Peter Bradley is an award-winning career journalist with more than three decades of experience in both newspapers and national business magazines. His credentials include seven years as the transportation and supply chain editor at Purchasing Magazine and six years as the chief editor of Logistics Management.
Following the path of least resistance may be a natural tendency, but it's not always the best policy. Your average teenager, for example, will grab the carton of milk from the front of the fridge, leaving the open carton in the back to go sour. The average distribution center worker in search of a replacement lift-truck battery will cruise through the battery room, pulling out the first one he finds that's fully charged (and appropriate for the truck), leaving fully charged batteries at the far end of the stacks sitting unused, sometimes for months.
And those are the drivers who at least take responsibility for replacing the battery. Mike Fusca, operations manager for Standard Distributing, a Delaware distributor of beer, wine and spirits, says he's seen drivers whose trucks' batteries were running low simply jump on another truck, leaving a near-dead truck in the aisles.
Fusca solved his problem by buying a new fast-charging system from Edison Minit-Charger and demanding that drivers use it—drivers are responsible for keeping their own trucks charged by connecting to a fast charger at every break. But that's not the only solution available to DC managers seeking help with battery management. Today they have plenty of choices: Everybody from battery and charger manufacturers like EnerSys, to battery handling companies like Battery Handling Systems (BHS) and Materials Transportation Co. (MTC), to the emerging fast-charge providers like Edison Minit-Charge and PosiCharge has come up with a solution designed to help busy managers take charge of their batteries.
An end to plug and pray
If buying a battery management system sounds like overkill, perhaps you haven't priced lift-truck batteries lately. These are expensive assets: industrial truck batteries cost upwards of $3,000 apiece. "In the battery room, a big investment is based in the battery itself," says Tony Amato, vice president of sales and marketing for the St. Louis-based BHS. "Whatever people can do to maximize the life of the battery is beneficial." But that doesn't mean they're necessarily willing to pay thousands of dollars for battery management software. "They're not looking for something really expensive," Amato says. "They're asking, 'How can I rotate my batteries and be alerted if I have problems?'"
Amato says his company, which provides battery handling equipment and technology, has received an overwhelming number of requests for a system that provides basic information for helping manage batteries.What BHS offers is a system called Next Available Battery, which features a computerized touch screen that directs operators to the most appropriate replacement battery. A DC can maintain its entire battery inventory in the system. When lift truck drivers come to the battery room to make a change, they scan the battery currently in their truck. The system gives the driver the replacement battery's location. The driver scans that, and the system confirms that it's the correct battery. The system can also alert drivers if a battery is scheduled for watering and if it needs to be equalized (plugged in for an extended charging session to assure all cells in the battery are brought up to the same level).
The system also provides alerts if a battery is discharging too quickly, which could indicate potential problems with the battery, the charger or the lift truck. "You can look at cycle data on a particular battery," Amato says. For managers, that information on a particular battery's health can prove helpful in forecasting replacement requirements. That's also crucial to the health of lift trucks, as over-discharging can damage vehicles.
"We didn't want to make this overly sophisticated," says Amato. "Our main thing is to be able to maintain the battery and keep the cost of the system down and affordable for most users."
Users can set the system up to assure that it directs drivers to the proper type of battery for each type of vehicle.While it generally sends drivers over to the batteries that have been in the battery rack the longest, it's programmed to prevent selection of batteries that are being equalized—a process that normally takes an extra three hours over normal charging.
By directing drivers to a particular battery, the system also assures balanced use of batteries in a DC—overcoming the tendency of drivers to pick the newest battery they can find. "The system won't let you take an incorrect battery," Amato says. "If they try to take another, the system will catch up with them. It knows exactly when it went out. It can easily identify who took a battery."
Checking the monitor
Then there's Materials Transportation Co., based in Temple, Texas, and a competitor to BHS, which offers what it calls E-Batt, its electronic battery management system. The system constantly samples charger voltages and reclassifies batteries as their status changes. Using the collected data, the system directs a battery handler to the best available battery for a specific vehicle. The technology includes data acquisition at the chargers to feed data on each charger's status as necessary to charger monitoring software.
Jim Lane, vice president of sales for the battery changing systems division of MTC, says customers like food distributor Dot Foods are saving a lot of money with the system. "They can identify batteries that are performing poorly and make decisions on repairing or replacing them," he says. "It has helped them manage by group size." That is, the reports help managers know exactly how many batteries they need for each type of lift truck in a facility.
