we have provided general freight services since our inception and we derive the largest portion of our revenues from these services . · dedicated freight . our dedicated freight service offering is a variation of our general freight service , whereby we agree to make our equipment and drivers available to a specific customer for shipments over particular routes at specified times . in addition to serving specific customer needs , our dedicated freight service offering also aids in driver recruitment and retention . strategic capacity solutions . our scs operating segment consists of our freight brokerage service offering which matches customer shipments with available equipment of authorized carriers and provides services that complement our trucking operations . we provide these services primarily to our existing trucking customers , many of whom prefer to rely on a single carrier , or a small group of carriers , to provide all of their transportation needs . to date , a majority of the customers of scs have also engaged us to provide services through one or more of our trucking service offerings . 24 intermodal . intermodal shipping is a method of transporting freight using multiple modes of transportation between origin and destination , with the freight remaining in a trailer or special container throughout the trip . our rail intermodal service offering provides our customers cost savings over general freight with a slightly slower transit speed , while allowing us to reposition our equipment to maximize our freight network yield . during august 2010 , we entered into a long-term agreement with bnsf railway to lease 53 ' domestic intermodal containers . prior to the agreement , the majority of intermodal 's revenue was derived from tofc service . results of operations executive overview during the fourth quarter , industry-wide freight volumes were solid on a seasonally adjusted basis . the ata tonnage index increased 7.4 % over the fourth quarter of 2010 and most u.s. economic indicators improved versus the third quarter of 2011. we believe industry-wide trucking capacity remained in relative balance with demand , as qualified truck drivers remain scarce and the average age of tractors in our industry continues to hold at record-high levels . according to the cass truckload linehaul index , freight rates increased compared with the fourth quarter of 2010. consistent with that operating environment , revenue in our scs operating segment doubled to $ 23.0 million and its operating income increased 167.7 % to $ 1.6 million as we continue to integrate and cross-sell scs services with our traditional trucking services . overall , however , our financial results were disappointing . our cost control efforts in our trucking segment were effective , but we simply did not make the necessary progress on load volume or pricing during the quarter . nevertheless , we believe that improvements in our underlying operational performance will support higher freight volumes and rates , and that the economic environment entering 2012 affords us a sound foundation for gaining asset utilization and profitability . to review , our third quarter was marred by significant difficulties in implementing a new enterprise management software system . these difficulties caused a lack of visibility of freight in our system and numerous customer service disruptions . the service failures and lack of confidence in booking freight caused us to lose a percentage of our loads with many customers , often the most operationally demanding , highest paying loads . compounding this situation , we phased out service on two major accounts , one due to the end of a project and one due to inadequate pricing . although we did not expect to have this freight long-term , replacing approximately 6.2 % of our loads in one quarter has depressed our utilization and our rate structure while we replace the freight . these problems and the resulting lower miles also accelerated turnover in our driver base . the first step in our action plan to address this situation was to increase our senior management 's depth of operating experience in regional markets . in august , we hired a proven regional operator , david hartline , to lead our trucking segment as chief operating officer . during the fourth quarter , we filled key positions in customer service , load planning and driver recruiting with highly experienced personnel from outside the company . in addition , we consolidated the sales and operations reporting in our trucking business and , in january , replaced our former head of marketing and sales . these personnel moves were important , and we believe they positioned us for better long-term execution in our markets . under new sales and operations leadership , we introduced the next generation of our defined freight network that we call “ spider web 2.0 . ” spider web 2.0 draws on the experience of mr. hartline 's team to narrow our operational focus to less than 1,000 lanes , targeting specific regional markets in which to build freight density . under a fresh philosophy and more effective methods introduced by new driver recruiting leadership , we have posted steady improvements in our unmanned tractor count . the second step in our plan was to improve critical operating metrics to re-establish our load base with customers and afford us momentum for increasing load volumes and rates . the key metrics we focused on initially were manned trucks , core customer on-time service , weekly load count , and load velocity . after several months of intense work in installing new operations and sales leadership teams and