As far as it goes, you have a point regarding the Montana Refinery.

However, as soon as you give up the refinery, we lose the leverage that Connacher has on "contract" refineries.

Therefore, until the refining industry gets their margins where they belong in order to operate profitably, we need to operate MRC with a value added approach. You take profitable business and then if you have spare capacity, you do spot business on a "as come tollage" basis. (Defined as below your fully absorbed cost but, above your direct cost defined as labor, materials, and maintenance.) This requires segmenting your production capabilities and then, tailoring your production to your strengths so as to maximize plant loadings and cash generation. Any good marketing person can do this analysis and market segmentation with the assistance of a good cost accountant.

Brian