stakeholders in the<br />
region may need to consider alternatives to support the retention of goods movement activities in<br />
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the region. There are two fundamental approaches to promoting the coexistence of urban development<br />
and urban goods movement.<br />
Urban hubs with urban line-haul access<br />
Placing a truck service hub in the urban setting should, theoretically, minimize the total VMT<br />
required to meet urban goods movement needs. The hub would require efficient access for larger<br />
line-haul trucks (semis) and would perform local pickup and delivery with smaller trucks. 14 There<br />
are two basic drawbacks to this approach.<br />
<br />
<br />
Compatibility of trucking hubs with urban development. In terms of land cost,<br />
environmental issues, esthetics, and localized congestion, trucking hubs are<br />
unlikely to be acceptable in or near commercial and residential areas in an urban<br />
setting.<br />
Ability to capture significant trucking activity. Urban settings require service<br />
from many different kinds of trucks and trucking operations, some daily and some<br />
annually. A large portion of the urban truck trips are made by private fleets that do<br />
not have trucking fleet locations separate from their production or distribution centers.<br />
Planners would likely find that urban trucking hubs would accommodate only<br />
a minority of the trucking operations.<br />
It is perhaps instructive that over the previous decades the trend has moved away from this approach.Trucking<br />
operations that were located “downtown” have generaly moved out to the periphery.<br />
Peripheral hubs with urban delivery access<br />
The status quo is peripheral hubs, with pickups and deliveries made in smaller vehicles where<br />
possible. This approach allows for more compatible adjacent land uses and minimizes the intrusion<br />
of semis into the urban setting. The urban delivery access, however, is often inadequate. As<br />
described in the Case Studies, goods movement into and out of the urban area is awkward at best,<br />
with a mix of unanticipated truck types attempting to negotiate legacy streets and loading areas.<br />
The status quo is not without its challenges. As noted above the tradeoff for locating logistics<br />
facilities in more compatible, lower cost areas may be more total VMT if one trip to the urban<br />
core is replaced by several trips in smaller trucks.<br />
The development of peripheral hubs is also consistent with the regional nature of commercial<br />
trucking. An LTL trucking facility in West Sacramento is serving much of the <strong>SACOG</strong> region,<br />
not just urban Sacramento. If the same hub were placed within the urban core, trips to Woodland<br />
or Rocklin would have to travel in and out. The same considerations apply to private distribution<br />
centers and their delivery fleets.<br />
14<br />
. One variation on this approach is the use of large trucks with roll-up doors as mobile distribution hubs by UPS.<br />
A multi-door semi trailer is loaded with parcels bound for urban delivery and meets the local delivery trucks in a<br />
parking lot. The local trucks deliver the parcels and return to the semi with outbound parcels.<br />
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Corridor Strategy<br />
A corridor strategy might be regarded as a compromise. The maps in Exhibit 174 and Exhibit<br />
175 clearly show the tendency of trucking firms to locate along major highway corridors. Land<br />
use policies that reserved space adjacent to freeways for logistics-related uses would effectively<br />
create corridors of “periphery” through the region.<br />
Exhibit 174: I80 Trucking Cluster<br />
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Exhibit 175: US50 Trucking Cluster<br />
Recent confirmation of the health risks associated with diesel particulates and other vehicles<br />
emissions and longstanding concerns over noise provide two additional reasons to consider creation<br />
of industrial preserves or enclaves along freeways instead of allowing residential or commercial<br />
uses.<br />
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XIV. Next Steps<br />
<strong>Phase</strong> 2 of the <strong>Goods</strong> <strong>Movement</strong> Study is intended to be an analytic exploration of problems, options,<br />
and scenarios for the <strong>SACOG</strong> region. In <strong>Phase</strong> 2, the study will need to delve deeper into<br />
the major goods movement issues identified in <strong>Phase</strong> 1. <strong>Phase</strong> 3 will then lay out policies and<br />
action plans.<br />
Urban truck movements. It is clear from the survey results and the study team’s observations<br />
that the most troublesome aspect of goods movement is the difficulty of moving trucks into, out<br />
of, and through the urbanized part of the region. This problem is manifest as pavement deterioration,<br />
traffic tie-ups, noise, air quality, congestion, neighborhood incursion, and truck parking<br />
problems. The problem is most acute in the older, denser areas with legacy infrastructure. The<br />
challenge will be to understand the problem in detail, identify best mitigation practices, and custom<br />
tailor solutions for <strong>SACOG</strong> communities.<br />
Planning for goods movement. Freight transportation is not ordinarily part of the urban planning<br />
curriculum and is an afterthought at best in most planning efforts. Whether the issue is<br />
truck routes, rail corridors, or flight paths, there is a pressing need to incorporate goods movement<br />
issues into future regional planning efforts.<br />
Land use tradeoffs. As noted in the report the current pattern is for goods movement facilities–<br />
trucking fleets, DCs–to locate farther from the urban core in search of low-cost land and freedom<br />
from restrictions. While this tendency is thought to increase total truck VMT, there is a<br />
clear need for data collection and modeling to verify and inform the tradeoffs being made. If a<br />
land use plan opens up former industrial sites to residential and commercial development, what<br />
is the net impact on passenger and freight VMT and emissions? While the report offers some<br />
general suggestions regarding the circumstances under which peripheral locations would be preferable,<br />
more work is clearly needed to investigate local and regional circumstances.<br />
Coexistence with rail freight growth. <strong>SACOG</strong> and its member jurisdictions have little influence<br />
over the location and use of rail lines. Union Pacific, BNSF, and Sierra Northern will continue<br />
to solicit desirable freight and move it as efficiently and expeditiously as possible within<br />
their own systems. Mitigating community impacts, particularly at grade crossings, will require<br />
cooperation between the railroads and the affected jurisdictions. There is an excellent model for<br />
a regional grade separation improvement plan in the Seattle area FAST corridor project.<br />
Development of logistics businesses. Some logistics businesses are already located in the<br />
<strong>SACOG</strong> region and others will be attracted by local market growth, highway and rail access, and<br />
strategic location. The question facing the region is whether to seek and encourage logisticsbased<br />
economic development. The rewards are good entry-level jobs with attractive compensation<br />
and opportunities for advancement. The costs are additional freight movements not required<br />
by local production or consumption.<br />
Port of Sacramento’s future.The Port of Sacramento is at a crossroads. Previous staple commodity<br />
movements have diminished and neighboring land uses are less and less compatible with<br />
marine cargo operations. At the same time, the Port has a new governing body and a new strate-<br />
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gic alliance with the Port of Oakland intended to usher in an era of growth. At issue is the potential<br />
strategic and economic value of the Port to the region and the kind of cargo growth that<br />
might be expected under the new regime.<br />
Air cargo growth. For a variety of reasons discussed in the report air cargo growth at SMF and<br />
MBR has been uneven, and slower than previously expected. At a minimum, it may be time for<br />
new detailed forecasts and revised strategic plans to match the region’s aims with curent and<br />
expected industry conditions.<br />
Data and information collection. In dealing with all of these issues <strong>SACOG</strong> and other regional<br />
policy makers in transportation and land use would be well served by targeted efforts to fill data<br />
gaps and provide a stronger foundation for analysis. A data and information collection strategy<br />
could be linked to specific concerns of member jurisdictions and the requirements of modeling<br />
efforts in <strong>Phase</strong> 2.<br />
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Appendix A: <strong>Goods</strong> <strong>Movement</strong> Stakeholders<br />
Private Sector Stakeholders<br />
The lists presented here are a starting point for identifying the full potential range of parties with<br />
a vital interest in goods movement and goods movement policy. In one sense virtually every<br />
commercial firm buying or selling goods has an interest in goods movement, and many such<br />
firms will respond to issue in their immediate neighborhoods, just as the same firms have an interest<br />
in passenger transportation issues that affect their clientele. The list here present private<br />
sector transportation carriers and other transportation-related organizations that were located in<br />
the course of this study. (Note that some firms are listed in more than one category.) These firms<br />
can be expected to have an interest in region-wide goods movement, although that interest will<br />
differ dramatically by issue and location.<br />
Exhibit 176: Partial List of <strong>SACOG</strong> Region Trucking Firms<br />
Trucking Firms<br />
Company Address City<br />
A & J Transport 1444 L St Rio Linda<br />
A Better Moving & Storage Co 6640 Fair Oaks Blvd Carmichael<br />
A C Freight Systems Inc 850 F St Broderick<br />
A M & S Trucking Co 60 Main Ave Sacramento<br />
A Wright's Hauling 331 Santiago Ave Sacramento<br />
A-1 Construction Equipment Svc 2816 Ostrom Rd Marysville<br />
AAA Always Available Able Hlng PO Box 231416 Sacramento<br />
Aalum Hauling 3404 Hanks St Sacramento<br />
Abf Freight System Inc 3250 47th Ave Sacramento<br />
Adams Marketing 7301 John Galt Way Arbuckle<br />
Adams Schwab & Adams Woodland 1020 East St Woodland<br />
Advance Disposal Inc 1407 J St Sacramento<br />
Ag4 Trucking 2990 N Township Rd Yuba City<br />
Akal Trucking 15 Sandpointe Ct Sacramento<br />
Al Maldonado Trucking 4851 Barkwood Ln Shingle Springs<br />
Al Thomas Trucking 19555 N Highway 99 Acampo<br />
Alarm Trucking Co 5808 15th Ave Sacramento<br />
All Star Movers Llc 3167 Fitzgerald Rd Rancho Cordova<br />
All Valley Deisel 8794 Fruitridge Rd Sacramento<br />
Allan Farmer Trucking 1015 Airport Rd # C Rio Vista<br />
Allen Faris Trucking 1929 Auburn Blvd Sacramento<br />
Alliance Traffic Group 8331 Valdez Ave Sacramento<br />
Allstate Trucking Co 3 Main St Woodland<br />
Almer Trucking 10980 Shambeao Way Elk Grove<br />
Ambac Equipment Co 1960 Colusa Williams Hwy Colusa<br />
American Distribution 6400 Belleau Wood Ln # 8 Sacramento<br />
American Transportation Tech 9944 Mills Station Rd Sacramento<br />
Amistad Freight Svc 14153 Market St Walnut Grove<br />
Anderson Trucking Svc Inc 5644 Verner Oak Ct Sacramento<br />
Andy Rocha Trucking 10630 Simmerhorn Rd Galt<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 217
Trucking Firms<br />
Company Address City<br />
Anglen Hauling 7251 Bonita Way Citrus Heights<br />
Ann Transport 3801 Tavi Ave North Highlands<br />
Anp Trucking 2525 L St # 120 Sacramento<br />
Anthony Enterprises 9920 Zion Way Sacramento<br />
