From RoboChargers that change batteries without human intervention to fast chargers that charge 'em up while they're still in the truck ... managers these days have plenty of choices when it comes to recharging lift truck batteries.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
Ten years ago, when a lift truck's battery started to lose its juice, there was only one thing to do: take it out and exchange it for a fresh one. Of course, you had—and still have—a wide array of options for carrying out the task. Depending on your operation (and budget), the choices ranged from manually operated overhead cranes or hoists that lift the 3,000-pound batteries into place to highly sophisticated automatic extractor systems that exchange batteries without human involvement.
But in the last few years, a rival technology has arrived on the scene. Known as "fast charging systems," these new devices can recharge batteries while they remain inside the vehicle, typically during breaks and other downtimes. The technology grew out of research originally conducted by the automotive industry to create battery systems for electric cars and buses. In the late 1990s, it was adapted for use by lift trucks and other vehicles used in distribution centers.
That's led to what could only be described as a power struggle in the battery industry, with two proven battery charging systems competing head to head. So far, neither method has achieved total market dominance, with customers deciding which way to go based more on their experience, preference and applications than on any inherent strengths or weaknesses in the two technologies. As a result, some users remain staunch advocates of battery exchange, and others are moving over to fast charging. Still others are adopting hybrid plans that call for exchanging the batteries that power their more heavily used vehicles and fast charging the others.
High rates of exchange
One company that uses traditional battery exchange systems extensively throughout its logistics network is K-Mart Corp. At the company's distribution facility in Lawrence, Kansas, for example, a single station supplied by MTC (Material Transportation Co.) charges batteries in three levels consisting of 110 positions. The Lawrence DC is a three-shift operation and runs a fleet of 139 electric vehicles that include conventional forklifts, pallet jacks, mine which batteries have reached the end of their useful life order pickers and turret trucks.
"The standard is that we have two batteries for nearly every truck, though we have three batteries for vehicles that [see] heavier use," says Mark Soetaert, director of maintenance operations. Soetaert says the facility uses MTC's EBatt system, which monitors battery usage and determines which battery should be used next. On average a battery will charge for eight hours, cool for eight hours and then power a vehicle for eight hours.
Most vehicles require one battery change per shift. When it's time for an exchange, a vehicle driver pulls up to the changer, where a battery maintenance worker scans bar codes on both the truck and the used battery. The system then instructs the worker where to place the used battery using a man-aboard transport mechanism. He deposits the battery and scans the location to confirm that he's put it in the correct charging slot. He is next instructed where to go to pull a fresh battery. He travels to that slot, scans the location and the battery, then pulls it and places it into the waiting vehicle. The entire process can be completed within minutes.
But the E-Batt system does much more than just manage the battery exchange process. It also provides K-Mart with detailed reports on battery usage, which help K-Mart determine which batteries have reached the end of their useful life (typically when the battery can no longer hold more than four hours' charge). Taking the poor-performing batteries out of the rotation cuts down on the number of exchanges, saves rack space, keeps trucks in work zones and frees up the chargers for powering high-performing batteries.
Good battery management isn't only about housekeeping, however. It can also save companies a lot of money. After it adopted a battery management system, a K-Mart facility in Illinois realized $250,000 in initial savings and continues to save $75,000 annually, says Jim Lane, vice president of sales for MTC. The facility was also able to reduce the number of spare batteries it kept on hand from 225 to 115.
One way management systems reduce costs is by taking the guesswork out of the battery retirement process. "There is a myth out there that people can run batteries that are eight years old and think they have good battery management even though the battery lasts only two hours and has to be changed often," says Tony Amato of Battery Handling Systems. He says some companies replace batteries by age, which is an imperfect indicator because some batteries are used more heavily than others. "The goal of any system," he says, "is to provide the power to run the truck throughout the shift."
Amato's company also makes exchange equipment and the computer monitoring systems that optimize battery usage. These systems charge the battery to correct levels, determine water needs and then select which battery should be used next. For operations with large lift-truck fleets, that automated battery tracking and rotation feature can be a big time-saver. Smaller operations, however, may not need sophisticated systems to manage battery rotation—for them, a display board is often all that's needed to track which battery has been charging the longest to ensure that the first battery in is the first battery out.