training our people on new processes and procedures , we are beginning to see signs of progress . our unmanned tractors , on-time service and load velocity all recorded a sharp decline in operating performance during the third quarter , followed by a flattening during the fourth quarter , and an improvement beginning in january . story_separator_special_tag the revenue growth for the scs operating segment can be attributed to our efforts to integrate and cross-sell these asset-light services with our traditional trucking services . in addition , we are continuing to build our scs infrastructure by establishing and developing new branches across the united states . in 2011 , we opened four new branches , giving us a total of 12 branches , and expanded existing branches , resulting in a 64.3 % team member growth in our scs operating segment . results of operations – intermodal operations the following table sets forth certain information relating to our intermodal operating segment for the periods indicated : replace_table_token_10_th ( 1 ) includes fuel surcharge revenue . 30 ( 2 ) gross margin is calculated by taking total intermodal revenue less purchased transportation and dividing that amount by total intermodal revenue . this calculation includes intercompany revenue and expenses . total net revenue from our intermodal operating segment increased 80.4 % to $ 30.2 million from $ 16.8 million . the revenue growth for the intermodal operating segment can be attributed to our efforts to integrate and cross-sell these asset-light services with our traditional trucking services and our addition of 500 leased containers to our intermodal operations . during the year , we had a difficult time achieving the lane density needed to operate the containers well enough to overcome the fixed costs associated with them . without the lane density , we also incur additional fixed costs associated with idle containers related to chassis rentals and storage . the 2.8 % improvement in gross margin percentage was overshadowed by the $ 2.0 million fixed expense incurred related to the containers during 2011. fiscal year ended december 31 , 2010 compared to fiscal year ended december 31 , 2009 results of operations – combined services total base revenue increased 16.7 % from $ 331.5 million to $ 386.9 million . we reported a net loss for all service offerings of $ 3.3 million ( $ 0.32 per share ) , as compared to a net loss of $ 7.2 million ( $ 0.70 per share ) . our effective tax rate decreased from 23.9 % to 0.2 % . income tax expense varies from the amount computed by applying the federal tax rate to income before income taxes primarily due to state income taxes , net of federal income tax effect , adjusted for permanent differences , the most significant of which is the effect of the per diem pay structure for drivers . due to the partially nondeductible effect of per diem payments , our tax rate will vary in future periods based on fluctuations in earnings and in the number of drivers who elect to receive this pay structure . 31 results of operations – trucking relationship of certain items to base trucking revenue the following table sets forth the percentage relationship of certain items to base revenue of our trucking operating segment for the periods indicated . fuel and fuel taxes are shown net of fuel surcharges . replace_table_token_11_th key operating statistics : replace_table_token_12_th ( 1 ) total miles include both loaded and empty miles . ( 2 ) the empty mile factor is the number of miles traveled for which we are not typically compensated by any customer as a percent of total miles traveled . ( 3 ) tractors include company-operated tractors in-service plus tractors operated by independent contractors . ( 4 ) average miles per trip is based upon loaded miles divided by the number of trucking shipments . ( 5 ) operating ratio is based upon total operating expenses , net of fuel surcharge revenue , as a percentage of base revenue . base revenue from our trucking operating segment increased from $ 310.0 million to $ 338.4 million . the increase was the result of several factors : · our miles per tractor per week increased 2.2 % . · our trucking net revenue per mile increased 6.3 % . 32 the operating ratio for our trucking operating segment improved by 1.7 percentage points of base trucking revenue to 100.9 % due to the following factors : · salaries , wages and employee benefits decreased by 2.7 percentage points of base trucking revenue due in large part to a 6.3 % increase in our trucking base revenue per mile and to a lesser extent , a decrease of 5.7 % in our empty miles . regulatory changes could cause a reduction in eligible drivers which could require us to increase driver compensation in the future . · fuel and fuel taxes , net of fuel surcharge , were unchanged as a percent of base trucking revenue . we recognized a $ 1.2 million gain on the sale of a fuel contract during the second quarter which was recorded as a reduction of fuel expense . these reductions were partially offset by an increase in fuel costs of 21.1 % per gallon and a 1.2 % reduction in fuel economy attributed to the harsh winter weather experienced in the first quarter of 2010 combined with miles per gallon degradation associated with higher mileage equipment . on may 25 , 2010 we entered into an agreement to purchase 0.5 million gallons of diesel fuel per month for the time period of july 2010 through june 2012 as a hedge against the price of diesel fuel . on june 28 , 2010 we sold the contract to lock in the related gains , which resulted in a net of tax gain of $ 0.07 per share . fuel costs may continue to be affected in the future by price fluctuations , the terms and collectability of fuel surcharge revenue , the percentage of total miles driven by independent contractors , the diversification of our business model into less asset-intensive operations and fuel efficiency . · purchased transportation , which is comprised of independent contractors compensation and fees paid to mexican carriers , increased by