Antonini Enterprises 1258 Obanion Rd Yuba City<br />
Applegate Drayage 8350 Fruitridge Rd # 1 Sacramento<br />
Archibald & Sons Trucking 2689 Plute Rd Marysville<br />
Arlan L Daniel Trucking 24930 State Highway 49 Auburn<br />
Around Zero Co 7252 Roca Way Sacramento<br />
Ascom Transport Systems Inc 6736 Earhart Dr Sacramento<br />
Atwal Trucking 9013 Tillander Way Elk Grove<br />
B & T Trucking Inc 1550 S River Rd West Sacramento<br />
B G Transport Inc 7891 Stockton Blvd Sacramento<br />
Baldoni Transport Co 10505 Ophir Rd Auburn<br />
Baldwin Trucking Inc 595 East St Woodland<br />
Bap Logistics 1643 Spring Valley Dam Ln Colfax<br />
Basra Trucking 9444 Harbour Point Dr # 204 Elk Grove<br />
Basra Trucking Inc 1104 Oswald Rd Yuba City<br />
Bbds 2934 Ramco St # 130 West Sacramento<br />
Beeline Transportation 10140 Freeman Rd Elk Grove<br />
Beeline Transportation 8900 Elder Creek Rd Sacramento<br />
Beets Trucking 771 El Centro Blvd # A Rio Oso<br />
Berkfield Auto Transport 7324 Bradshaw Rd Sacramento<br />
Bernie Gorman Jr Trucking Co 12849 Gorman Ln Woodland<br />
Bertolini Trucking Inc 3742 N Beale Rd # A Marysville<br />
Bettencourt Transport 4500 Yankee Hill Ct Rocklin<br />
Bettendorf Trucking 1445 Highway 65 Lincoln<br />
Bhathal Bros Trucking 8368 Mcgray Way Elk Grove<br />
Big June & Son Trucking 5097 40th St Sacramento<br />
Bill Amarel Trucking Inc 2260 Oswald Rd Yuba City<br />
Blacksea 6239 Riverside Blvd # 4 Sacramento<br />
Blain Stumpf Rock Sand 5561 Davidson Rd Placerville<br />
Blain Stumpf Rock Sand & Grvl PO Box 231 Shingle Springs<br />
Bm&m & H Trucking 19405 Foresthill Rd Foresthill<br />
Bob Kramer Trucking 9512 Dillard Rd Wilton<br />
Boblitt Trucking 8449 Ranchita Way Fair Oaks<br />
Bob's Trucking Inc 6059 Bradshaw Rd Sacramento<br />
Bola Transport 8557 Sunnybrae Dr Sacramento<br />
Bo's Trucking 813 Jessie Ave Sacramento<br />
Brian Cecil Lowbed Svc 25200 County Road 96 Davis<br />
Briggs Trucking 9010 Langs Hill Rd Newcastle<br />
Bud-Line Trucking Inc 6501 Florin Perkins Rd Sacramento<br />
Burns Trucking 870 Forbes Ave Yuba City<br />
Butte Sand & Gravel 10373 S Butte Rd Sutter<br />
C & C Equipment Transport Inc PO Box 340202 Sacramento<br />
C & C Removal & Cleaning Svc 3709 Broadway Sacramento<br />
C & D Trucking 3491 W Highway 12 Burson<br />
C C Castor Trucking 10831 El Arroyo Rd Elk Grove<br />
C H Robinson Worldwide Inc 1020 Sun Down Way Roseville<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 218
Trucking Firms<br />
Company Address City<br />
C J Trucking 8299 Primoak Way Elk Grove<br />
C Jackson Trucking 155 John Henry Cir Folsom<br />
C L Smith Trucking 37763 State Highway 16 Woodland<br />
Ca Alliance-Advanced Transport 980 9th St Sacramento<br />
California Distribution Ctr 2080 Enterprise Blvd West Sacramento<br />
Capital Express Lines 517 Foxford Glen Ct Roseville<br />
Capitol Crating 6945 Power Inn Rd Sacramento<br />
Cardoza Trucking 8641 Oldwoods Way Sacramento<br />
Cargo Net Transportation Inc 859 F St West Sacramento<br />
Cecchini Trucking Co 9846 Whiskey Slough Rd Holt<br />
Cencal Express Trucking Inc PO Box 793 Linden<br />
Central Freight Lines 1621 Main Ave Sacramento<br />
Central Transport Intl & Truck 3610 52nd Ave Sacramento<br />
Ces New Star Inc 9001 Foothills Blvd # 170 Roseville<br />
Cfr Trucking 3235 Mission Ave Carmichael<br />
Cgl Freight Solutions 4661 Pell Dr Sacramento<br />
Chavarin Trucking 4920 Carey Rd Sacramento<br />
Chavarria Trucking 463 U St Rio Linda<br />
Clark Trucking Svc Inc 2000 S River Rd West Sacramento<br />
Clutch Cargo 5536 Feather River Blvd Marysville<br />
Commercial Container Corp 6640 Fair Oaks Blvd Carmichael<br />
Contract Transportation Svc 1091 Tinker Rd # 300 Rocklin<br />
Con-Way Western Express 3516 Kiessig Ave Sacramento<br />
Craters & Freighters 2441 Front St West Sacramento<br />
Cruz Trucking 38180 Jefferson Blvd Clarksburg<br />
Cryogenic Transportation Inc 2000 E Main St # B Woodland<br />
Crystal Creek Farms Inc 3341 River Rd Colusa<br />
D & H Transport 586 Franklin Ave Yuba City<br />
D & H Transport-Ag Hauling PO Box 551 Yuba City<br />
D & H Trucking 8420 Elder Creek Rd Sacramento<br />
D & L Cargo 6281 Treosti Pl Valley Springs<br />
D & M Transport 7837 Wintergreen Dr Citrus Heights<br />
D & P Transport 3371 64th St Sacramento<br />
D & S Trucking 680 Sutter St Yuba City<br />
D C Transport Inc 4725 Kelton Way # A Sacramento<br />
D C Transportation 4321 Madison Ave Sacramento<br />
D J Blohm 4051 Stage Ct Placerville<br />
D J Blohm Trucking 5080 Cayuga Rd Pollock Pines<br />
D S Trucking 2240 Coroval Dr Sacramento<br />
Dan Dukes Trucking Inc 1350 Vinci Ave Sacramento<br />
Darnell's Trucking 8745 Spruce Ridge Way Antelope<br />
Dawn's Transport 1300 National Dr # 120 Sacramento<br />
Dbt Dulay Brother Trucking 8809 Caselman Rd Sacramento<br />
Delta Materials 8979 Elk Grove Florin Rd Elk Grove<br />
Delta Transport 1010 Twin Cities Rd Walnut Grove<br />
Delta Transport 14153 Market St Walnut Grove<br />
Demello Transport 1250 Market St Yuba City<br />
Dependable Highway Express 6101 Sky Creek Dr Sacramento<br />
Devine & Peters Intermodal 3870 Channel Dr West Sacramento<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 219
Trucking Firms<br />
Company Address City<br />
Dhami Truck Plaza 7891 Stockton Blvd Sacramento<br />
Diamond T Transfer Svc 5640 Maric Rd El Dorado<br />
Direct Shot Water Truck Svc 2425 39th Ave Sacramento<br />
Djs Trucking 7887 Westbank Ct Sacramento<br />
Don Robinson Sand & Gravel Inc 2145 Grass Valley Hwy Auburn<br />
Dora Trucking 3529 Granby Dr Sacramento<br />
Double B Trucking 640 Glen Oak Ct Folsom<br />
Double M Trucking 710 Dutton St Winters<br />
Doug Koebel Trucking 37277 State Highway 16 Woodland<br />
Douglas Jackson Trucking 9942 Rio Vista Ct Sacramento<br />
Driver Leasing By Right Drctn 3838 Watt Ave # D404 Sacramento<br />
Durand Trucking 122 Copper Leaf Way Sacramento<br />
E & J Trucking Inc 6836 Marabou Ct Sacramento<br />
Eagle US Air Freight 4040 Vista Park Ct Sacramento<br />
Envision Trucking 3800 W Capitol Ave West Sacramento<br />
Evans Transport Co 5617 Rosedale Way Sacramento<br />
Evans Transportation 9266 N Butte Rd Live Oak<br />
Evergreen Forwarding Inc 910 Florin Rd # 203 Sacramento<br />
Express Southwest 8251 Galena Ave Sacramento<br />
Fedex Freight West 1820 Parkway Blvd West Sacramento<br />
Fiveway Industries Llc 3339 N Township Rd Yuba City<br />
Flapjack Intermodal 3320 State Highway 49 Cool<br />
Foothills Transportation Inc 117 W Main St Woodland<br />
Forward Air Inc 1020 Striker Ave # 160 Sacramento<br />
Fredericksen Tank Line 850 Delta Ln West Sacramento<br />
G & S Transportation 4353 Lakebreeze Dr Rocklin<br />
G & T Trucking 6379 Lochinvar Way Sacramento<br />
G I Trucking Co 8233 Belvedere Ave Sacramento<br />
G R Trucking 12548 White Rock Rd Rancho Cordova<br />
G R Trucking 5460 Parkford Cir Granite Bay<br />
Garcia Bros Trucking 50285 Clarksburg Rd Clarksburg<br />
Gary Beebe Industries Inc 500 Wise Rd Lincoln<br />
Gary Brusseau Trucking 6706 Fricot City Rd San Andreas<br />
Geo Logistics Americas Inc 2975 Oates St West Sacramento<br />
Geraci Transportation Svc 460 Roseville Rd Roseville<br />
Glc Trucking 8565 Weyand Ave Sacramento<br />
Gold Line Express 6 Eaton Ct Woodland<br />
Gold Line Express Inc 216 N East St Woodland<br />
Gold River Transport 5815 18th Ave Sacramento<br />
Golden Eagle 3620 Golden Eagle Way Sacramento<br />
Golden State Express 8028 Red Fern Ct Antelope<br />
Golden Transport 6171 Hesby Way Sacramento<br />
Grace Trucking 11802 Ivie Acres Ln Herald<br />
Grant Cooper Equipment 17027 S Grafton St Esparto<br />
Gregory Water Systems PO Box 1588 Elk Grove<br />
Guerrero Trucking 2421 Sammy Ct Rescue<br />
Gurmel's Trucking Inc 8132 Elsie Ave Sacramento<br />
Guzman's Trucking 4924 Baker Ave Sacramento<br />
H Miller Trucking 6561 Dantoni Rd Marysville<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 220
Trucking Firms<br />
Company Address City<br />
Harding's Hauling 6382 Horseshoe Bar Rd Loomis<br />
Harlow Recovery Inc 6000 Midway St # E Sacramento<br />
Harry L Johnson & Morjon Trckg 941 Barry Rd Yuba City<br />
Hartill Lowbed Svc PO Box 762 Arbuckle<br />
Hartsell Trucking Inc 3422 51st Ave Sacramento<br />
Harvey A Winje Trucking 776 Cold Springs Rd Placerville<br />
Hemi Express 1754 Enterprise Blvd West Sacramento<br />
Hendrickson Trucking 7080 Florin Perkins Rd Sacramento<br />
Henry's Enterprises 3113 La Desa Way Newcastle<br />
Herrick Transportation 6435 Wexford Cir Citrus Heights<br />
Inter-City Inc 9297 Gerber Rd Sacramento<br />
Interstate Distributor Inc 1400 Churchill Downs Ave Woodland<br />
Iop Trucking 263 Selby Ranch Rd # 8 Sacramento<br />
Ira Lines 600 Galveston St West Sacramento<br />
Ivey Joe's Trucking 1824 3rd Ave Sacramento<br />
Ivey Jo's Trucking 6936 Romanzo Way Elk Grove<br />
J & Lil' V's Small Hauling Svc 7130 5th Park Way Sacramento<br />
J & S Trucking 117 Otto Cir Sacramento<br />
J O Transport 5842 Vista Ave Sacramento<br />
Jack's Sand & Gravel 6870 English Colony Way Penryn<br />
Jackson & Son Trucking 2171 Monifieth Way Sacramento<br />
Jacobs Hauling 3925 41st Ave Sacramento<br />
James M Soares Trucking Inc 5121 Hedge Ave Sacramento<br />
Jim Doherty Trucking 9765 Elder Creek Rd Sacramento<br />
Jim's Hauling PO Box 1473 Rocklin<br />
Jody's Water Transport 24075 County Road 22 Esparto<br />
John H Foster Trucking 1957 E Main St Woodland<br />
Jon Yourd Trucking 22350 Foresthill Rd Foresthill<br />
Jones Motor Group 9337 Rolling Glen Ct Orangevale<br />
Jsg Trucking Co Inc 19400 N Highway 99 Acampo<br />
K & M Bark & Sawdust Inc 39800 Kentucky Ave Woodland<br />
Keith Trucking 9223 Suede Hill Ct Orangevale<br />
Keller Trucking 7504 Bama Ct Sacramento<br />
Kellogg Distribution 2063 Idzorek Rd Mcclellan<br />
Kenefick Trucking 834 Cedar Canyon Cir Galt<br />
Kenny Prince Trucking 5381 Shangrala Ln Camino<br />
Kent's Trucking 3400 S Butte Rd Yuba City<br />
Khanday Dhar Express 7545 Franklin Blvd # 1 Sacramento<br />
Kings Transport 7547 Franklin Blvd # 2 Sacramento<br />
Kobierecki Trucking PO Box 757 Cool<br />
Ktl 520 Houston St West Sacramento<br />
Ktl 8167 Alpine Ave # B Sacramento<br />
Laguna Line 4101 Gothberg Ave North Highlands<br />
Landstar Inway Inc 9001 Foothills Blvd # 170 Roseville<br />
Landstar Ranger Inc 2531 Sombra Ct Yuba City<br />
Larry Jenkins Trucking 5545 Merchant Cir Placerville<br />
Lawson Drayage Inc 9900 Kent St Elk Grove<br />
Lewis Trucking 1310 3rd St Colusa<br />
Liddicoat Deed Trucking 2991 Clark St Georgetown<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 221
Trucking Firms<br />
Company Address City<br />
Lotus Intermodel Inc 1521 Main Ave Sacramento<br />
Lovcen Express 4501 Maryam Ct Fair Oaks<br />
Lum Bunn & Son 14395 Race Track Rd Walnut Grove<br />
M & S Trucking 9372 Mira Del Rio Dr Sacramento<br />
M C Transportation Inc 1710 Main Ave Sacramento<br />
M Davies Trucking PO Box 611 Rocklin<br />
M G Richmond Trucking 11671 Walmort Rd Wilton<br />
M Line Transportation Co PO Box 643 Citrus Heights<br />
M Mahli Trucking 3730 Bilsted Way Sacramento<br />
M S Carrier 7447 Power Inn Rd # B Sacramento<br />
Maan Trucking 9857 Novara Way Elk Grove<br />
Major R Express 8185 La Almendra Way Sacramento<br />
Manica Brink Trucking PO Box 77487 Sacramento<br />
Manley & Sons Trucking 8896 Elder Creek Rd Sacramento<br />
Manley & Sons Trucking Inc 6516 Mattos Ln Sacramento<br />
Martin Trucking 9056 Robbins Rd Sacramento<br />
Martin Trucking 9765 Elder Creek Rd Sacramento<br />
Marvins Transport 7009 Flanders Way Sacramento<br />
Matheson Fast Freight 9780 Dino Dr Elk Grove<br />
Matheson Mail Transportation 10519 E Stockton Blvd Elk Grove<br />
Matheson Postal Svc Inc 455 Bannon St Sacramento<br />
Mc Kinors Tough Trucking 8501 Center Pkwy Sacramento<br />
Mc Laughlin Draying Co 2080 Enterprise Blvd West Sacramento<br />
Mc Laughlin Draying Co 8311 Valdez Ave # 300 Sacramento<br />
Mc Lean Towing & Transport 7425 Lindale Dr Sacramento<br />
Mc Pherson Robert 6661 School St Georgetown<br />
Mello Reload 1470 E Kentucky Ave Woodland<br />
Mike's Hauling 4125 Freeman Cir Auburn<br />
