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    <title>Transport Research International Documentation (TRID)</title>
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    <copyright>Copyright © 2026. National Academy of Sciences. All rights reserved.</copyright>
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    <managingEditor>tris-trb@nas.edu (Bill McLeod)</managingEditor>
    <webMaster>tris-trb@nas.edu (Bill McLeod)</webMaster>
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      <title>Transport Research International Documentation (TRID)</title>
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      <title>COST CENTERS: A NEW APPROACH TO TRANSIT PERFORMANCE</title>
      <link>https://trid.trb.org/View/194881</link>
      <description><![CDATA[This article illustrates a "cost center" approach to a route by route evaluation of the Mercer Metro System (Trenton, New Jersey).  In this approach, each route is treated as a separate operating entity; for each route, revenue, cost and the resulting margin are determined to assess the relative "profitability" of each transit line. Costs are determined using a three-variable cost allocation model.  Based on this cost/revenue analysis, the routes are ranked and clustered into four performance quartiles; those in the first quartile require little or no change, while those in the last are candidates for elimination or substantial revision. The author stresses that priorities related to route revision should be related not only to operating ratio but also to the relative volume of service generated; financial evaluation of transit routes should be tempered with the social value of the service.]]></description>
      <pubDate>Tue, 30 Aug 1983 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/194881</guid>
    </item>
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      <title>NORTHEAST CORRIDOR IMPROVEMENT PROGRAM. TASK 1: MANAGEMENT SURVEY SUMMARY REPORT</title>
      <link>https://trid.trb.org/View/63483</link>
      <description><![CDATA[The summary report presents an overview of the organizational structure and construction management function of several, largely transportation oriented, construction projects. The nine organizations surveyed were: (1) Alyeska Pipeline Service Company, (2) Bay Area Rapid Transit District, (3) Chicago Transit Authority/Chicago Urban Transportation District, (4) Dallas-Fort Worth Regional Airport, (5) Federal Highway Administration/New York State Department of Transportation, (6) Metropolitan Atlanta Rapid Transit Authority, (7) Massachusetts Bay Transportation Authority (8) Naval Facilities Engineering Command/Trident Project, and (9) Washington Metropolitan Area Transit Authority. The data reported focuses on six major topics for each organization. They are: (1) project and organization background and overview, (2) funding and budgeting considerations, (3) project management and project monitoring, (4) construction project management, including cost and schedule controls, (5) management information systems, and (6) institutional considerations.]]></description>
      <pubDate>Mon, 16 Feb 1981 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/63483</guid>
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    <item>
      <title>CAR HIRE ALLOCATION</title>
      <link>https://trid.trb.org/View/71709</link>
      <description><![CDATA[A computer system is allocating ICG Car Hire Expenses to responsibility centers.  These responsibility centers consist of specific terminals, trainmaster territories and repair facilities, as well as general categories of Car Distribution and Marketing.  The system collects reports of operational events, creates pairs (e.g., Arrival-Departure), assigns responsibility to each pair and calculates the associated Car Hire Expense.]]></description>
      <pubDate>Thu, 18 May 1978 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/71709</guid>
    </item>
    <item>
      <title>ANATOMY OF SUCCESS</title>
      <link>https://trid.trb.org/View/67625</link>
      <description><![CDATA[The success of the Chessie system is the result of many factors, among which are the diversity of its operations and the importance of coal transportation.  Coal represents 40% of the Chessie's business, making it the largest U.S. rail carrier of coal.  Freight operations are facilitated by efficient yard operations; a new automated yard jointly serving the B&O and the C&O is being built in Cincinnati. The structure of the company--divisional profit centers-- is also regarded as an important element in the organization's success.]]></description>
      <pubDate>Wed, 11 May 1977 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/67625</guid>
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      <title>NEW ENGINEERING SETUP EMPHASIZES DIVISIONAL AUTONOMY</title>
      <link>https://trid.trb.org/View/34904</link>
      <description><![CDATA[Chessie System has reorganized its maintenance of way organization so that system officers coordinate major maintenance activities, construction projects and rail laying, but regional and division offices have primary responsibility for directing and coordinating field forces and for efficient utilization of available resources.  Each division has a staff constituted to make it self-sufficient in initiating and carrying out all construction and maintenance work on the division.  Major projects are handled either at system or regional level.]]></description>