The data collected help users manage both batteries and trucks. Lane explains that the system tracks hours of use by specific forklifts and records the hour meter usage each day—that is, how many hours the truck has been active. That provides information useful in a couple of ways. Comparing meter hours to clock hours provides a gauge of truck utilization. Lane says some customers are using that data as a benchmark to compare fleet utilization among facilities to help determine optimal fleet size.
In addition, the hour meter data collected can be used for scheduling preventive maintenance. "It generates accurate hour meter reports for preventive maintenance and saves the customer from running around a warehouse collecting hour meter readings," Lane says. "This information can be downloaded to a preventive maintenance software application."
For the batteries themselves, the system can provide alerts when average run times fall below a predetermined level, which may indicate a battery needs replacing.
The E-Batt Manager software allows data entry and can generate reports on individual batteries or trucks. The system, accessible from a ruggedized computer at the battery handling workstation, can show the location of a battery, the charger status and identification information on each truck, battery or charger.
During battery changing, information on the truck, the batteries (both the battery removed from the truck and the battery loaded onto the truck), and the rack locations is captured through bar-code scanning. MTC says the asset tracking and managed battery rotation system allows users to reduce their battery inventory.
Promising results
Before long, managers looking for help with battery management will also be able to turn to EnerSys, a battery manufacturer that offers battery charging and management tools as well. Drew Stump, the company's product manager for its Motive Power marketing division, says EnerSys is rolling out a number of products to help customers manage their batteries. Several of those are in the testing stage. The systems offer data on battery usage and charger usage and assure that batteries selected match the truck. Stump says the system creates an audible alarm if a battery handler attempts to select a battery that is not fully charged or is otherwise not ready for use.
A screen display informs battery handlers what battery is available and where it's located. Battery data are also accumulated to a PC, which generates reports that allow managers to check usage of both batteries and chargers.
The results of the tests so far are promising, he says, with fewer battery changes and longer truck operations between battery changes. In addition, truck maintenance costs have fallen.
"We have some other products we're working on with vendors," Stump says. One is an automated system that makes use of RFID technology to communicate with the system and has batteries changed robotically. The first such system was scheduled to be delivered to a warehouse customer last month. The unmanned system will collect data on charging and amp hours, and will provide fault messages on charging or battery problems.
When seconds count
Such is the demand for battery data management that even the manufacturers of fast-charging systems are getting into the act. Fast chargers can return battery energy while the battery is still inside the truck, eliminating the need for battery changes. Lift truck operators connect their batteries to the fast-charging system during break times or at the end of a shift.
For example, PosiCharge, a division of AeroVironment Inc., a California-based energy technology company noted for its research into solar- and electric-powered vehicles, now offers a fast-charging technology that also collects and manages data from a battery during the charge. The system was developed, the company says, to ensure safe battery charging by constantly collecting measurements of temperature, voltage, charge rate, ampere hours and state of charge during the charging process.
The data collected, PosiCharge says, tells managers what they need to know about both their battery inventory and driver productivity. The system collects data on charge times and duration of charge, information that managers can use to assure drivers are complying with charging rules and times. The system also monitors temperature and voltage, which can help identify batteries that are performing poorly, and state of charge and amp-hour data, which can help identify batteries with reduced capacity.
On a broader scale, PosiCharge says, the actual amp-hour usage per truck provides data that managers can use to evaluate fleet battery requirements. For instance, the information collected by the charging system provides indications of vehicle use—since each battery stays in the same truck—and can help managers identify vehicles that are underused and may be expendable.
PosiCharge says it is beta testing an integrated data collection and analysis software package designed to provide information to managers more efficiently, using a simple interface. Details on the system were not available at press time.
Another fast-charge player, Edison Minit-Charger, also offers products with built-in feedback systems. An operating company of California energy giant Edison International, Minit-Charger developed the industrial business out of its research into development of electricpowered cars and buses.
Peter Michalski, director of Edison Minit-Charger, says one advantage of fast-charging operations, in which batteries stay with the trucks, is that the chargers' feedback systems can track data on each truck as well as each battery, including a water-level sensor. The systems collect about 20 data points on each battery, according to Michalski. "A feature every Minit-Charger has is that it allows reports on a per-truck basis that can be overlaid or aggregated to a subfleet or fleet," he says. "It can analyze throughput, battery health and utilization."
Michalski says the chargers provide information in plain language on any problems detected by the system.Drivers can report issues to their managers or to maintenance technicians, who can initiate additional diagnostics if needed, he says."The idea is to get a quick response back without the added layer and expense of a complete communications system."
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."