Mike's Hauling 9120 Feather River Way Sacramento<br />
Military Associated Truck Svc 8793 Los Encantos Cir Elk Grove<br />
Minoan Lines 8360 Lake Forest Dr Sacramento<br />
Mlt Transportations 7475 E Woodbridge Rd Acampo<br />
Montana Express 8900 Elder Creek Rd Sacramento<br />
Montero Trucking 1336 State Highway 174 Colfax<br />
Morning Star Co 724 Main St Woodland<br />
Morning Star Trucking Co 896 Obanion Rd Yuba City<br />
Morton Excavating & Demolition 5101 Lemon Hill Ave Sacramento<br />
Mother Lode Tractor & Till 5342 Coyote Pass Rd Shingle Springs<br />
Motivated Transportation Dynmc 1935 Industrial Dr Auburn<br />
Mpl Trucking 23800 Grey Partridge Ln Auburn<br />
Myers Heavy Hauling 9892 Buena Vista Dr Marysville<br />
Myers Heavy Hauling Shop 1415 N Beale Rd Marysville<br />
Network Delivery System 1700 Enterprise Blvd West Sacramento<br />
Newman Trucking 1500 Gladding Rd Lincoln<br />
Newman Trucking 1555 Virginiatown Rd Lincoln<br />
Nolan's Backhoe Svc 7128 English Colony Way Penryn<br />
Northern Carriers Inc 552 N Palora Ave Yuba City<br />
Nrv Carriers 8845 Shasta Lily Dr Elk Grove<br />
O K Trucking 1321 Harter Rd Yuba City<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 222
Trucking Firms<br />
Company Address City<br />
Oak Harbor Freight Lines 900 F St Broderick<br />
Old Dominion Freight Line Inc 3440 52nd Ave Sacramento<br />
Over The Hill Transport 6801 Garden Hwy Sacramento<br />
Overnite Transportation Co 900 F St West Sacramento<br />
Owen George Trucking 11135 Alta Mesa Rd Wilton<br />
Ozark Trucking 1025 Joellis Way Sacramento<br />
P Trucking 4769 Heatherbrae Cir Sacramento<br />
Pacer International 1401 Parkway Blvd West Sacramento<br />
Pacific West 5721 Manzanita Ln Coloma<br />
Panella Trucking Inc 21 Pioneer Ave Woodland<br />
Patco Trucking Inc PO Box 278208 Sacramento<br />
Patron Trucking Inc-Wilson 4645 Raley Blvd Sacramento<br />
Paul E Vaz Trucking 4740 E Peltier Rd Acampo<br />
Paul Graham Drilling & Svc Co 680 River Rd Rio Vista<br />
Paul Graham Trucking 2522 Airport Rd Rio Vista<br />
Paul R Stevenson-Trucking 2865 Oswald Rd Yuba City<br />
Pegasus Logistic Systems 2856 La Loma Dr # 50 Rancho Cordova<br />
Peter Dittmer Trucking 22817 Foresthill Rd Foresthill<br />
Phacoweeat Trucking 7212 Diana Way Sacramento<br />
Pmr Trucking 3112 Banff Ct Antelope<br />
Ponderosa Farms Inc 8051 Rio Linda Blvd Elverta<br />
Popular Trucking 7441 Power Inn Rd # A Sacramento<br />
Prefling Transportation 4089 Camanche Pkwy N Ione<br />
Priority Transport 9664 Harvest View Way Sacramento<br />
Pug'z Towing 8555 Florin Rd # B Sacramento<br />
Quality Freight Inc 3420 Coach Ln # 7 Cameron Park<br />
R & E Rios Trucking 13 Ramon Dr Galt<br />
R & G Tractor Svc 2540 Sierra Vista Rd Rescue<br />
R & R Trucking 8083 Lexus Way Sacramento<br />
R B Trucking 11070 Hirschfeld Way # 53 Rancho Cordova<br />
R C & Sons Trucking 12991 County Road 102 Woodland<br />
R C Transportation 8420 Silver Run Way Antelope<br />
R W Trucking 10704 Beclan Dr Rancho Cordova<br />
Rapid Freight Inc 830 Professor Ln Sacramento<br />
Rath Trucking 8201 Demetre Ave Sacramento<br />
Rausser Brothers Trucking Inc 12000 Liberty Rd Galt<br />
Rci Transport 520 Houston St West Sacramento<br />
Richardson Trucking 11757 Hobday Rd Wilton<br />
Rikkatrans Express 6632 Hometown Way Sacramento<br />
Rio Linda Usd 6619 6th Ave Rio Linda<br />
Roadway Express Inc 4200 W Capitol Ave West Sacramento<br />
Rod Transport 3800 W Capitol Ave West Sacramento<br />
Rod Trucking Inc 2848 American Ave Sacramento<br />
Rodi Enterprises 3950 Mack Rd Sacramento<br />
Romex Transport 9960 Phoenician Way Sacramento<br />
Ron Martel Equipment Transport 2546 Riego Rd Pleasant Grove<br />
Rossen Trucking 5513 Chestnut Rd Marysville<br />
Roy E Lay Trucking 1218 E Kentucky Ave Woodland<br />
Roy Miller Freight Lines Inc 8740 Younger Creek Dr Sacramento<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 223
Trucking Firms<br />
Company Address City<br />
Royalty Auto Transport 7236 Greenhaven Dr # 107 Sacramento<br />
Rushway Inc 9990 Hillview Rd Newcastle<br />
S & M Trucking 8924 Napa Valley Way Sacramento<br />
S & S Trucking 3932 Talmage Ct Sacramento<br />
S D Trans Inc 9490 Rhone Valley Way Elk Grove<br />
S Malhi Trucking 8811 Boysenberry Way Elk Grove<br />
S R Tow & Transport 5030 Walnut Ave # 9 Sacramento<br />
Sagara Trucking Inc 88 Pioneer Ave Woodland<br />
Saia Motor Freight Line Inc 1745 Cebrian St West Sacramento<br />
Sam's Combo 701 Plaza Ave # 37 Sacramento<br />
Saunders & Sons Trucking 9441 Mereoak Cir Elk Grove<br />
Scandia Trucking 1437 Furneaux Rd Marysville<br />
Scarberry Trucking 2650 Ivy St Live Oak<br />
Schneegas Trucking 3711 Norris Ave Sacramento<br />
Schneider National 3851 Channel Dr West Sacramento<br />
Scott House Movers 7029 32nd St North Highlands<br />
Scott Zellers Trucking 14890 Sky High Dr Glencoe<br />
Service Express Transportation 221 W Court St # 4 Woodland<br />
Sierra Detroit Diesel 855 Stillwater Rd Broderick<br />
Sierra Landscaping Material 5850 Mother Lode Dr Placerville<br />
Silver Springs Express Inc 5902 Brace Rd Loomis<br />
Simple Freight 739 Hunter Pl Folsom<br />
Sisemore Trucking 18 Hiller Ct Woodland<br />
Sisemore Trucking 801 East St Woodland<br />
Sos Trucking 1856 Olvera Dr Woodland<br />
Sos Trucking II 38520 Kentucky Ave Woodland<br />
Spna Dedicated X Press 852 Northport Dr # 101 West Sacramento<br />
Squeaky Clean Enterprises 1305 Crane Dr Suisun City<br />
Ssb Trucking 9012 Kilar Ct Elk Grove<br />
Stan's Trucking 1633 I St Rio Linda<br />
Steven C Williams Trucking 3950 Mack Rd # 161 Sacramento<br />
Still & Son's Truck Repair 2990 N Township Rd Yuba City<br />
Stow It & U Haul Of Woodland 1319 E Beamer St Woodland<br />
Sullivan Enterpirses 7014 Chesline Dr Fair Oaks<br />
Sutter Sand & Gravel Inc 1459 Market St Yuba City<br />
Taj Express 1831 Tracy Dr Yuba City<br />
Tamber Trucking 1807 Genoa Ct Yuba City<br />
Taylor Heavy Hauling 8620 Antelope North Rd # A Antelope<br />
Team Royal Express 551 Sutter Ave West Sacramento<br />
Technical Transportation 2975 Oates St # 20 West Sacramento<br />
Teg Express 10114 Clairina Way Elk Grove<br />
Terrance Riley Trucking 171 Livermore Way Folsom<br />
Three River Trucking 618 Galveston St West Sacramento<br />
Tim A Manley Trucking 9151 Gerber Rd Sacramento<br />
Tim Manley Trucking 8896 Elder Creek Rd Sacramento<br />
Tmc Trucking 9276 Los Torres Dr Elk Grove<br />
Tnt Trucking 1856 Rutherford Ct Yuba City<br />
Tonka Trucking 4799 24th St Sacramento<br />
Transcon Lines 10401 Grant Line Rd Elk Grove<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 224
Trucking Firms<br />
Company Address City<br />
Transit Express 8951 Springhurst Dr Elk Grove<br />
Transnet 2568 Industrial Blvd West Sacramento<br />
Transport International Pool 601 Harbor Blvd West Sacramento<br />
Triple Br Trucking 3501 Bradshaw Rd # 7 Sacramento<br />
Trips 4 Tots 9349 Sierra Spring Way Elk Grove<br />
Two Rivers Transport PO Box 417790 Sacramento<br />
United Air & Road Transport 4856 Dalewood Dr El Dorado Hills<br />
United Brothers Transportation 5982 Alvern Way Sacramento<br />
United Trucking 2136 Vollan Way Sacramento<br />
US Xpress Inc 8251 Galena Ave Sacramento<br />
USA Express 340 Aspen Ct Roseville<br />
Usf Bestway Inc 830 E St Broderick<br />
Usf Reddaway Inc 620 Harbor Blvd West Sacramento<br />
V & I Express 6945 Trailride Way Citrus Heights<br />
V E Lee Inc Trucking 4580 Greenstone Rd Placerville<br />
V K Express 8516 Aleksander Ct Sacramento<br />
Valley Agriculture Trucking<br />
753 N Geo. Washington<br />
Blvd<br />
Yuba City<br />
Valley Farm Transport 1425 S Township Rd Yuba City<br />
Valley Select Transport Svc 8029 Chriswoods Ct Sacramento<br />
Varozza Trucking 7661 S Shingle Rd Shingle Springs<br />
Ven USA Trucking 3102 Chettenham Dr Rancho Cordova<br />
Vera Trucking 8795 La Riviera Dr # 41 Sacramento<br />
Verex 2000 Trading Post Ct Elverta<br />
Verona Joes Trucking 110 Spinel Cir Sacramento<br />
V-Man's Trucking 3951 Galbrath Dr North Highlands<br />
W W Trucking 8148 Holm Oak Way Citrus Heights<br />
Warren E Gomes Excavating Inc 551 Airport Rd Rio Vista<br />
Watkins Trucking 9119 Elkmont Dr Elk Grove<br />
Weimar Auto Wreckers 21300 Canyon Way Weimar<br />
West Coast Transport 6525 Hitchcock Way Sacramento<br />
West Coast Transport 8555 Weyand Ave Sacramento<br />
Western Home Transport Inc 186 Muir Woodland<br />
Western Transportation Svc 3805 Channel Dr West Sacramento<br />
Western Turk 5040 Riosa Rd Lincoln<br />
Western Turk 7036 Meadowlark Ln Sheridan<br />
Williams Trucking Co 8948 Four Seasons Dr Elk Grove<br />
Xpress Global Systems Inc 11255 Pyrites Way Gold River<br />
Yellow Transportation Inc 3210 52nd Ave Sacramento<br />
Yray Darin & Son Trucking Co 22001 E Copperopolis Rd Linden<br />
Yuvi Trucking 4001 S Watt Ave # 25 Sacramento<br />
Zhj2 5429 Verner Ave Sacramento<br />
Zisk Sand & Gravel 205 Thomas St Roseville<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 225
Exhibit 177: <strong>SACOG</strong> Area LTL Truck Terminals<br />
LTL Truck Terminals<br />
Company Addess City<br />
Central Freight Lines 1621 Main Ave Sacramento<br />
Con-Way Western Express 3516 Kiessig Ave Sacramento<br />
Dependable Highway Express 6101 Sky Creek Dr Sacramento<br />
Fedex Freight West 1820 Parkway Blvd West Sacramento<br />
Oak Harbor Freight Lines 900 F St Broderick<br />
Old Dominion Freight Line Inc 3440 52nd Ave Sacramento<br />
Overnite Transportation Co 900 F St West Sacramento<br />
Roadway Express Inc 4200 W Capitol Ave West Sacramento<br />
Saia Motor Freight Line Inc 1745 Cebrian St West Sacramento<br />
UPS 1380 Shore Blvd West Sacramento<br />
Watkins Trucking 9119 Elkmont Dr Elk Grove<br />
Yellow Transportation Inc 3210 52nd Ave Sacramento<br />
Exhibit 178: <strong>SACOG</strong> Region Truck Stops (Partial Listing)<br />
Truck Stop Address City<br />
Dhami Truck Plaza 7891 Stockton Blvd Sacramento<br />
Jahant Food & Fuel 24323 N Highway 99 Acampo<br />
Sacramento 49er Travel Plaza 2828 El Centro Rd Sacramento<br />
United Petroleum Truck Stop 29770 County Road 8 Dunnigan<br />
Exhibit 179: <strong>SACOG</strong> Region “Card Lock” Truck Fueling Stations<br />
Name Street City<br />
CFN 1515 S. River Road West Sacramento<br />
CFN 4790 West Capital Av W. Sacramento<br />
CFN 4420 Northgate Blvd Sacramento<br />
CFN 4076 Seaport Blvd. West Sacramento<br />
CFN 2600 Arden Way Sacramento<br />
CFN 2549 Marconi Ave. Sacramento<br />
CFN Florin-Perkins Road Sacramento<br />
CFN 4250 Madison North Highlands<br />
CFN 2732 Citrus Road Rancho Cordova<br />
CFN 8660 Auburn Blvd. Roseville<br />
Pacific Pride 4200 Roseville Rd. North Highlands<br />
Pacific Pride 1201 Fee Dr. Sacramento<br />
Pacific Pride 200 N. 12Th St. Sacramento<br />
Pacific Pride 4400 Raley Blvd. Sacramento<br />
Pacific Pride 5800 S. Watt Ave. Sacramento<br />
Pacific Pride 7001 E. Parkway Sacramento<br />
Pacific Pride 8221 Alpine Ave. Sacramento<br />
Pacific Pride 9687 Gore Rd. Sacramento<br />
Pacific Pride 3022 Evergreen St. West Sacramento<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 226
Exhibit 180: <strong>SACOG</strong> Region Truck Repair and Services<br />
Name Addess City<br />
Brookins Equipment Repair 6333 Wagner Ave Arbuckle<br />
Stewart & Stevenson Power Inc 855 Stillwater Rd Broderick<br />
Shands Diesel Truck Repair 885 E Lodi Ave Lodi<br />
Orangevale Diesel Inc 8942 Greenback Ln # H Orangevale<br />
Pohler Diesel Repair 2900 Mortara Cir Placerville<br />
Wise Diesel Equipment Repair 4500 Savage Rd Placerville<br />
Independent Diesel Repair 3395 Luyung Dr # B Rancho Cordova<br />
Goodyear Truck Tire Retread 141 Commerce Cir Sacramento<br />
Imler Diseel Performance 2445 Harvard St Sacramento<br />
Inline Diesel Repair Inc 6430 Freeport Blvd Sacramento<br />
Marc Becker Fuel Injection 1001 Richards Blvd Sacramento<br />
Precision Automotive Repair 2850 47th Ave Sacramento<br />
Tognotti's Auto-Truck World 2509 Fulton Ave Sacramento, CA<br />
B & R Head & Block Repair 407 Harbor Blvd West Sacramento<br />
D & D Diesel Repair 528 Harbor Blvd West Sacramento<br />