debt on april 19 , 2010 , we entered into a credit agreement with branch banking and trust company as administrative agent , which replaced our amended and restated senior credit facility that was to mature on september 1 , 2010. the credit agreement , which was amended on june 14 , 2010 , provides for available borrowings of up to $ 100.0 million , including letters of credit not exceeding $ 25.0 million . availability may be reduced by a borrowing base limit as defined in the credit agreement . the credit agreement provides an accordion feature allowing us to increase the maximum borrowing amount by up to an additional $ 75.0 million in the aggregate in one or more increases , subject to certain conditions . the credit agreement bears variable interest based on the type of borrowing and on the administrative agent 's prime rate or the london interbank offered rate ( “ libor ” ) plus a certain percentage , which is determined based on our attainment of certain financial ratios . a quarterly commitment fee is payable on the unused portion of the credit line and bears a rate which is determined based on our attainment of certain financial ratios . the obligations of the company under the credit agreement are guaranteed by the company and secured by a pledge of substantially all of the company 's assets with the exception of real estate . the credit agreement includes usual and customary events of default for a facility of this nature and provides that , upon the occurrence and continuation of an event of default , payment of all amounts payable under the credit agreement may be accelerated , and the lenders ' commitments may be terminated . the credit agreement contains certain restrictions and covenants relating to , among other things , dividends , liens , acquisitions and dispositions outside of the ordinary course of business , and affiliate transactions . the credit agreement will expire on april 19 , 2014 . 37 borrowings under the credit agreement are classified as “ base rate loans , ” “ libor loans ” or “ euro dollar loans. ” base rate loans accrue interest at a base rate equal to the administrative agent 's prime rate plus an applicable margin that is adjusted quarterly between 0.0


 Write a concise suspicious activity report of the following text delimited by triple backquotes. Return your response as a formal report which covers the key points highlighting the location,dates,entity names and account holder information in chronological order of the text.
     ```debt on april 19 , 2010 , we entered into a credit agreement with branch banking and trust company as administrative agent , which replaced our amended and restated senior credit facility that was to mature on september 1 , 2010. the credit agreement , which was amended on june 14 , 2010 , provides for available borrowings of up to $ 100.0 million , including letters of credit not exceeding $ 25.0 million . availability may be reduced by a borrowing base limit as defined in the credit agreement . the credit agreement provides an accordion feature allowing us to increase the maximum borrowing amount by up to an additional $ 75.0 million in the aggregate in one or more increases , subject to certain conditions . the credit agreement bears variable interest based on the type of borrowing and on the administrative agent 's prime rate or the london interbank offered rate ( “ libor ” ) plus a certain percentage , which is determined based on our attainment of certain financial ratios . a quarterly commitment fee is payable on the unused portion of the credit line and bears a rate which is determined based on our attainment of certain financial ratios . the obligations of the company under the credit agreement are guaranteed by the company and secured by a pledge of substantially all of the company 's assets with the exception of real estate . the credit agreement includes usual and customary events of default for a facility of this nature and provides that , upon the occurrence and continuation of an event of default , payment of all amounts payable under the credit agreement may be accelerated , and the lenders ' commitments may be terminated . the credit agreement contains certain restrictions and covenants relating to , among other things , dividends , liens , acquisitions and dispositions outside of the ordinary course of business , and affiliate transactions . the credit agreement will expire on april 19 , 2014 . 37 borrowings under the credit agreement are classified as “ base rate loans , ” “ libor loans ” or “ euro dollar loans. ” base rate loans accrue interest at a base rate equal to the administrative agent 's prime rate plus an applicable margin that is adjusted quarterly between 0.0