Make it fast
With fast-charging systems, by contrast, the question of which battery should be used next is not an issue. In fact, with fast charging, trips to the battery exchange room are eliminated altogether; instead, the trucks head to charging stations situated at various points within the distribution center where the batteries can be serviced without ever leaving the truck. "The idea is to recharge the battery while it's in the truck during break times," says Larry Hayashigawa, product manager for AeroVironment PosiCharge. "The system then charges the truck battery at a much higher rate than normal charging."
Typically, drivers travel to the charging stations, which are often located next to break rooms, just before taking their lunch or coffee break or right before a shift change. The drivers hook their truck batteries directly to the chargers until their break is completed. The fastcharging units deliver power to the batteries at three to five times the rate of traditional chargers, with units typically in the 400 to 600 amp range. These chargers also cost four to six times the price of conventional chargers, but they can make up some of their initial costs by eliminating battery change-outs, creating space where changing rooms had been, reducing the number of spare batteries needed and optimizing productivity by not taking drivers away from their work for battery exchanges.
"If you change a battery during the course of a shift, you're a candidate for fast charging," says Peter Michalski, vice president of Edison Minit-Charger.
Fast-charging batteries require additional cabling and larger connectors able to take the additional power load. These usually increase the price for these batteries by about 10 percent over conventional batteries. Many traditional batteries can be converted over for use as fast-charge batteries, but they may lose any existing warranties. Most major battery makers now produce batteries for fast-charging applications that include the larger connectors. Battery manufacturer Enersys, for instance, makes batteries with more copper to lower resistance and more lead to reduce heat buildup.
Even with fast charging, most users agree that at some point during the week, a battery needs to be restored to its full charge (fast chargers usually only partially recharge the batteries).That may be difficult for certain 24/7 operations. For these high-volume operations, a hybrid solution may be in order combining the two technologies so that fast-charged batteries are occasionally changed out to allow them to receive a full charge.
just add water
With all the debate swirling around battery recharging methods, it's easy to forget there's more to battery maintenance than just charging. Batteries also need to be cleaned, and they need to be watered. Batteries tend to lose water in the normal course of operations, causing electrolyte levels to drop. Low electrolyte levels can cause plates within the battery's cells to oxidize, which shortens the battery's life.
In the United States, most facilities top off their batteries with tap water, which can be delivered in one of two ways. If it's delivered via high-pressure flow, water is fed directly from a water pipe with pressure behind it. In operations that use the low-pressure flow alternative, the watering system will first feed water into a tank and then dispense it from there to batteries using gravity.
"You should have a system that can accommodate both high- and low-pressure flow as well as one that filters the water before it reaches the battery," notes Dagfinn Sivertsen, vice president of sales and marketing for Flow-Rite Controls. Sivertsen says many systems have small regulators on them to ensure that batteries do not overfill. They should be able to handle pressures up to 30 psi (most city water systems flow at about 20 psi) and gravity drops of six feet.
To get the water into batteries, some companies set up permanent stations with water supplies near battery exchange or charging points. Others use portable tanks on wheels to service batteries on the facility floor. Batteries should be watered at least once a week. Sivertsen suggests Wednesday as a good day to water ("W" for water and Wednesday). Avoid Mondays because, depending on the operation, batteries may have gone unused all weekend and may boil over easily.
Congestion on U.S. highways is costing the trucking industry big, according to research from the American Transportation Research Institute (ATRI), released today.
The group found that traffic congestion on U.S. highways added $108.8 billion in costs to the trucking industry in 2022, a record high. The information comes from ATRI’s Cost of Congestion study, which is part of the organization’s ongoing highway performance measurement research.
Total hours of congestion fell slightly compared to 2021 due to softening freight market conditions, but the cost of operating a truck increased at a much higher rate, according to the research. As a result, the overall cost of congestion increased by 15% year-over-year—a level equivalent to more than 430,000 commercial truck drivers sitting idle for one work year and an average cost of $7,588 for every registered combination truck.
The analysis also identified metropolitan delays and related impacts, showing that the top 10 most-congested states each experienced added costs of more than $8 billion. That list was led by Texas, at $9.17 billion in added costs; California, at $8.77 billion; and Florida, $8.44 billion. Rounding out the top 10 list were New York, Georgia, New Jersey, Illinois, Pennsylvania, Louisiana, and Tennessee. Combined, the top 10 states account for more than half of the trucking industry’s congestion costs nationwide—52%, according to the research.