Diamond Diesel Svc Inc 2785 Del Monte St # A West Sacramento<br />
P M Truck Repair 3740 Commerce Dr West Sacramento<br />
Quality Diesel 2434 Evergreen Ave West Sacramento<br />
Sacramento Diesel Pump Svc 2479 Rice Ave West Sacramento<br />
Valley Fuel Injection 1243 E Beamer St Woodland<br />
Allen Diesel Energy 921 N Geo. Washington # B Yuba City<br />
Heer's Auto & Diesel 1499 Market St Yuba City<br />
North Valley Diesel 2800 Live Oak Blvd Yuba City<br />
Wright's Truck Svc 671 S Industrial Dr Yuba City<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 227
Exhibit 181: Firms Described as Warehouses or Distribution Centers 15<br />
Name Addess City<br />
A 1 Budget 1346 Q St Rio Linda<br />
Adam's 102 Dryer 17900 County Road 102 W oodland<br />
Adams Schwab & Adams W arehouse Highway 99 & Main St Dunnigan<br />
Adams Schwab & Adams W oodland 1020 East St W oodland<br />
All Size Storage 2328 Maritime Dr Elk Grove<br />
American Distribution 6400 Belleau W ood Ln # 8 Sacramento<br />
Anchor Boat Storage 14410 Thornton W alnut Grove Rd W alnut Grove<br />
Apex Global Logistics 2975 Oates St # 20 W est Sacramento<br />
Bbds 2934 Ramco St # 130 W est Sacramento<br />
C V Logistics 2741 Riverside Blvd Sacramento<br />
Cal Family Foods 500 Lurline Ave Colusa<br />
California Distribution Ctr 2080 Enterprise Blvd W est Sacramento<br />
California Storage Ctr 1106 Corporate W ay Sacramento<br />
California Storage Ctr 8392 Power Inn Rd Elk Grove<br />
Cgl Freight Solutions 4661 Pell Dr Sacramento<br />
Chrisman Drier 484 B St W illiams<br />
Colusa Milling Co 2881 Niagara Ave Colusa<br />
Colusa Rice Co E Main St Colusa<br />
Continental W arehouse Of Sacra 8760 Younger Creek Dr # B Sacramento<br />
County Line W hse 1075 County Road 99 W Dunnigan<br />
De Pue W arehouse Co 5656 Haas Rd W illiams<br />
De Pue W arehouse Co 5999 Fresh W ater Rd W illiams<br />
De Pue W arehouse Co 618 E St W illiams<br />
De Pue W arehouse Co PO Box 490 W illiams<br />
De Pue W arehouse Co W illiams W arehouse W illiams<br />
Delta Express Couriers Inc 1631 Enterprise Blvd # 1 W est Sacramento<br />
Depot Park 16 Business Park W ay Sacramento<br />
Erdman W arehouse 8661 Ceres Rd Knights Landing<br />
Foothill W arehouse 2005 Husted Rd W illiams<br />
Genco Return Ctr Fhi 350 Hanson W ay W oodland<br />
Georgia-Pacific Corp 1400 Churchill Downs Ave W oodland<br />
Golden Gate W arehouse Co 4661 Pell Dr # 8 Sacramento<br />
Golden W est Distribution 8650 23rd Ave Sacramento<br />
Great W estern Growers Of Ca 6133 Abel Rd W illiams<br />
Hudson-Shorts Inc 2080 Enterprise Blvd # A W est Sacramento<br />
Hydra Reload Ctr 2063 Idzorek Rd # 783k Mcclellan<br />
Hydra Trucking & W arehousing 8670 Younger Creek Dr Sacramento<br />
Hydra W arehouse Inc 8110 Power Ridge Rd Sacramento<br />
Hydra W harehousing Corp 6300 S W att Ave Sacramento<br />
Mc Laughlin Draying Co 8311 Valdez Ave # 300 Sacramento<br />
Miller Landing W arehouse 8666 Millers Landing Rd Grimes<br />
Mwd Logistics 4840 Lang Ave Mcclellan<br />
Neil Service Ctr 5513 Putah Creek Rd W inters<br />
Oilseeds W arehouse 540 Main St Grimes<br />
Pacific Gas & Electric Co 3736 Rancho Rd Marysville<br />
Pacific W arehouse Supply 333 N 7th St Sacramento<br />
Premier Product Management Inc 8430 Rovana Cir Sacramento<br />
Rite Aid 1755 E Beamer St W oodland<br />
Riverside Elevators 14712 State Highway 160 Isleton<br />
S & W Storage 1423 J St Sacramento<br />
Safe Store Inc 10234 Spaatz W ay Mather<br />
Scofield's W arehouse 677 S St Sacramento<br />
Sierra W est Express 3301 51st Ave Sacramento<br />
Storage Mobility Of California 4235 Forcum Ave Mcclellan<br />
Total Service Logistics 8225 Siena Ave Sacramento<br />
Tyndall Mound W arehouse 37060 County Road 6 Knights Landing<br />
Vertis 1630 Terminal St W est Sacramento<br />
W esco Enterprises Co 3235 Monier Cir # 1 Rancho Cordova<br />
W estern Material Supply 8866 Elder Creek Rd Sacramento<br />
Z & Z Enterprises Inc 751 Northport Dr W est Sacramento<br />
15 Note: These are firms who self-described themselves as warehouses or distribution centers in Yahoo! Yellow Pages. These listings do not<br />
include the very large number of privately owned distribution centers (e.g. owned by a retail chain or a manufacturer) that do not provide service<br />
to others.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 228
Exhibit 182: Air Cargo & Air Freight Forwarders<br />
Name Addess City<br />
Adams Air Cargo 7301 John Galt Way Arbuckle<br />
Adams Cartage Inc 932 Mckinley Ave Woodland<br />
Adcom Express 2509 Del Monte St West Sacramento<br />
Aero Speed Delivery 4200 Pinell St Sacramento<br />
Air Switzerland 3845 Atherton Rd Rocklin<br />
Airwolf Express 473 East Ave Lincoln<br />
Apex Global Logistics 2975 Oates St # 20 West Sacramento<br />
Atlas Express Padala 6051 Mack Rd Sacramento<br />
California Sierra Express Inc 2975 Oates St West Sacramento<br />
Eagle Global Logistics 4040 Vista Park Ct Sacramento<br />
Forward Air Inc 1020 Striker Ave # 160 Sacramento<br />
Geo Logistics Americas Inc 2975 Oates St West Sacramento<br />
Hi Cargo Handlers 6701 Lindbergh Dr Sacramento<br />
Lynden Air Freight 2510 Evergreen Ave West Sacramento<br />
Mad Dog Express Inc 1650 Bell Ave # 100 Sacramento<br />
Meest 2830 Auburn Blvd # 5 Sacramento<br />
Mejico Express 12 W Court St Woodland<br />
Northwest Airlines Inc 6733 Lindbergh Dr Sacramento<br />
Pilot Air Freight Corp 920 Striker Ave Sacramento<br />
Southwest Airlines Co 6733 Lindbergh Dr # A Sacramento<br />
Technical Transportation 2975 Oates St # 20 West Sacramento<br />
Tricor America Inc 1690 Cebrian St West Sacramento<br />
Union Flights 3868 Bazley Way Mather<br />
Unishippers Association 901 Sunrise Ave # B9 Roseville<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 229
Exhibit 183: Moving and Storage Companies<br />
Nam e Address City<br />
A Best W ay To M ove 2517 C onnie D r Sacram ento<br />
A Better M oving & Storage Co 2703 D el M onte St W est Sacram ento<br />
A Better M oving & Storage Co 6640 Fair O aks Blvd Carm ichael<br />
A Better M oving & Storage Co 826 Professor Ln Sacram ento<br />
AAA M oving 7518 Pratt Ave Citrus Heights<br />
Advanced M oving 2855 Ione St Sacram ento<br />
Advanced M oving 4218 C hildhood C t Shingle Springs<br />
Affordable M oving & Storage 405 30th St Sacram ento<br />
All M y Sons M oving & Storage 545 Jefferson Ave Sacram ento<br />
All M y Sons M oving & Storage 800 E St Broderick<br />
All Pro M overs 4549 Varsity Ct Sacram ento<br />
All Star M overs Llc 3167 Fitzgerald R d Rancho C ordova<br />
Allied Van Lines 2561 G rennan Ct Rancho C ordova<br />
Allied Van Lines 8451 R ovana Cir # 100 Sacram ento<br />
Am azing Spa M overs 4991 Valletta W ay Sacram ento<br />
Am erican R iver Rv & Boat 3667 O m ec Park D r Rancho C ordova<br />
Anatoliy's M oving 3004 Kinglet W ay Antelope<br />
Atlas Van Lines 6821 8th St Rio Linda<br />
Atlas Van Lines 717 Bridge St Yuba C ity<br />
Auburn M oving Co 10155 M ount Vernon Rd Auburn<br />
Auburn Van & Storage 150 G um Ln Auburn<br />
Avid Advancem ent M oving 5309 Lake Pleasant Dr Elk G rove<br />
Bekins 150 G um Ln Auburn<br />
Bekins M oving & Storage 151 O pportunity St Sacram ento<br />
Best Choice M overs 6363 Aslin R d Sacram ento<br />
Best W ay M overs 5836 M other Lode D r # C Placerville<br />
Big D's Truck & O fc M oving Svc 49 Rodondo Ave Suisun City<br />
C & J M oving 304 Palazzo Ct Lincoln<br />
C alifornia M oving System s 3801 H appy Ln Sacram ento<br />
C anova M oving & Storage 6821 8th St Rio Linda<br />
C apital C ity M oving & Storage 3298 O range G rove Ave North H ighlands<br />
C apitol C rating 6945e Power Inn R d Sacram ento<br />
C apitol R elocation System s Inc 6350 Blue Sky C reek Dr # 500 Sacram ento<br />
C ity M oving System s 8267 Alpine Ave Sacram ento<br />
C olonial Van & Storage 5901 88th St Sacram ento<br />
C olonial Van & Storage 8451 R oyanan Cir # 100 Davis<br />
D K D irect 11351 Trade C enter Dr # 300 Rancho C ordova<br />
Eskaton M oving C onnecitons 5105 M anzanita Ave Carm ichael<br />
Fast & Cheap M overs 8209 Lake W illow W ay Elk G rove<br />
Folsom R elocation & Storage 1739 Abbeyfeale Ct Folsom<br />
Freem an Enterprises 4300 82nd St # C Sacram ento<br />
G olden State M oving & Storage 11851 Valensin Ranch R d # B G alt<br />
G raebel Sacram ento M overs 1760 Enterprise Blvd W est Sacram ento<br />
G reat Am erican M overs 5901 Alder Ave # E Sacram ento<br />
G reenback M oving Supplies 9418 G reenback Ln O rangevale<br />
H ansen's M oving & Storage 5336 Prairie Loop Placerville<br />
H awaii C argo Transportation 6640 Fair O aks Blvd Carm ichael<br />
J & M M oving 6520 W ooded Creek W ay O rangevale<br />
Jim m y's Piano M oving 1875 D iesel Dr # 7 Sacram ento<br />
Joyce M oving & Storage 5901 88th St Sacram ento<br />
M arysville Van & Storage 902 Von G eldern W ay Yuba C ity<br />
M arysville Van & Storage Co 901 Von G eldern W ay Yuba C ity<br />
M aster Relocation Svc 1419 G St M arysville<br />
M aster Van & Storage 623 14th St M arysville<br />
M ayflower M oving 6350 Sky C reek D r # 600 Sacram ento<br />
M c C all & Sons M oving Svc 7405 G reenback Ln # 184 Citrus Heights<br />
M etro M oving & Transportation 9367 Lufkin W ay Elk G rove<br />
M om entum M oving 8930 Leatham Ave Fair O aks<br />
M oore M oving & Storage System s 860 W O nstott Rd Yuba C ity<br />
M other Lode Van & Storage 11255 Pyrites W ay # 400 G old River<br />
M oving Assistance 6724 Superior Dr North H ighlands<br />
M oving M ade Eazy By Roediger 2901 W eikert Dr Sacram ento<br />
M oving Star Ca 6963 Power Inn R d Sacram ento<br />
M oving Star California 6225 Binet Dr # A Citrus Heights<br />
M oving Star California Llc 11285 Sunrise G old Cir # C Rancho C ordova<br />
M usclem en M oving C o 3054 Fite C ir # 101 Sacram ento<br />
N orth Am erican Van Lines 1464 Enterprise Blvd W est Sacram ento<br />
N orth Am erican Van Lines 7337 R oseville R d Sacram ento<br />
O sborn M oving 3201 Langley W ay Antelope<br />
Pac Van M overs 2517 C onnie D r Sacram ento<br />
Pacific Storage C o 4601 Beloit D r Sacram ento<br />
Padded W agon 4329 Pasadena Ave Sacram ento<br />
Pdq Van & Storage Co 930 Yuba St M arysville<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 230
Exhibit 184: Private Sector <strong>Goods</strong> <strong>Movement</strong> Advisory Group Attendees<br />
Agency Contact Name Telephone<br />
California Trucking Association Eric Sauer 916-373-3562<br />
California Trucking Association Matt Schrap 916-373-3514<br />
DHL Express John Gusman 916-364-4134<br />
FedEx Express Michael Lamadrid 916-554-5462<br />
FedEx Freight Mike K. Farrell 916-371-9182<br />
FedEx Ground Rob Huber 916-387-3328<br />
Inve$tnet/Lynxs Bob Rosenberg 916-929-6310<br />
Roadway Express David Jackson 916-373-3204<br />
Rushway Transportation Ken Rush 530-888-6536<br />
Sacramento 49er Truck Stop Jim Miller 916-804-9225<br />
Sierra Northern Railway John J. Speight 916-640-0250<br />
U.S. Xpress Dale A. Tabat 707-426-3788<br />
Union Pacific Railroad Jeff Asay 916-789-6217<br />
Union Pacific Railroad Scott D. Moore 402-544-3706<br />
Union Pacific Railroad Jerry Wilmoth 916-789-6360<br />
Public Sector Stakeholders<br />
Exhibit 185 gives a listing of public sector representatives attending <strong>SACOG</strong> <strong>Goods</strong> <strong>Movement</strong><br />
Advisory Group meetings, other than <strong>SACOG</strong>’s own staf. The list ilustrates the breadth of<br />
agency involvement in goods movement issues. Note: This list will be extended and supplemented<br />
with other lists of agencies and jurisdictions in the final report.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 231
Exhibit 185: Public Sector <strong>Goods</strong> <strong>Movement</strong> Advisory Group Attendees<br />
Agency Contact Name Telephone<br />
CA Business, Transportation & Housing Jason Hone 916-323-5389<br />
Cal State, Sacramento College of Business Marty Wilson 916-278-7198<br />
Caltrans District 3 Patrick Tyner 916-274-0558<br />
Caltrans Division of Aeronautics Colette Armao 916-654-5346<br />
Caltrans Division of Aeronautics Kevin Ryan 916-653-3012<br />