      <pubDate>Fri, 05 Nov 1976 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/34904</guid>
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      <title>SOVIET STANDARDS FOR CALCULATING LABOUR COSTS FOR ROUTINE TRACK MAINTENANCE</title>
      <link>https://trid.trb.org/View/46773</link>
      <description><![CDATA[No Abstract.]]></description>
      <pubDate>Tue, 26 Oct 1976 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/46773</guid>
    </item>
    <item>
      <title>A NEW REGULATORY ACCOUNTING SYSTEM FOR RAILROADS</title>
      <link>https://trid.trb.org/View/45900</link>
      <description><![CDATA[After 70 years with little change in ICC-prescribed accounting procedures for railroads, the deficiencies first apparent to accountants, cost analysts and economists and then to regulators are being redressed.  If ICC accounting is to be used as an effective tool in the current economic environment, revision has become necessary.  The Railroad Revitalization and Regulatory Reform Act of 1976 also requires that ICC adopt new accounting requirements. Under existing accounting, most number operating revenues and expenses are not classified by function, nor are they classified by natural expenses.  The fundamental change is to convert the property-oriented costing system into an input-output oriented costing system with two dimensions of natural cost elements (salaries, wages, materials, fuel, etc.) and service outputs (maintenance, line-haul, switching, etc.).]]></description>
      <pubDate>Tue, 13 Jul 1976 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/45900</guid>
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      <title>THE COMMITTEE ON CAR CHARGES. PASSENGER CAR CHARGES DOWN, TRUCK CHARGES UP</title>
      <link>https://trid.trb.org/View/36568</link>
      <description><![CDATA[The principle of cost responsibility is discussed (marginal costs, capacity costs, road wear costs).  Proposals for new charges in 1975.]]></description>
      <pubDate>Wed, 10 Mar 1976 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/36568</guid>
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      <title>CONRAIL BI-MODAL AND INTERMODAL OPERATIONS. A STUDY AND PLAN</title>
      <link>https://trid.trb.org/View/33814</link>
      <description><![CDATA[This study updates a previous study (February 1975) by utilizing 1974 data instead of 1973 data and by revising future forecasts to take into account the recent recession and a reduced rate of growth of the gross national product.  The study confirms the basic marketing, operating and organizational recommendations contained in the previous study.  Perhaps the greatest import of this study is the development for the first time in the railroad industry, of computerized profit and loss statements for intermodal operations by traffic lane and terminal.  These statements were developed to serve as a basic tool in the management of Conrail intermodal operations at a level of profitability that would justify investment in, and expansion of, needed intermodal facilities and equipment.  Updates PB-239038.]]></description>
      <pubDate>Wed, 10 Mar 1976 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/33814</guid>
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    <item>
      <title>MANAGING FOR RESULTS</title>
      <link>https://trid.trb.org/View/9146</link>
      <description><![CDATA[This is a "what to do" book.  It deals with the economic tasks that any business has to discharge for economic performance and economic results.  It attempts to organize these tasks so that executives can perform them systematically, purposefully, with understnding, and with reasonable probability of accomplishment.  It tries to develop a point of view, concepts and approaches for finding what should be done and how to go about doing it.  This book draws on practical experience as a consultant to businesses of all kinds and sizes for a good many years. Everything in it has been tested and is being used today effectively in real businesses.  There are illustrations of, and references to, concrete situations on almost every page--drawn mostly from the United States but also from Europe, Japan, and Latin America.  Though practical rather than theoretical, the book has a thesis.  Economic performance, it asserts, is the specific function and contribution of business enterprise, and the reason for its existence.  It is work to obtain economic performance and results.  And work, to yield results, has to be thought through and done with direction, method, and purpose.  There is however, so far, no discipline of economic performance, no organization of our knowledge, no systematic analysis, no purposeful approach.  Even the sorting out and classification of the tasks have yet to be done.  The foundation for systematic, purposeful performance of the specific task and function of business enterprise is thus still missing.  The book is divided into three parts.  The first--and longest--stresses analysis and understanding. Chapter 1 deals with the "Business Realities".  Part 2 focuses on opportunities and leads to decisions.  The last--and shortest--part presents the conversion of insights and decisions into purposefull performance.]]></description>
      <pubDate>Wed, 18 Sep 1974 00:00:00 GMT</pubDate>
      <guid>https://trid.trb.org/View/9146</guid>
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