Increasing annual infrastructure spending in the U.S. by $157bn over the next eight years would save $3.1tr in gross domestic product, $1.1tr in trade and 3.5 million jobs, according to a report from the American Society of Civil Engineers.

A few weeks back I referenced the work of Robert J. Gordon, an economist and professor at Northwestern University. In a paper published last September for the Centre for Economic Research, he laid out the history of the first three industrial revolutions. And he asked whether a fourth, supposedly driven by the internet and other advances in information technology, could come anywhere near its predecessors in terms of productivity improvements.

In discussing how the business model at Canadian National Railway has changed over the last 10 years or so, Claude Mongeau, CEO at CN, recognized the importance of the supply chain.

Resilience and resourcefulness are two terms that have become closely associated with North American railroads in recent years. The industry has emerged from the worst economic recession since the Great Depression in relatively solid shape, and enters 2013 positioned for growth.

A familiar concept is extended into the logistics arena, to help Dow Chemical Co. forecast both short- and long-term capacity requirements for transportation services.

Working closely with Haesaerts Intermodal and Procter & Gamble, Dow Chemical Co. implemented a multifaceted plan for significantly reducing its carbon footprint caused by the movement of a crucial chemical from France to Russia.

Dal-Tile Corp. and partners, whose products couldn't be more different, have something in common: reduced transportation costs through railcar co-loading.

As I waited to pay for my groceries the other day, a manager instructed a novice bagger on the art of separating lighter items, like the eggs, from heavier ones, such as a 12-pack of canned dog food. Like to like, the boss said; that way stuff doesn't get crushed on the ride home.