Caltrans HQ Office of <strong>Goods</strong> <strong>Movement</strong> Dan McKell 916-651-6012<br />
Caltrans HQ Office of <strong>Goods</strong> <strong>Movement</strong> Tom Messer 916-653-4590<br />
Caltrans HQ Office of <strong>Goods</strong> <strong>Movement</strong> John Williamson 916-324-5527<br />
City of Citrus Heights Diane Nakano 916-727-4770<br />
City of Galt Chris Erias 209-366-7230<br />
City of Rancho Cordova Wes Ervin 916-923-1562<br />
City of Roseville Nela Luken 916-774-5281<br />
City of Roseville Paul Richardson 916-774-5276<br />
City of Sacramento Economic Development Jim Rinehart 916-808-5054<br />
City of West Sacramento Kurt Overmeyer 916-617-4535<br />
City of West Sacramento Stephan Patek 916-617-4645<br />
City of West Sacramento/Port of Sacramento Mike Luken 916-371-8000 x360<br />
County of Sacramento DWMR Doug Kobold 916-875-7087<br />
ECOS<br />
John Deeter<br />
EDCTC Mike Higgins 530-642-5262<br />
El Dorado County Shawna Purvines 530-621-5570<br />
El Dorado County DOT Richard Shepard 530-621-5981<br />
Port of Sacramento John Sulpizio 916-371-8000 x300<br />
Port of Sacramento/City of West Sacramento Tom Scheeler 916-617-4882<br />
SacDOT Dean Blank 916-874-6121<br />
Sacramento County Airport System G. Hardy Acree 916-874-0600<br />
Sacramento County Airport System John Febbo 916-874-0775<br />
Sacramento County Airport System Rob Leonard 916-874-0960<br />
Sacramento County Airport System George Munson 916-874-0767<br />
Sacramento Metro Chamber Sam Driggers 916-443-2672<br />
Sacramento Metro Chamber Dave Mason 916-552-6800<br />
SACTO Barbara Hayes 916-441-2144<br />
SMAQMD Jim Jester 916-874-4817<br />
SMAQMD Ron Maertz 916-874-4882<br />
SMAQMD Larry Sherwood 916-874-4880<br />
SMAQMD<br />
Karen Wilson<br />
Sutter County Danelle Stylos 530-822-7400<br />
UC Davis - ITS Yueyue Fan 530-754-6408<br />
YSAQMD Mat Ehrhardt 530-757-3673<br />
YSEDC Tim Johnson 530-751-8555<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 232
Appendix B: Jurisdictions Survey<br />
Cover Letter<br />
SUBJECT:<br />
Sacramento Area <strong>Goods</strong> <strong>Movement</strong> Study Questionnaire<br />
Dear _________________:<br />
<strong>SACOG</strong>, working with a specialized consulting team, has just initiated the first phase of a regional<br />
goods movement study to help better identify the issues and challenges related to moving<br />
freight in our six-county region. The primary goals of this first phase effort are to collect as<br />
much data as possible relating to goods movement; to identify trucking and rail issues; and to<br />
identify locations impacted by truck and rail traffic. Later phases of the project will lead to recommendations<br />
for improvements that will facilitate the movement of freight and related traffic<br />
while minimizing related impacts on local jurisdictions. <strong>SACOG</strong> will be relying on input from<br />
our local jurisdictions and other stakeholders so that we can understand your issues of interest<br />
with respect to freight movement within your jurisdiction. Ultimately, this effort will help the<br />
<strong>SACOG</strong> area more effectively compete for federal, state and regional funding that is available<br />
for “<strong>Goods</strong> <strong>Movement</strong>” related improvements.<br />
We suggest that the survey be distributed to the following departments/areas:<br />
Public Works: Traffic Engineering, Engineering, Design, Operations, Maintenance, etc.<br />
Administration/City Manager<br />
Planning<br />
Public Safety (Fire, Sheriff, etc.).<br />
We ask that you please distribute these forms and help ensure their completion. Please return the<br />
completed forms to the address below on or before April 14. You may email, fax, or mail your<br />
completed survey forms. The address to mail is: 265 Morgan Way, Roseville, CA 95678-6030<br />
Attn: Rita Brohman. Fax is (916) 772-2585, email is rlb@iteris.com.<br />
Any questions or comments regarding the letter or the survey may be directed to Rita Brohman<br />
at (916) 772-7976 or Jason Crow at (916) 340-6219. Thank you very much for your assistance.<br />
Sincerely,<br />
Mike McKeever<br />
Executive Director<br />
______________<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 233
SACRAMENTO AREA GOODS MOVEMENT STUDY<br />
QUESTIONNAIRE<br />
The purpose of this questionnaire is to collect information regarding goods movement trucking and railrelated<br />
problems and issues in your jurisdiction. Your comments will be used to help develop the Sacramento<br />
Area <strong>Goods</strong> <strong>Movement</strong> Study, which is being sponsored by <strong>SACOG</strong>. Call Rita Brohman (916-<br />
772-7976) at Iteris (consultant assisting with the project) or Jason Crow (916-340-6219) at <strong>SACOG</strong> with<br />
any questions regarding the survey or study effort. Please circulate this survey to the appropriate persons<br />
in your jurisdiction.<br />
JURISDICTION:<br />
_________________________________________________________________________________<br />
PLEASE LIST NAMES, TITLES AND PHONE NUMBERS OF ALL PERSONS WHO HELPED<br />
COMPLETE THE SURVEY (for follow-up questions):<br />
Name Title Phone<br />
_____________________________________________________________________________________<br />
_____________<br />
_____________________________________________________________________________________<br />
_____________<br />
_____________________________________________________________________________________<br />
_____________<br />
_____________________________________________________________________________________<br />
_____________<br />
_____________________________________________________________________________________<br />
_____________<br />
_____________________________________________________________________________________<br />
_____________<br />
1) Rank trucking-related impacts in your jurisdiction<br />
(1 = no problem, 3 = moderate problem, 5 = severe problem)<br />
11) Truck-Related Impact<br />
12) Severity Rank<br />
(circle appropriate rank for each type of impact)<br />
(1 = no problem, 3 = moderate problem, 5 = severe problem)<br />
Congestion Due to Trucks 1 2 3 4 5<br />
Neighborhood Intrusion by Trucks 1 2 3 4 5<br />
Truck Parking 1 2 3 4 5<br />
Truck Traffic Safety 1 2 3 4 5<br />
Street Deterioration Due to Trucks 1 2 3 4 5<br />
Hazardous Materials Hauling 1 2 3 4 5<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 234
Truck Noise 1 2 3 4 5<br />
Truck Air Pollution 1 2 3 4 5<br />
Night<br />
Nighttime Truck Operations 1 2 3 4 5<br />
Construction Trucks 1 2 3 4 5<br />
Long Haul Trucks 1 2 3 4 5<br />
Short Haul, Local Delivery Trucks 1 2 3 4 5<br />
Other<br />
___________________________<br />
_______________________________<br />
1 2 3 4 5<br />
2) What types of trucking-related facilities are present in your jurisdiction? Do they create<br />
problems and if so, what kind?<br />
TRUCK TRAFFIC GENERATORS<br />
Facility Type<br />
Present in your<br />
jurisdiction?<br />
(Yes/No)<br />
Creates Problems?<br />
(Yes/No)<br />
Describe Nature of Problem<br />
Truck Terminals<br />
Truck Sales/Repair<br />
Warehousing/Distribution<br />
Light Manufacturing<br />
Heavy Manufacturing<br />
Food Processing<br />
Agriculture<br />
Sand & Gravel<br />
Parcel Carriers<br />
(e.g., FedEx, UPS)<br />
Postal Service Centers<br />
Mail Order Businesses<br />
Moving and Storage<br />
Port or Barge Terminals<br />
Recycling or Scrap Operations<br />
Garbage Dumps or Transfers<br />
Utility Service Yard<br />
Corporation or Highway<br />
Maintenance Yards<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 235
Major Active Construction<br />
Sites<br />
Nurseries<br />
Grain/Feed Storage/Sales<br />
Other<br />
_______________________<br />
_______________________<br />
Other<br />
_______________________<br />
_______________________<br />
3) Is your jurisdiction experiencing problems on arterial streets due to truck movements?<br />
YES_____ NO______ If so, please define the problems and/or attach a map.<br />
4) Are there intersections experiencing problems related to excessive truck traffic or truck<br />
movements? YES_____ NO______ If yes, please define the problems:<br />
5) Does your jurisdiction have physical roadway inadequacies that may affect truck movements?<br />
These may include: Bridges (weight limits); Overpasses (height limits); Intersections<br />
(turning radii), etc.<br />
YES_____ NO______ If yes, please define the types and locations of inadequacies:<br />
6) Are there other trucking-related problems in your jurisdiction? (e.g. cut-through truck traffic<br />
in residential areas, on-street loading problems, off-street access, etc. If so, please describe:<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 236
7) Does your jurisdiction have a designated truck route system?<br />
YES_____ NO______ If yes, please attach a map of system.<br />
8) Does your jurisdiction have truck-related ordinances and/or other regulations?<br />
YES_____ NO______ If yes, please attach a copy.<br />
9) Are trucks prohibited on specific streets?<br />
YES_____ NO______ If yes, please list streets and/or attach map. Define restrictions - by<br />
hour, tonnage,<br />
# axles, etc.<br />
10) Truck traffic counts will be taken for this study or follow on studies. Please recommend<br />
streets and specific locations in your jurisdiction that would be appropriate for truck<br />
counts. Please list locations and/or attach map.<br />
11) Are there any residential or business groups that have been actively addressing problems<br />
relating to truck issues? YES_____ NO_____<br />
If we may contact any of these people/groups who might provide additional information<br />
regarding truck movements or issues, please list those contacts.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
Page 237
12) Please attach copies of any other related data you have that will help to identify problems<br />
and issues in your jurisdiction. These may include:<br />
Truck traffic counts (two years old or newer)<br />
AADT flow map<br />
General Plan elements that relate to trucks<br />
Any other information you feel will be helpful<br />
13) Are there any RAIL related impacts in your community such as congestion at grade crossings,<br />
grade crossing safety issues, noise or other? YES_____ NO_____<br />
If yes, please briefly explain the rail issues/impacts:<br />
14) Have there been any significant changes in the recent past related to goods movement impacts,<br />
or do you expect significant changes in the future based on your land use plans or<br />
other reason ?<br />
YES_____ NO_____<br />
If yes, please briefly explain the expected changes/impacts:<br />
THANK YOU VERY MUCH FOR YOUR ASSISTANCE!<br />
Please Email, Fax or Mail Completed Survey to:<br />
Rita Brohman, Iteris Inc.<br />
265 Morgan Way<br />
Roseville, CA 95678-6030<br />
FAX: (916)772-2585<br />
PHONE: (916) 772-7976<br />
Email: rlb@iteris.com<br />
Please submit your responses as soon as possible<br />
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Appendix C: Case Studies<br />
IKEA<br />
The opening of a 265,000 square-foot IKEA store in West Sacramento’s Riverpointe Marketplace<br />
on March 1, 2006, was welcomed both by city officials and innumerable Central Valley fans of<br />
the Swedish home-furnishings store who had grown weary of trips to the chain’s Bay Area outlets.<br />
An $18.3-billion global retailer, IKEA is the world’s leading home-furnishing retailer with<br />
235 stores in 34 countries on five continents. Located adjacent to the Reed Avenue exit off of<br />
I80, the IKEA store will eventually be joined by a Wal-Mart superstore and a Home Depot as<br />
well as a number of smaller stores and restaurants.<br />
The site is three miles from the intersection of two of the most important and busiest interstate<br />
highways in America–Interstate 5 and Interstate 80.<br />
The IKEA store contains display areas for a range of 8,500 different products. It sprawls across<br />
two floors and features 53 room settings, 3 model homes, and a 250-seat restaurant serving a variety<br />
