All organizations - public and private – are affected by unplanned emergencies and disruptions. Recent examples including the 9/11 terrorist attacks, the Nisqually Earthquake (2001), Hurricane Katrina (2005), Seattle’s Wind Storm (2006) and Minneapolis’ 35W bridge collapse (August 2007) have raised the need for organizations to prepare for these events. Most have focused on how organizations should respond to these disasters in the immediate aftermath in order to save lives, but little work has been conducted on how to recover economically from these disasters. While many organizations view the response and recovery as interchangeable, they are distinct – emergency response is a public sector responsibility focused on minimizing loss of life while economic recovery is seen as a private sector responsibility focused on business resumption. As such, there is limited awareness of the interdependence between the public sector infrastructure and the private sector business community, evident in the general lack of defined plans and priorities for allocation and use of limited public sector transportation resources post-incident by private sector entities (specifically the lack of planning for freight system [rather than freight system] resumption). This lack will hamper state and regional economic recovery, and this could otherwise be mitigated or possibly avoided with prior planning and public-private sector coordination. This paper presents the key insights from a research project conducted with the Washington State Department of Transportation on the development of a state-wide Freight System Resiliency (FSR) Plan. The proposed framework for developing a FSR plan is presented and examples are provided.