The metro areas with the highest congestion costs include New York City, $6.68 billion; Miami, $3.2 billion; and Chicago, $3.14 billion.
ATRI’s analysis also found that the trucking industry wasted more than 6.4 billion gallons of diesel fuel in 2022 due to congestion, resulting in additional fuel costs of $32.1 billion.
ATRI used a combination of data sources, including its truck GPS database and Operational Costs study benchmarks, to calculate the impacts of trucking delays on major U.S. roadways.
There’s a photo from 1971 that John Kent, professor of supply chain management at the University of Arkansas, likes to show. It’s of a shaggy-haired 18-year-old named Glenn Cowan grinning at three-time world table tennis champion Zhuang Zedong, while holding a silk tapestry Zhuang had just given him. Cowan was a member of the U.S. table tennis team who participated in the 1971 World Table Tennis Championships in Nagoya, Japan. Story has it that one morning, he overslept and missed his bus to the tournament and had to hitch a ride with the Chinese national team and met and connected with Zhuang.
Cowan and Zhuang’s interaction led to an invitation for the U.S. team to visit China. At the time, the two countries were just beginning to emerge from a 20-year period of decidedly frosty relations, strict travel bans, and trade restrictions. The highly publicized trip signaled a willingness on both sides to renew relations and launched the term “pingpong diplomacy.”
Kent, who is a senior fellow at the George H. W. Bush Foundation for U.S.-China Relations, believes the photograph is a good reminder that some 50-odd years ago, the economies of the United States and China were not as tightly interwoven as they are today. At the time, the Nixon administration was looking to form closer political and economic ties between the two countries in hopes of reducing chances of future conflict (and to weaken alliances among Communist countries).
The signals coming out of Washington and Beijing are now, of course, much different than they were in the early 1970s. Instead of advocating for better relations, political rhetoric focuses on the need for the U.S. to “decouple” from China. Both Republicans and Democrats have warned that the U.S. economy is too dependent on goods manufactured in China. They see this dependency as a threat to economic strength, American jobs, supply chain resiliency, and national security.
Supply chain professionals, however, know that extricating ourselves from our reliance on Chinese manufacturing is easier said than done. Many pundits push for a “China + 1” strategy, where companies diversify their manufacturing and sourcing options beyond China. But in reality, that “plus one” is often a Chinese company operating in a different country or a non-Chinese manufacturer that is still heavily dependent on material or subcomponents made in China.
This is the problem when supply chain decisions are made on a global scale without input from supply chain professionals. In an article in the Arkansas Democrat-Gazette, Kent argues that, “The discussions on supply chains mainly take place between government officials who typically bring many other competing issues and agendas to the table. Corporate entities—the individuals and companies directly impacted by supply chains—tend to be under-represented in the conversation.”
Kent is a proponent of what he calls “supply chain diplomacy,” where experts from academia and industry from the U.S. and China work collaboratively to create better, more efficient global supply chains. Take, for example, the “Peace Beans” project that Kent is involved with. This project, jointly formed by Zhejiang University and the Bush China Foundation, proposes balancing supply chains by exporting soybeans from Arkansas to tofu producers in China’s Yunnan province, and, in return, importing coffee beans grown in Yunnan to coffee roasters in Arkansas. Kent believes the operation could even use the same transportation equipment.
The benefits of working collaboratively—instead of continuing to build friction in the supply chain through tariffs and adversarial relationships—are numerous, according to Kent and his colleagues. They believe it would be much better if the two major world economies worked together on issues like global inflation, climate change, and artificial intelligence.
And such relations could play a significant role in strengthening world peace, particularly in light of ongoing tensions over Taiwan. Because, as Kent writes, “The 19th-century idea that ‘When goods don’t cross borders, soldiers will’ is as true today as ever. Perhaps more so.”
Hyster-Yale Materials Handling today announced its plans to fulfill the domestic manufacturing requirements of the Build America, Buy America (BABA) Act for certain portions of its lineup of forklift trucks and container handling equipment.
That means the Greenville, North Carolina-based company now plans to expand its existing American manufacturing with a targeted set of high-capacity models, including electric options, that align with the needs of infrastructure projects subject to BABA requirements. The company’s plans include determining the optimal production location in the United States, strategically expanding sourcing agreements to meet local material requirements, and further developing electric power options for high-capacity equipment.