of meals including Ikea’s signature plate –Swedish meatballs. Outside are 1,200 parking<br />
spaces. The store also has a supervised children's play area, said to be a big plus for IKEA’s chief<br />
customer -- a mom in her late 30s.<br />
IKEA is more than a retailer; it is also an innovative story in logistics. In the 1950s, when an employee<br />
could not fit a table into the trunk of a customer’s car, he solved the problem by removing<br />
the legs for later attachment. From that the idea of packing as furniture products into flat packages<br />
arose. By shipping furniture unassembled in flat packages, IKEA has realized huge savings<br />
in its transportation costs. The company’s distribution centers also began aranging products on<br />
shipping pallets in exactly the manner they would be displayed on the selling floor. "For every<br />
truck container we have, another home-furnishings retailer would need seven," boasted a company<br />
spokesman.<br />
One of IKEA's strictest site-location requirements in the U.S. is that all stores be located directly<br />
off a major freeway.<br />
IKEA sources its products globally, and a growing percentage of those products are coming from<br />
the Far East. Yet the majority still comes from Europe, which remains the epicenter of its international<br />
business world.<br />
The new West Sacramento store, like its counterparts up and down the West Coast from San<br />
Diego to British Columbia, is supplied primarily from a huge distribution facility IKEA has established<br />
on the Tejon Ranch south of Bakersfield. A few items such as mattresses and sofas are<br />
shipped directly to the store by vendors in Arizona and New Mexico.<br />
Even though the West Sacramento store is located adjacent to a Union Pacific mainline, everything<br />
sold at the store arrives by truck. IKEA, in general, very rarely ships by air. As the West<br />
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Sacramento store’s logistics manager Ulrich Beck told an interviewer: “I doubt this store wil<br />
ever ship anything by air.”<br />
Worldwide, two-thirds of IKEA’s merchandise is sourced in Europe. Another 30 percent comes<br />
from Asia. Just three percent–largely those mattresses and sofas -- is North American in origin.<br />
Virtually all of the items for sale at the West Sacramento store arive in 53’ containers hauled up<br />
I5 from the Tejon Ranch DC by a contractor, Knight Transportation of Phoenix. Beck estimates<br />
that less than 1 percent of their products come to the store directly through the Port of Oakland.<br />
IKEA's Western North American Distribution Center is located on the Tejon Ranch Industrial<br />
Complex located on an 80 acre site near the intersection of Highway 99 and Interstate 5 outside<br />
of Bakersfield. It is a 1.7 million-square-foot building. With 99 percent of its imported merchandise<br />
arriving at the Port of Long Beach, IKEA had its site-location consultant conduct a mileage<br />
study to determine the “equilibrium point” of posible locations taking into account long-term<br />
growth plans. The DC had to serve IKEA stores from San Diego to Vancouver. The next step<br />
was to study the labor markets; stability and availability factors as well as wage rates were<br />
evaluated. The final phase took into consideration construction and land costs as well as community<br />
and fees. The new DC replaced a smaller facility in Ontario, California. It is also a special<br />
foreign trade subzone operated under the auspices of the Port of Los Angeles.<br />
In an average week, 20-22 trailers are unloaded at five loading docks located at the rear of the<br />
West Sacramento store. (There is also a slanted ramp on the west side of the building to facilitate<br />
home-delivery of heavy or bulky items.) The pace quickens in the week to ten days before and<br />
after IKEA’s two big sales periods. Here’s a surprise: Christmas isn’t one of them. Instead, IKEA<br />
holds a summer sale starting at the end of May that runs through early June. A second sale is held<br />
to mark the occasion in late August when IKEA issues its annual catalog. (The international publication<br />
run is 160 million.) In the week or so before these two major sales periods, as many as 6-<br />
8 truckloads of merchandise will be unloaded each day at the West Sacramento store. And that<br />
pace is repeated in the week immediately after a major sale, as the store replenishes its shelves<br />
with new merchandise.<br />
Traveling time for truckers hauling containers of IKEA merchandise from the Tejon Ranch DC to<br />
West Sacramento is normally six hours. To minimize traffic delays, the trucks move by night.<br />
The trailers are unloaded between 3 and 4 in the morning. Returned merchandise and empty pallets<br />
are then loaded into at least one of the containers for the trip back to Tejon Ranch. (Packaging<br />
materials are collected for recycling. The West Sacramento store has its own trash compactor<br />
and contracts with Waste Management to remove both recyclables and other refuse from the facility.)<br />
With the unloading typically taking two hours, the schedule enables the trucks to clear the Sacramento<br />
area before morning commute traffic starts.<br />
Home-delivery of heavy or bulky items is out-sourced to a local delivery firm.<br />
Every third week, a truck delivers a container full of Polish wood products that has been shipped<br />
via an East or Gulf Coast port. Smaller shipments arrive daily via UPS and FedEx, chiefly to<br />
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meet demand for specific items that are in short supply. Every Friday morning, the store also<br />
takes delivery of plants from a local nursery. Three trucks with miscellaneous items arrive during<br />
an average week with goods from local contractors for the store’s restaurant and the Bistro/Swede-Shop<br />
area adjacent the check-out counters. Up to five smaller truck deliveries will be<br />
made weekly with items such as linen and office supplies. Materials required for facility maintenance,<br />
ranging from light bulbs to cleaning fluids, arrive on trucks delivering 2-3 pallets a week.<br />
Fresh bread and produce for the store’s second-floor restaurant are delivered every day.<br />
Which get us back to those meatbals. They’re not actualy from Sweden. Nor are they the<br />
handiwork of the Swedish chef. But even though they are sourced locally, the recipe is genuine.<br />
Not a single meatball was served up to the public until a panel of certified Swedes conducted a<br />
series of tastings to make sure that the taste and texture of these meatballs would please the most<br />
discriminating Swedish pallet. The company began serving up meatballs and other Swedish<br />
foods in the late 1950s, after noticing that shoppers left the store to eat at midday. Today, there’s<br />
no reason to leave the store.<br />
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Los Rios Community College District<br />
Not all regional institutions with a vested interest in facilitating the movement of trucks are engaged<br />
in the conveyance of goods. Consider the widely dispersed campuses of the Los Rios<br />
Community College District which rely upon a central facility in Rancho Cordova for their maintenance<br />
services.<br />
With a district-wide enrollment that totaled 71,430 in 2005 the LRCCD is a major force in adult,<br />
post-secondary education in the Sacramento region. One in every twelve adults in the greater<br />
Sacramento area is enrolled at one of the four main campuses. For many, the district offers a<br />
unique path to otherwise unattainable personal and professional goals. In the fall of 2005, 36.7<br />
percent of all students in the district were first generation college students. Many are immigrants<br />
or members of minority groups traditionally under-represented in California’s coleges and universities.<br />
Of those enrolled in 2005, 51.4% aimed to transfer to a four-year college.<br />
Its primary campuses are American River College (31,488 Fall 2005 enrollment), Sacramento<br />
City College (21,788), Cosumnes River College (11,632, and Folsom Lake College (6,522). But<br />
it also has community outreach centers in West Sacramento, Davis, downtown Sacramento, Natomas,<br />
Rancho Cordova, and Placerville. The district also offers a variety of special services to<br />
businesses large and small and to government agencies at a location on Ethan Way in Sacramento.<br />
The district has grown with the community. Today enrollment today is more than 45% higher<br />
than what it was just ten years ago. In fall of 2005, the district opened more than 300,000 square<br />
feet of new and modernized facilities at its four colleges— the single largest opening of facilities<br />
in its district’s history. Folsom Lake Colege added nearly 100,000 square feet in educational<br />
space as well as a new bookstore and cafeteria; American River College opened its new Natomas<br />
Center which is already enrolling more than 3,000 students; and Cosumnes River and Sacramento<br />
City colleges opened a new Learning Resources Center and a Technology Center, respectively.<br />
The district’s master plan envisions four more campuses to be build adjacent light rail stations<br />
by 2012.<br />
All of these campuses require the attention of maintenance personnel with the wide range of<br />
skills that often go unappreciated until they are needed. Rather than duplicate maintenance functions,<br />
the district recently consolidated its maintenance and support operations at a 20,00 squarefoot<br />
site in Rancho Cordova, near Bradshaw and Hwy. 50. The site was specifically selected because<br />
of its ready highway access.<br />
From the Ranch Cordova site, a fleet of 56 service vehicles move around the region to meet the<br />
district’s maintenance and repair needs. (Basic custodial and grounds keeping remain the responsibility<br />
of each teaching site.) The maintenance facility’s staf curently numbers 84 ful-time<br />
employees.<br />
According to LRCCD chancellor Brice Harris, the district has realized considerable cost savings<br />
by consolidating the maintenance programs of the individual campuses. He estimates that, were<br />
the district forced to duplicate the services of this central facility at each of the individual teach-<br />
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ing and administrative sites, the district’s $9 milion maintenance budget would be at least double.<br />
Pablo Manzo, the district’s maintenance director thinks that may be an understatement: “I believe<br />
double would be conservative given the duplication of not only personnel but fleet vehicles,<br />
specialized tools and equipment, training, regulatory compliance, and facilities shops/offices at<br />
each site.”<br />
Of course, having a centralized maintenance facility means that maintenance personnel accumulate<br />
an increasing amount of what they cal “windshield time,” the minutes spent negotiating<br />
through congested traffic to get to and from their assignments.<br />
What specific botlenecks or delays do the district’s maintenance personnel face? According to<br />
Manzo: “Geting to American River Colege from the facility maintenance center in Rancho<br />
Cordova has become an issue. It takes longer and longer to traverse Watt avenue from Hwy. 50<br />
to Auburn Blvd., or loop back through town and take Business 80, which can also be slow any<br />
time of day. Of course, the tradeoff is that we can get to Cosumnes River College and Folsom<br />
Lake College much quicker.”<br />
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Sacramento Bee<br />
It takes a lot to publish a daily newspaper and get it delivered to 293,000 subscribers Monday<br />
through Saturday and to 331,000 subscribers each Sunday.<br />
Start with the paper and ink. Lots of paper and ink.<br />
Shipments of newsprint, the largely recycled paper on which newspapers are printed, arrive<br />