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 Suspicious Activity Report : we have provided general freight services since our inception and we derive the largest portion of our revenues from these services . · dedicated freight . our dedicated freight service offering is a variation of our general freight service , whereby we agree to make our equipment and drivers available to a specific customer for shipments over particular routes at specified times . in addition to serving specific customer needs , our dedicated freight service offering also aids in driver recruitment and retention . strategic capacity solutions . our scs operating segment consists of our freight brokerage service offering which matches customer shipments with available equipment of authorized carriers and provides services that complement our trucking operations . we provide these services primarily to our existing trucking customers , many of whom prefer to rely on a single carrier , or a small group of carriers , to provide all of their transportation needs . to date , a majority of the customers of scs have also engaged us to provide services through one or more of our trucking service offerings . 24 intermodal . intermodal shipping is a method of transporting freight using multiple modes of transportation between origin and destination , with the freight remaining in a trailer or special container throughout the trip . our rail intermodal service offering provides our customers cost savings over general freight with a slightly slower transit speed , while allowing us to reposition our equipment to maximize our freight network yield . during august 2010 , we entered into a long-term agreement with bnsf railway to lease 53 ' domestic intermodal containers . prior to the agreement , the majority of intermodal 's revenue was derived from tofc service . results of operations executive overview during the fourth quarter , industry-wide freight volumes were solid on a seasonally adjusted basis . the ata tonnage index increased 7.4 % over the fourth quarter of 2010 and most u.s. economic indicators improved versus the third quarter of 2011. we believe industry-wide trucking capacity remained in relative balance with demand , as qualified truck drivers remain scarce and the average age of tractors in our industry continues to hold at record-high levels . according to the cass truckload linehaul index , freight rates increased compared with the fourth quarter of 2010. consistent with that operating environment , revenue in our scs operating segment doubled to $ 23.0 million and its operating income increased 167.7 % to $ 1.6 million as we continue to integrate and cross-sell scs services with our traditional trucking services . overall , however , our financial results were disappointing . our cost control efforts in our trucking segment were effective , but we simply did not make the necessary progress on load volume or pricing during the quarter . nevertheless , we believe that improvements in our underlying operational performance will support higher freight volumes and rates , and that the economic environment entering 2012 affords us a sound foundation for gaining asset utilization and profitability . to review , our third quarter was marred by significant difficulties in implementing a new enterprise management software system . these difficulties caused a lack of visibility of freight in our system and numerous customer service disruptions . the service failures and lack of confidence in booking freight caused us to lose a percentage of our loads with many customers , often the most operationally demanding , highest paying loads . compounding this situation , we phased out service on two major accounts , one due to the end of a project and one due to inadequate pricing . although we did not expect to have this freight long-term , replacing approximately 6.2 % of our loads in one quarter has depressed our utilization and our rate structure while we replace the freight . these problems and the resulting lower miles also accelerated turnover in our driver base . the first step in our action plan to address this situation was to increase our senior management 's depth of operating experience in regional markets . in august , we hired a proven regional operator , david hartline , to lead our trucking segment as chief operating officer . during the fourth quarter , we filled key positions in customer service , load planning and driver recruiting with highly experienced personnel from outside the company . in addition , we consolidated the sales and operations reporting in our trucking business and , in january , replaced our former head of marketing and sales . these personnel moves were important , and we believe they positioned us for better long-term execution in our markets . under new sales and operations leadership , we introduced the next generation of our defined freight network that we call “ spider web 2.0 . ” spider web 2.0 draws on the experience of mr. hartline 's team to narrow our operational focus to less than 1,000 lanes , targeting specific regional markets in which to build freight density . under a fresh philosophy and more effective methods introduced by new driver recruiting leadership , we have posted steady improvements in our unmanned tractor count . the second step in our plan was to improve critical operating metrics to re-establish our load base with customers and afford us momentum for increasing load volumes and rates . the key metrics we focused on initially were manned trucks , core customer on-time service , weekly load count , and load velocity . after several months of intense work in installing new operations and sales leadership teams and training our people on new processes and procedures , we are beginning to see signs of progress . our unmanned tractors , on-time service and load velocity all recorded a sharp decline in operating performance during the third quarter , followed by a flattening during the fourth quarter , and an improvement beginning in january . story_separator_special_tag the revenue growth for the scs operating segment can be attributed to our efforts to integrate and cross-sell these asset-light services with our traditional trucking services . in addition , we are continuing to build our scs infrastructure by establishing and developing new branches across the united states . in 2011 , we opened four new branches , giving us a total of 12 branches , and expanded existing branches , resulting in a 64.3 % team member growth in our scs operating segment . results of operations – intermodal operations the following table sets forth certain information relating to our intermodal operating segment for the periods indicated : replace_table_token_10_th ( 1 ) includes fuel surcharge revenue . 