As a part of the 2021 Infrastructure Investment and Jobs Act, the BABA Act aims to increase the use of American-made materials in federally funded infrastructure projects across the U.S., Hyster-Yale says. It was enacted as part of a broader effort to boost domestic manufacturing and economic growth, and mandates that federal dollars allocated to infrastructure – such as roads, bridges, ports and public transit systems – must prioritize materials produced in the USA, including critical items like steel, iron and various construction materials.
Hyster-Yale’s footprint in the U.S. is spread across 10 locations, including three manufacturing facilities.
“Our leadership is fully invested in meeting the needs of businesses that require BABA-compliant material handling solutions,” Tony Salgado, Hyster-Yale’s chief operating officer, said in a release. “We are working to partner with our key domestic suppliers, as well as identifying how best to leverage our own American manufacturing footprint to deliver a competitive solution for our customers and stakeholders. But beyond mere compliance, and in line with the many areas of our business where we are evolving to better support our customers, our commitment remains steadfast. We are dedicated to delivering industry-leading standards in design, durability and performance — qualities that have become synonymous with our brands worldwide and that our customers have come to rely on and expect.”
In a separate move, the U.S. Environmental Protection Agency (EPA) also gave its approval for the state to advance its Heavy-Duty Omnibus Rule, which is crafted to significantly reduce smog-forming nitrogen oxide (NOx) emissions from new heavy-duty, diesel-powered trucks.
Both rules are intended to deliver health benefits to California citizens affected by vehicle pollution, according to the environmental group Earthjustice. If the state gets federal approval for the final steps to become law, the rules mean that cars on the road in California will largely be zero-emissions a generation from now in the 2050s, accounting for the average vehicle lifespan of vehicles with internal combustion engine (ICE) power sold before that 2035 date.
“This might read like checking a bureaucratic box, but EPA’s approval is a critical step forward in protecting our lungs from pollution and our wallets from the expenses of combustion fuels,” Paul Cort, director of Earthjustice’s Right To Zero campaign, said in a release. “The gradual shift in car sales to zero-emissions models will cut smog and household costs while growing California’s clean energy workforce. Cutting truck pollution will help clear our skies of smog. EPA should now approve the remaining authorization requests from California to allow the state to clean its air and protect its residents.”
However, the truck drivers' industry group Owner-Operator Independent Drivers Association (OOIDA) pushed back against the federal decision allowing the Omnibus Low-NOx rule to advance. "The Omnibus Low-NOx waiver for California calls into question the policymaking process under the Biden administration's EPA. Purposefully injecting uncertainty into a $588 billion American industry is bad for our economy and makes no meaningful progress towards purported environmental goals," (OOIDA) President Todd Spencer said in a release. "EPA's credibility outside of radical environmental circles would have been better served by working with regulated industries rather than ramming through last-minute special interest favors. We look forward to working with the Trump administration's EPA in good faith towards achievable environmental outcomes.”
Editor's note:This article was revised on December 18 to add reaction from OOIDA.
A Canadian startup that provides AI-powered logistics solutions has gained $5.5 million in seed funding to support its concept of creating a digital platform for global trade, according to Toronto-based Starboard.
The round was led by Eclipse, with participation from previous backers Garuda Ventures and Everywhere Ventures. The firm says it will use its new backing to expand its engineering team in Toronto and accelerate its AI-driven product development to simplify supply chain complexities.
According to Starboard, the logistics industry is under immense pressure to adapt to the growing complexity of global trade, which has hit recent hurdles such as the strike at U.S. east and gulf coast ports. That situation calls for innovative solutions to streamline operations and reduce costs for operators.
As a potential solution, Starboard offers its flagship product, which it defines as an AI-based transportation management system (TMS) and rate management system that helps mid-sized freight forwarders operate more efficiently and win more business. More broadly, Starboard says it is building the virtual infrastructure for global trade, allowing freight companies to leverage AI and machine learning to optimize operations such as processing shipments in real time, reconciling invoices, and following up on payments.
"This investment is a pivotal step in our mission to unlock the power of AI for our customers," said Sumeet Trehan, Co-Founder and CEO of Starboard. "Global trade has long been plagued by inefficiencies that drive up costs and reduce competitiveness. Our platform is designed to empower SMB freight forwarders—the backbone of more than $20 trillion in global trade and $1 trillion in logistics spend—with the tools they need to thrive in this complex ecosystem."