every weekday at the Bee’s production facility, which covers three city blocks immediately adjacent<br />
to the newspaper’s editorial and administrative ofices in Midtown Sacramento.<br />
Newsprint comes in rolls, each some four feet in diameter and weighing nearly 1700 pounds.<br />
Unraveled, each rol is a ribbon of paper stretching some nine miles. On average, the Bee’s printing<br />
presses chew through nearly 200 of these huge rolls every day.<br />
Getting that much paper to the Bee requires some heavy-lifting.<br />
Last year, for example, paper mills in Oregon, Washington and British Columbia supplied the<br />
Bee with exactly 72,163 rolls of newsprint, weighing in at a total of 55,534 metric tons. Just under<br />
30 percent arrived by truck -- 848 truckloads carrying 21,086 rolls to be precise. The rest<br />
rolled in on 558 rail cars to a rail siding on the old R Street industrial corridor directly behind the<br />
newspaper’s buildings. (The Bee and the Blue Diamond Growers complex at 18 th and C Streets<br />
are the only remaining businesses in the Central City still served directly by rail.)<br />
Newsprint shipments arrive everyday, Monday through Friday. As with other supplies coming to<br />
the Bee, the newsprint trucks are scheduled to arrive during day-light hours so as not to conflict<br />
with the late night flow of trucks leaving with freshly printed newspapers.<br />
Because each rail car can accommodate more than three times the number of rolls that can be<br />
shipped in a single tractor-trailer, the Bee would prefer to receive as much newsprint as possible<br />
by rail. Selecting the mode of transport, however, is the prerogative of the paper mills, and continued<br />
use of rail will hinge on whether the railroads continue to provide reliable, economic service<br />
between the Pacific Northwest and the Sacramento region. It will also depend on the willingnes<br />
of Union Pacific to maintain service along the rail spur linking the Bee’s siding to the<br />
region’s rail yards.<br />
Paper, of course, is nothing without ink, and the Bee consumes well over 100,000 pounds of the<br />
stuf every month. The newspaper’s principal ink wel, located in a sub-basement beneath the<br />
printing presses, is a tank capable of holding 52,000 pounds (or about 6500 gallons) of black ink.<br />
Nearby are separate tanks each able to hold up to 30,000 pounds each of red, blue and yellow<br />
inks. (The Bee is installing new printing presses which will enable it to expand its use of color.)<br />
All of these inks arrive in tanker trucks from two ink suppliers in Sparks, Nevada. The trucks,<br />
which have a capacity of 35,000 to 40,000 pounds, pul into the parking lot behind the Bee’s<br />
production plant and pump their cargos through a maze of pipes to the appropriate storage tanks<br />
two floors below. The process is not unlike that used to delivery gasoline to filling stations.<br />
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A third key item integral to producing a newspaper are the aluminum plates on which the contents<br />
of each page of the newspaper are etched. Each year, the Bee goes through about 50,000 of<br />
these plates, which are sourced from a manufacturer in Argentina. Shipped by sea to the Port of<br />
New York-New Jersey, they are then transported by truck to Sacramento.<br />
Printing a newspaper is one thing; getting it out to homes, offices and newsstands is another.<br />
The Bee publishes two editions. The first is the so-called State Edition, with a press run of about<br />
31,000 copies (37,000 on Sundays). It is intended primarily for distribution outside of the Sacramento<br />
region. Some 500 copies of the State Edition are shipped to the post office for mailing to<br />
subscribers throughout the nation and the world.<br />
Printing of the State Edition typically begins at 10:15 every night. Within fifteen to twenty minutes,<br />
the first bundles are being carted to the loading docks. By 11:30, six trucks owned and operated<br />
by private contractors have departed, carrying copies of the State Edition along designated<br />
trunk routes heading west into the Bay Area, north as far as Medford, Oregon, and south as far as<br />
Modesto.<br />
At various points along those trunk routes, bundles of papers are dropped off for distribution<br />
along numerous sub-routes. In Chico, for examples, the papers are dropped with a distributor<br />
who has contracted with 12 carriers for delivery to homes, offices and newsstands.<br />
The press run of the much larger <strong>Final</strong> Edition, numbering some 270,000 copies on weekdays<br />
and 297,000 on Sundays, begins about 11:40 p.m. each night. The first bundles start departing<br />
around midnight, and by 2:30 a.m. the last copies of the <strong>Final</strong> Editions have left the building.<br />
The trucks carying them belong to the Bee and are moving out to the paper’s 19 primary distribution<br />
centers scattered throughout Sacramento, Yolo, Placer and El Dorado counties– the Bee’s<br />
core circulation area.<br />
There the delivery trucks -- a combination of straight-trucks and vans -- are met by the army of<br />
approximately 1300 individual carriers who will use their own conveyances to deliver the Bee.<br />
(85% of the <strong>Final</strong> Edition go to homes and offices; 15% to newsstands.)<br />
The day of the enterprising young paper-boy has long since passed. 97% of the deliveries are<br />
made by adults driving their own vehicles.<br />
And it’s not just the handiwork of the Bee’s reporters and columnists that these cariers are delivering.<br />
Each night between 8 and 11pm, four trucks arrive at the Bee from printing plants in the Bay<br />
Area carrying as many as six national newspapers for which the Bee handles local delivery<br />
throughout its distribution area. These newspapers are: The New York Times, the Wall Street<br />
Journal, the Financial Times, Investors Busines Daily, and Baron’s. Upon arival at the Bee’s<br />
midtown production plant, these newspapers are shuttled to local distribution centers ahead of<br />
the Bee’s <strong>Final</strong> Edition.<br />
<strong>Final</strong>y, there’s what the British sometimes cal bumpf.<br />
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Last year printing plants throughout the West, working under contract with individual advertisers,<br />
produced some 1.6 billion pieces of promotional material–advertising inserts that wound up<br />
hiding amidst the pages of the Bee. These inserts are delivered by truck as well, usually in advance<br />
of the intended circulation date.<br />
Once it’s time to distribute them, Bee employees use high-speed machines to group advertisers’<br />
inserts with others destined for the same delivery routes. Each day’s newspaper contains at least<br />
one soft news section that is typically printed hours or even a couple of days in advance of the<br />
rest of the day’s paper. These sections are loaded onto large machines which automaticaly drop<br />
packets of preprinted advertising into the "jacket" created when the section is opened. These sections<br />
are then strapped into bundles coded with distribution codes and are sent out by truck to the<br />
distribution centers. Hours later, when the <strong>Final</strong> Editions show up, carriers merge the sections<br />
containing advertising inserts with the rest of the paper.<br />
And that, as the Bee’s publicists like to describe it (presumably with apologies to Eugene<br />
O’Neil), sums up “a long night's journey into day.”<br />
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Teichert Aggregates<br />
Concrete is literally the foundation on which modern civilization is built, and aggregate is one of<br />
its main ingredients. Demand for aggregate is driven chiefly by housing construction, which<br />
means that fast-growing regions like Sacramento use huge amounts of the stuff. In fact, regional<br />
demand is estimated by local construction industry experts to be approximately 10 tons per capita.<br />
In that light of that fact, it should not come as a shock–although it still does–that transporting<br />
aggregate from quarries to job sites in the six-county <strong>SACOG</strong> region requires no fewer than<br />
800,000 truck trips per year, on roads constructed in large part with aggregate.<br />
"We need it for roads, we need it for buildings, we need it for cement; it's a critical building supply,"<br />
said Sacramento County economic development director Paul Hahn recently commented in<br />
a Sacramento Bee article about proposals to open new aggregate mining operations in rural parts<br />
of eastern Sacramento County.<br />
While concrete is familiar to everyone, aggregate is not. In its raw form, it is a gravelly mix of<br />
small rocks and stones harvested from quarries chiefly located in the dry creek and river beds.<br />
Before being used, aggregate is washed and sorted by size and appearance. Larger stones may be<br />
crushed to provide the material for specialized use such as ballast to support underground sewer<br />
pipes. Aggregates of particular colors may be reserved for decorative projects.<br />
Teichert Materials is one of this area’s largest purveyors of concrete as wel as aggregate, asphaltic<br />
concrete, and concrete pipes and other precast products. Whether the client is building a<br />
downtown skyscraper or pouring concrete for a backyard patio in Elk Grove, Teichert Materials<br />
or one of its competitors is probably on the job. Some of the firm’s most recent high-profile projects<br />
the Cache Creek Casino-Resort expansion, the massive East End state office project in<br />
downtown Sacramento, and the new parking structure at Sacramento International Airport.<br />
Along with its sister company Teichert Construction, Teichert Materials traces its corporate roots<br />
back to 1887 when Adolph Teichert got his first contract in Sacramento building the sidewalks<br />
around the State Capitol.<br />
Today, Teichert Materials mines and supplies sand and gravel from several sites throughout the<br />
region. The company serves a market that stretches from Marysville to Fresno and from Woodland<br />
to Truckee. With locations throughout Northern California and the Central Valley, the company<br />
is one of the largest aggregate producers in the United States. In addition to aggregate and<br />
ready-mix concrete, the company’s product line features aggregate asphaltic concrete for road<br />
construction and precast products for underground utilities and infrastructure construction - such<br />
as storm drains, sewers, manholes, and boxes for electrical, telecommunications, and gas.<br />
Demand in the six-county <strong>SACOG</strong> region has been strong in recent years, tracking the rise in<br />
residential and commercial construction. The aggregate market is driven by housing construction<br />
(which in turn drives a lot of commercial construction in the shape of schools, shopping centers,<br />
churches, fire houses, etc.). Housing starts at therefore a dominant leading indicator of demand.<br />
The other big driver of demand in the industry locally is Caltrans.<br />
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Californians use a bit more aggregate than the average American; per capita demand here averages<br />
7 tons per year statewide. But there can be wide variations in demand from county to county<br />
and even from neighborhood to neighborhood. Demand is generally lower in build-up areas seeing<br />
little new construction of roadways. It is highest in fast-growing suburban areas where new<br />
roads, sewers and other infrastructure need to be constructed. The industry Rule of Thumb holds<br />
that a new subdivision in the Sacramento region will require, on average, 40 tons of aggregate<br />
per house.<br />
Geology can also influence the level of demand. For example, the damp, soggy soils in the Natomas<br />
area require more aggregate to support roads than in Elk Grove. Overall, according to Teichert<br />