30 ( 2 ) gross margin is calculated by taking total intermodal revenue less purchased transportation and dividing that amount by total intermodal revenue . this calculation includes intercompany revenue and expenses . total net revenue from our intermodal operating segment increased 80.4 % to $ 30.2 million from $ 16.8 million . the revenue growth for the intermodal operating segment can be attributed to our efforts to integrate and cross-sell these asset-light services with our traditional trucking services and our addition of 500 leased containers to our intermodal operations . during the year , we had a difficult time achieving the lane density needed to operate the containers well enough to overcome the fixed costs associated with them . without the lane density , we also incur additional fixed costs associated with idle containers related to chassis rentals and storage . the 2.8 % improvement in gross margin percentage was overshadowed by the $ 2.0 million fixed expense incurred related to the containers during 2011. fiscal year ended december 31 , 2010 compared to fiscal year ended december 31 , 2009 results of operations – combined services total base revenue increased 16.7 % from $ 331.5 million to $ 386.9 million . we reported a net loss for all service offerings of $ 3.3 million ( $ 0.32 per share ) , as compared to a net loss of $ 7.2 million ( $ 0.70 per share ) . our effective tax rate decreased from 23.9 % to 0.2 % . income tax expense varies from the amount computed by applying the federal tax rate to income before income taxes primarily due to state income taxes , net of federal income tax effect , adjusted for permanent differences , the most significant of which is the effect of the per diem pay structure for drivers . due to the partially nondeductible effect of per diem payments , our tax rate will vary in future periods based on fluctuations in earnings and in the number of drivers who elect to receive this pay structure . 31 results of operations – trucking relationship of certain items to base trucking revenue the following table sets forth the percentage relationship of certain items to base revenue of our trucking operating segment for the periods indicated . fuel and fuel taxes are shown net of fuel surcharges . replace_table_token_11_th key operating statistics : replace_table_token_12_th ( 1 ) total miles include both loaded and empty miles . ( 2 ) the empty mile factor is the number of miles traveled for which we are not typically compensated by any customer as a percent of total miles traveled . ( 3 ) tractors include company-operated tractors in-service plus tractors operated by independent contractors . ( 4 ) average miles per trip is based upon loaded miles divided by the number of trucking shipments . ( 5 ) operating ratio is based upon total operating expenses , net of fuel surcharge revenue , as a percentage of base revenue . base revenue from our trucking operating segment increased from $ 310.0 million to $ 338.4 million . the increase was the result of several factors : · our miles per tractor per week increased 2.2 % . · our trucking net revenue per mile increased 6.3 % . 32 the operating ratio for our trucking operating segment improved by 1.7 percentage points of base trucking revenue to 100.9 % due to the following factors : · salaries , wages and employee benefits decreased by 2.7 percentage points of base trucking revenue due in large part to a 6.3 % increase in our trucking base revenue per mile and to a lesser extent , a decrease of 5.7 % in our empty miles . regulatory changes could cause a reduction in eligible drivers which could require us to increase driver compensation in the future . · fuel and fuel taxes , net of fuel surcharge , were unchanged as a percent of base trucking revenue . we recognized a $ 1.2 million gain on the sale of a fuel contract during the second quarter which was recorded as a reduction of fuel expense . these reductions were partially offset by an increase in fuel costs of 21.1 % per gallon and a 1.2 % reduction in fuel economy attributed to the harsh winter weather experienced in the first quarter of 2010 combined with miles per gallon degradation associated with higher mileage equipment . on may 25 , 2010 we entered into an agreement to purchase 0.5 million gallons of diesel fuel per month for the time period of july 2010 through june 2012 as a hedge against the price of diesel fuel . on june 28 , 2010 we sold the contract to lock in the related gains , which resulted in a net of tax gain of $ 0.07 per share . fuel costs may continue to be affected in the future by price fluctuations , the terms and collectability of fuel surcharge revenue , the percentage of total miles driven by independent contractors , the diversification of our business model into less asset-intensive operations and fuel efficiency . · purchased transportation , which is comprised of independent contractors compensation and fees paid to mexican carriers , increased by

