DC managers have plenty of tools at their disposal for keeping forklift batteries all charged up and ready to go. The trick is to select the right one for your particular operation.
George Weimer has been covering business and industry for almost four decades, beginning with Penton Publishing's Steel Magazine in 1968 where his first "beat" was the material handling industry. He remained with Steel for two years and stayed for two more when it became Industry Week in 1970. He subsequently joined Iron Age, where he spent a dozen years as its regional and international machine tool editor. He then re-joined Penton Publishing as chief editor of Automation Magazine and in 1993 returned to Industry Week as executive editor. He has been a contributing editor for several publications, including Material Handling Management, where his columns and feature articles regularly generated lively discussion in the industry. He has won various awards from major journalism organizations. He has covered numerous trade shows here and abroad and has spoken to various industrial and trade groups on the current issues and events of the day as they impinge on business. He remains convinced that material handling technology and logistics are two of the major sources of productivity improvement today and in the future for all industries.
The premise is simple enough: if you want to keep your electric lift trucks in top operating condition, you'll need a system for maintaining and charging their batteries.But as many DC managers will attest, there's nothing simple about developing such a system. The days are long gone when keeping batteries charged was pretty much a matter of driving the truck to a battery room for overnight charging. Nowadays, DC managers have a far greater array of options when it comes to managing battery operations.
There's no one-size-fits-all solution. Each DC must determine for itself which types of equipment best suit its particular operation, factoring in such matters as labor costs and number of shifts. That requires a full understanding of the various charging and handling techniques and technologies, and how they work. It also calls for a clear-eyed assessment of an assortment of increasingly sophisticated battery management tools designed to ensure safety, efficient operations, and long battery life.
"Customers aren't looking for energy efficiency, productivity, low cost of ownership, service, turnkey maintenance, or reliability. They want all of the above," says Lisa Horiuchi Heiberg, director of marketing and venture development for AeroVironment in Monrovia, Calif.
The debate goes on
When it comes to charging systems, one of the first big decisions a fleet manager must make is whether to go with a fast-charging system or the more traditional battery exchange approach. What are the advantages of each? It depends on whom you ask.
Peter Michalski, managing director for fast-charging specialist Edison-Minit Charger, says one advantage of fast charging is that it eliminates the need for forklift operators to stop what they're doing and go change a battery. Multiply the time savings across several trucks and you've got a big boost in productivity, he says. Another plus is that fast charging doesn't require users to handle heavy, acid-filled batteries. "Safety considerations have become a leading reason for customers to switch to fast charging," he adds.
Michalski urges DC managers to investigate the quickcharge technology. "Evaluate fast charging as an alternative to battery changing," he advises. "Ask a fast charge representative or dealer to provide a facility assessment to learn how fast charging can 'fit' and the magnitude of the savings."
who you gonna call?
Have questions about battery handling and charging systems? These experts stand ready to take your call.
Sackett Material Handling Systems Inc. (Bensenville, Ill.)
(800) 323-8332
(630) 766-5500 sales@sackett-systems.com
Heiberg, whose company produces the PosiCharge fastcharging system, contends that fast charging also has the economic edge over traditional battery exchange. "Imagine the quantifiable advantages of eliminating the battery room and the labor and capital-intensive changing regimen completely," she says. Those advantages, she adds, include reducing inventory carrying costs, increasing productivity, improving workplace safety, and decreasing ongoing operating expenses.
Not surprisingly, proponents of traditional battery handling systems see it differently. They dispute the notion that fast charging is the more economical alternative. Quickcharge technologies have gained popularity in industries with high labor costs, like the automotive business, acknowledges John Pratt, president of Multi-Shifter Inc., a manufacturer of industrial battery handling vehicles and storage systems. But when it comes to three-shift operations, he argues, battery changing systems are a better fit and offer a faster return on investment than costlier fastcharging systems.
Attention to the basics
Today's charging technologies may be more capable and powerful than ever, but DCs still have to follow the basic principles of sound battery maintenance and handling if they want to achieve top performance.With traditional battery charging, for example, it's essential to keep close track of each battery to ensure that it's properly charged and cooled. "Batteries that are fully charged and cooled will achieve maximum run time," says Terry Orf, vice president, global sales and marketing for St. Louis, Mo.-based BHS, a manufacturer of battery handling equipment and systems. "Run time [drops] as charge and cooling times are decreased when batteries are taken out of rotation." BHS, like other battery handling companies, offers software tools that monitor individual batteries to ensure that battery room workers or lift-truck operators select a battery that is fully charged and ready.
Pratt adds that when it comes to batteries, the rule of thumb is that you have to charge a battery for eight hours, work it for eight hours, and rest it for eight hours. That means that two-shift operations require two batteries per truck and three-shift operations, three batteries per truck. "Battery maintenance and battery handling equipment maintenance are crucial," he asserts.
Some have suggested that the introduction of fast-charging technology alters that equation by eliminating the need for spare batteries. That's not necessarily true, says Orf. "The main mistake that users of fast-charge technology make is to apply the [traditional guidelines for determining battery needs] to all applications. Using fast charge in applications where there is not adequate time for batteries to receive a full charge daily or an equalize charge on the weekends can have disastrous results."
Dean Portney, national accounts manager for industrial battery maker Hawker Powersource Inc., agrees that problems with fast charging occasionally crop up. Most of the time, he says, these problems are caused by forklift operators who forget to plug the batteries into rapid chargers during breaks or fail to equalize batteries weekly. "This causes batteries to not have enough amp hours returned, resulting in a deficit of amp hours for the operation," he says. "Not equalizing weekly causes a decay in battery performance and life."
Not surprisingly, advocates of fast charging dispute the assertion that the technology shortens battery life. With proper battery management, it's just not an issue, they say. "Despite many enterprise-wide installations of fast-charge systems by high-profile corporations, seven or eight years after the introduction of fast charging, this false perception remains," says Heiberg. "The key to long-term battery care is closed-loop charge algorithms that communicate with and monitor the battery—and ultimately control charge current and voltage according to a battery's temperature."
The case for automation
The fast-charging sector isn't the only part of the battery charging market that's gone high tech. The battery exchange business is seeing rapid technological advances as well. In recent years, players in this arena have introduced sophisticated battery management tools designed to promote operating efficiency and extend battery life.
Dan Dwyer, vice president and general manager of Sackett Systems, a Bensenville, Ill.-based producer of battery handling systems, says that DC managers have much to gain from today's automatic battery-changing systems. But all too often, he says, they fail to capitalize on those advantages because they don't look beyond the systems' initial capital cost. "Unfortunately, customers tend to look at the cost of the product, rather than the value that comes from it."
That becomes even more important as the cost of new batteries rises, according to Dwyer. "You need a disciplined way of rotating lift truck batteries and proper maintenance," he says. "This is especially true today with the increase in lead prices. Lead has doubled in the last eight months.
"There's a perception out there that there's not much to be gained in the way of efficiency," Dwyer continues. "That's not true." His advice? "Develop a battery management system if you don't have one. And if you do, move to as much automation as possible. The more automation, the better."
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.