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.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
The “2024 Year in Review” report lists the various transportation delays, freight volume restrictions, and infrastructure repair costs of a long string of events. Those disruptions include labor strikes at Canadian ports and postal sites, the U.S. East and Gulf coast port strike; hurricanes Helene, Francine, and Milton; the Francis Scott key Bridge collapse in Baltimore Harbor; the CrowdStrike cyber attack; and Red Sea missile attacks on passing cargo ships.
“While 2024 was characterized by frequent and overlapping disruptions that exposed many supply chain vulnerabilities, it was also a year of resilience,” the Project44 report said. “From labor strikes and natural disasters to geopolitical tensions, each event served as a critical learning opportunity, underscoring the necessity for robust contingency planning, effective labor relations, and durable infrastructure. As supply chains continue to evolve, the lessons learned this past year highlight the increased importance of proactive measures and collaborative efforts. These strategies are essential to fostering stability and adaptability in a world where unpredictability is becoming the norm.”
In addition to tallying the supply chain impact of those events, the report also made four broad predictions for trends in 2025 that may affect logistics operations. In Project44’s analysis, they include:
More technology and automation will be introduced into supply chains, particularly ports. This will help make operations more efficient but also increase the risk of cybersecurity attacks and service interruptions due to glitches and bugs. This could also add tensions among the labor pool and unions, who do not want jobs to be replaced with automation.
The new administration in the United States introduces a lot of uncertainty, with talks of major tariffs for numerous countries as well as talks of US freight getting preferential treatment through the Panama Canal. If these things do come to fruition, expect to see shifts in global trade patterns and sourcing.
Natural disasters will continue to become more frequent and more severe, as exhibited by the wildfires in Los Angeles and the winter storms throughout the southern states in the U.S. As a result, expect companies to invest more heavily in sustainability to mitigate climate change.
The peace treaty announced on Wednesday between Isael and Hamas in the Middle East could support increased freight volumes returning to the Suez Canal as political crisis in the area are resolved.
The French transportation visibility provider Shippeo today said it has raised $30 million in financial backing, saying the money will support its accelerated expansion across North America and APAC, while driving enhancements to its “Real-Time Transportation Visibility Platform” product.
The funding round was led by Woven Capital, Toyota’s growth fund, with participation from existing investors: Battery Ventures, Partech, NGP Capital, Bpifrance Digital Venture, LFX Venture Partners, Shift4Good and Yamaha Motor Ventures. With this round, Shippeo’s total funding exceeds $140 million.
Shippeo says it offers real-time shipment tracking across all transport modes, helping companies create sustainable, resilient supply chains. Its platform enables users to reduce logistics-related carbon emissions by making informed trade-offs between modes and carriers based on carbon footprint data.
"Global supply chains are facing unprecedented complexity, and real-time transport visibility is essential for building resilience” Prashant Bothra, Principal at Woven Capital, who is joining the Shippeo board, said in a release. “Shippeo’s platform empowers businesses to proactively address disruptions by transforming fragmented operations into streamlined, data-driven processes across all transport modes, offering precise tracking and predictive ETAs at scale—capabilities that would be resource-intensive to develop in-house. We are excited to support Shippeo’s journey to accelerate digitization while enhancing cost efficiency, planning accuracy, and customer experience across the supply chain.”
Donald Trump has been clear that he plans to hit the ground running after his inauguration on January 20, launching ambitious plans that could have significant repercussions for global supply chains.
As Mark Baxa, CSCMP president and CEO, says in the executive forward to the white paper, the incoming Trump Administration and a majority Republican congress are “poised to reshape trade policies, regulatory frameworks, and the very fabric of how we approach global commerce.”
The paper is written by import/export expert Thomas Cook, managing director for Blue Tiger International, a U.S.-based supply chain management consulting company that focuses on international trade. Cook is the former CEO of American River International in New York and Apex Global Logistics Supply Chain Operation in Los Angeles and has written 19 books on global trade.
In the paper, Cook, of course, takes a close look at tariff implications and new trade deals, emphasizing that Trump will seek revisions that will favor U.S. businesses and encourage manufacturing to return to the U.S. The paper, however, also looks beyond global trade to addresses topics such as Trump’s tougher stance on immigration and the possibility of mass deportations, greater support of Israel in the Middle East, proposals for increased energy production and mining, and intent to end the war in the Ukraine.
In general, Cook believes that many of the administration’s new policies will be beneficial to the overall economy. He does warn, however, that some policies will be disruptive and add risk and cost to global supply chains.
In light of those risks and possible disruptions, Cook’s paper offers 14 recommendations. Some of which include:
Create a team responsible for studying the changes Trump will introduce when he takes office;
Attend trade shows and make connections with vendors, suppliers, and service providers who can help you navigate those changes;
Consider becoming C-TPAT (Customs-Trade Partnership Against Terrorism) certified to help mitigate potential import/export issues;
Adopt a risk management mindset and shift from focusing on lowest cost to best value for your spend;
Increase collaboration with internal and external partners;
Expect warehousing costs to rise in the short term as companies look to bring in foreign-made goods ahead of tariffs;
Expect greater scrutiny from U.S. Customs and Border Patrol of origin statements for imports in recognition of attempts by some Chinese manufacturers to evade U.S. import policies;
Reduce dependency on China for sourcing; and
Consider manufacturing and/or sourcing in the United States.
Cook advises readers to expect a loosening up of regulations and a reduction in government under Trump. He warns that while some world leaders will look to work with Trump, others will take more of a defiant stance. As a result, companies should expect to see retaliatory tariffs and duties on exports.
Cook concludes by offering advice to the incoming administration, including being sensitive to the effect retaliatory tariffs can have on American exports, working on federal debt reduction, and considering promoting free trade zones. He also proposes an ambitious water works program through the Army Corps of Engineers.