Material’s Bob Gustafson, demand in the Sacramento region to be 10 tons per year per capita.<br />
Not surprising, the transportation of the company’s products involves some heavy-lifting. According<br />
to the latest Commodity Flow Survey conducted by the U.S. Census Bureau, crushed<br />
stone and gravel represented fully 16 percent (by weight) of all commodities transported in U.S.<br />
in 2002. That is more than shipments of coal or petroleum products. With an average truck load<br />
of 40 tons of aggregate and with a regional population of about 2 million, the Sacramento region<br />
generates enough demand for aggregate to fill 800,000 trucks per year.<br />
Yet these trucks don’t go very far. Aggregate is a commodity with an exceptionaly low value-toweight<br />
ratio. Average transportation cost is ten cents per ton per mile. That makes it uneconomical<br />
to transport it any appreciable distance. In the Central Valey, company’s moving aggregate<br />
tend to observe a “Thirty-mile Rule” –30 miles being the typical distance hereabouts between<br />
permitted aggregate sites. Except for a specialized, more expensive product like decorative aggregate,<br />
hauling more than 30 miles is rare.<br />
Half of Teichert’s aggregate is sourced localy, chiefly from quaries located south of Hwy. 50<br />
along an ancient bed of the American River. Teichert's American River Drive headquarters sits<br />
atop a former mining site, as does the 129-acre Granite Regional Park in Sacramento. Another<br />
thirty percent comes from the Marysville area and the other twenty percent from the Woodland/Cache<br />
Creek area. Much of Sacramento County has been mined over the past century.<br />
Teichert subcontracts for the hauling of aggregate. Construction is a seasonal business, and Teichert<br />
does not want to invest in heavy equipment that may sit idle in the off-season, generally<br />
early December through the end of April. The prime season for the construction industry in this<br />
area is May through end of November, although is largely weather driven. Last year work continued<br />
through December because rains were late. Conversely, late spring rains this year delayed<br />
start of normal building season.<br />
The need to move large numbers of heavy trucks through urban and suburban areas gives rise to<br />
a wide range of issues. Like virtually every company with distribution facilities south of Hwy.<br />
50, the absence of a suitable connector road to the Interstate 80 corridor near Roseville was mentioned<br />
as a high priority. Access along Hazel from mines along American River to Roseville area<br />
is second priority. The desirability of grade separations from Light Rail lines adjacent to Hwy. 50<br />
was also cited as a way to facilitate truck movements.<br />
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In recent months, Teichert and two competitors -- Granite Construction and DeSilva Gates–<br />
have filed applications to mine aggregate in rural parts of eastern Sacramento County. Granite<br />
would mine on a ranch adjacent to one Teichert plans to buy from developer Angelo K. Tsakopoulos<br />
near the community of Walltown. Meanwhile, Dublin-based DeSilva Gates Construction<br />
has applied for permits to establish quarries on both sides of Scott Road north of Deer Creek<br />
Hills.<br />
According to a June 24 article by the Sacramento Bee’s Mary Lynne Velinga: “Both Teichert<br />
and Granite use rubber conveyer belts to transport aggregate from existing mines along a former<br />
bed of the American River to a processing facility where the rocks are washed, sorted, crushed,<br />
and turned into asphalt or concrete. Teichert's conveyer stretches six miles; Granite's three and a<br />
half. Conveyers cross under both Bradshaw Road and Jackson Highway. At one point, the companies'<br />
conveyers trundle over each other like a miniature convergence of two freeways.”<br />
Teichert indicates that it would use a similar conveyer belt to move some of the aggregate from<br />
this new mine to its existing Grantline Road processing facility. It concedes, however, that most<br />
of the aggregate would be transported by trucks that would use a new access road it would build<br />
in conjunction with Granite Construction. For its part, DeSilva Gates would send an estimated<br />
500 trucks a day along Scott Road.<br />
Teichert’s Gustafson observes that the aggregate company’s main public relations problem involves<br />
truck traffic, specifically the noise and the congestion that follow in the wake of a huge,<br />
slow-moving truck carrying several tons of gravel. According to Gustafson, air quality issues<br />
seem to be secondary cause for local opposition, especially when asphalt plants needed for major<br />
road construction or repair projects need to be sited.<br />
Over time, the company’s primary transportation routes are expected to shift.It is estimated that,<br />
within 50 years or so, Teichert’s American River aggregate quaries wil play out. When that<br />
happens, more of the burden of supplying most of the region’s construction needs wil likely fal<br />
to the so-called Marysville Gold Fields. These quarries, which range east of Marysville and north<br />
of Beale Air Force Base in Sutter County, are estimated to contain two-thirds of the entire state’s<br />
“permited reserves” of aggregate. (There may be additional aggregate sites, but, because of environmental<br />
concerns or local political opposition, these sites are off-limits for development.) As<br />
the need arises to ship ever larger volumes of aggregate to some of the region’s fastest-growing<br />
housing markets, Gustafson sees traffic congestion around Lincoln emerging as a major bottleneck.<br />
A new road bypasing Lincoln would be something on the company’s wish-list.<br />
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Whole Foods Market<br />
Consumers across America but especially in California have come to demand an ever-widening<br />
array of food products from their local grocers. We have been rewarded with unprecedented variety.<br />
To accommodate the resulting cornucopia, stores have exploded in size, leading to the expectation<br />
that soon customers might have to use GPS to find the frozen blueberries. Groceries now<br />
routinely boast full-service delis, in-store bakeries, extensive wine and liquor selections, a wonderfully<br />
baffling array of cheese counters, increasing stocks of organic foods, and sushi bars have<br />
become de rigueur in many areas.<br />
So accustomed are most of us to finding our groceries fully-stocked with merchandise, perhaps it<br />
isn’t needles to say that al of these products have to be delivered by truck. Although the penny<br />
may occasionally drop when we see a 53-foot trailers with Raley’s or Safeway painted on it being<br />
hauled down the freeway, it is safe to say there is very little public awareness of what it takes<br />
to supply our neighborhood groceries.<br />
Consider the Whole Foods Market on the northeast corner of Arden and Eastern Avenues in Sacramento.<br />
It is part of a chain dedicated to providing organic foods products to health-conscious<br />
American consumers. It is also on the cutting edge of the food-shopping as theater movement.<br />
Whole Foods Market has a product selection of perishable foods and most of its products are<br />
from natural food vendors. The company also sells a limited selection of conventional national<br />
brands. Whole Foods Market's product categories include produce, seafood, grocery, meat and<br />
poultry, bakery, prepared foods and catering, specialty (beer, wine and cheese), whole body (nutritional<br />
supplements, vitamins, body care and educational products, such as books), floral, pet<br />
products and household products.<br />
Each morning it receives a delivery of its private label merchandise, frozen foods, baked goods,<br />
and bulk cofee from the chain’s regional distribution center in San Francisco. After dropping of<br />
the daily shipment, that truck will pick up fresh produce from regional growers before heading<br />
back to the DC, which will soon be relocated to Vacaville.<br />
But that truck supplies only a portion of what the store stocks. Deliveries of natural foods and<br />
food products also arrive six days a week from the United Natural Foods warehouse in Rocklin,<br />
a 487,000-square-foot structure formerly occupied by Ace Hardware. Nature’s Best in Santa<br />
Cruz delivers to the store once a week. Clover Stornetta Dairy delivers milk and other dairy<br />
products six days a week from its Petaluma processing plant, the only one nationwide that runs<br />
both conventional and organic milk every day. Fresh fish is brought in daily from Whole Food’s<br />
California Distribution Center in San Francisco. Cuts of meat arrive from the Oregon Beef Company.<br />
Nutritional items and body care products such as vitamins and lotions typically arrive in<br />
smaller parcels delivered by UPS, which may call at the store as many as five times a day. Approximately<br />
ten percent of the store’s merchandise is supplied by local vendors, from organic<br />
produce to fresh flowers to corn chips, preserves and a peanut butter formulated specifically to<br />
the tastes of a panel of local kids.<br />
Competitive forces within the food retailing industry have forced mergers and acquisitions. As<br />
more and more products are put on display, floor space has become increasingly precious, and<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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ack-of-the-store storage areas have become luxuries no grocery can afford. As a result, deliveries<br />
are made more frequently and in smaller quantities. Today, the typical large supermarket receives<br />
two daily deliveries of goods from regional distribution centers via tractor-trailers. But<br />
stores are also served by small fleets of vehicles of various dimensions bearing specialty products,<br />
cut flowers, baked goods, dairy products, etc.<br />
Large chain stores served by huge distribution centers typically receive ten to twenty smaller<br />
truck deliveries, but stores that are part of smaller chains may receive as many as one hundred<br />
deliveries a day. During a one week period in early May 2006, the Whole Foods market in Sacramento<br />
received the deliveries shown in Exhibit 186. The weekday average was 96 deliveries.<br />
Exhibit 186: Daily Deliveries at Whole Foods Market<br />
140<br />
120<br />
120<br />
100<br />
100 100<br />
Daily Deliveries<br />
80<br />
60<br />
80<br />
80<br />
50<br />
40<br />
20<br />
12<br />
0<br />
Monday Tuesday Wednesday Thursday Friday Saturday Sunday<br />
Deliveries, which are made to the back of the store, are generally scheduled so that no unloading<br />
takes place before 7:30 in the morning. However, the large delivery trucks from the Whole Foods<br />
Bay Area distribution center will often arrive as early as 6 a.m. to avoid early morning rush-hour<br />
traffic. Likewise, several local vendors will show up as early as 5 a.m., parking in the lot in front<br />
of the store. According to the store manager or team-leader, unloading deliveries at night between<br />
9 and 11 is under consideration.<br />
For economic as well as environmental reasons, the store is shifting from using a trash compactor<br />
to composting of waste paper and cardboard. According to the California Integrated Waste<br />
Management Board., the twenty Whole Foods markets in Northern California last year composted<br />
4,433 tons of material, recycled 1,200 tons of plastics, aluminum, and glass, and 2,393<br />
tons of cardboard. That is an annual average of nearly 350 tons or nearly 20 truckloads per store<br />
per year, not including municipal waste pickups. The savings averaged $6,000 per store per year.<br />
090906 <strong>Final</strong> <strong>SACOG</strong> <strong>Phase</strong> 1 <strong>Goods</strong> <strong>Movement</strong> <strong>Report</strong> THE TIOGA GROUP<br />
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