With some top-of-the-line models costing up to $100,000 a pop, it's obvious why you need to take good care of your lift trucks. But there's a lot more to it than an occasional lube job.
Funny how the very same people who wouldn't think of pushing their Integras to go 70,000 miles without an oil change, hauling loads of bricks in their Miatas or allowing a novice to grind up the gears on their new Touaregs behave almost casually when it comes to the welfare of their lift trucks. And it's all the funnier—or maybe not so funny—when you consider that those forklifts they treat so off-handedly cost anywhere from $15,000 to $100,000 apiece.
Maybe it's the forklift's reputation as the indestructible workhorse of the warehouse, maybe it's time pressure, maybe it's ignorance. Whatever the cause,that neglect invariably results in premature wear or even a smoking, screeching breakdown.
How can you protect your lift truck investment? Keeping the trucks in prime condition requires a three-pronged approach. First, you match the truck to the job; then you keep up with maintenance; and finally, you operate the trucks as directed by the manufacturer.
The match game
Step one in keeping your lift trucks in top operating condition takes place before the rubber hits the DC floor with the selection process. You have to match the t ruck with the specific job you need done. "Every application is unique in some way, shape or form," says Martin Boyd, manager of product planning at Toyota Material Handling U.S.A. Inc. of Irvine, Calif. " But choosing the right model is absolutely crucial in determining not only how productive the truck will be but also how efficient your overall operation will be."
Figuring out what features you want in a truck requires a lot more than just picking one from column A and two from column B. It's more a matter of sizing up your own operations, says Susan Comfort, marketing director, order-pickers and very narrow aisle products for The Raymond Corp. of Greene,N.Y. "When evaluating trucks for the job, you have to consider all the tasks the operator is required to do," she says. "You also have to consider the load—its weight, length, width, and the height it will be raised to. Then look at the warehouse layout—the aisles and rack staging area—and determine the amount of run time per shift for each truck." But looking at current requirements is not enough, she adds. "You also have to consider and anticipate any changes in the tasks, the loads, the work period and the warehouse."
That attention should extend to the lift-truck attachments and options, too. Pick the wrong fork for a hydraulic-shift truck, for example, and the operator will lose valuable time making up for the shortcoming. Putting a lift truck to work in a paper operation without fitting it with a special clamp to help maneuver paper rolls could make it nearly impossible to move the truck into tight spaces. And using a vehicle in a cold food storage environment without outfitting it with a "cold package" designed to help it adapt to a wide range of temperature variations will cause it to fail soon after driving out of a freezer as condensation builds up on the electronics. When shopping for lift trucks, make sure that you're working with reputable and well-informed dealers. "It's vitally important that your salesperson spend the time to understand how the truck will be used in your specific application," says Boyd. "The two biggest mistakes a lifttruck salesperson can make are to bypass the application survey stage and to base the configuration of the new equipment on old equipment presently being used."
All too often, DC managers ask their dealers to replace "exactly what they have," adds Jon Levine, vice president of counterbalanced product sales at Yale Lift Trucks in Greenville, N .C. "But many times loads or routes have changed since the last time they purchased trucks. You can't assume what was suitable in the past will work for the future."
Just as your applications may have changed, the truck models themselves have likely undergone a few alterations since the last time you were in the market. For instance,says Levine, many of the older trucks advertised as having a 4,000-pound load capacity could actually move more than that—which meant operators weren't afraid to use them to move the occasional 4,500-pound load. Nowadays, however, a truck rated at 4,000 pounds can't go over that limit. Assuming it can and using it for that purpose could cause premature wear or endanger workers.
Staying in shape
As with any vehicle, lift trucks need periodic maintenance to stay in top operating condition. That's a thorough going-over, not just an occasional lube job. " If you don't maintain your lift trucks properly," says Lyle Pichelman, sales engineer at SJF Material Handling in Winsted, Minn., "they'll die on you when you need them the most." A neglected lift truck depreciates rapidly, he warns. "When the time comes to replace it, the value will be a fraction of what it should be."
The obvious way to keep your lift trucks out of the repair bay is to heed the manufacturers' recommended preventative maintenance schedules. "If the repair manual recommends changing the hydraulic fluid every 200 hours, change the fluid every 200 hours," says Boyd.
That also means following the OEM's recommendations to the letter. If, for example, the manufacturer recommends using boron-free engine coolant, don't substitute a cheaper coolant containing boron. That substitution could cause costly and irreversible damage to aluminum intakes and aluminum core radiators. In fact, it may be in your best interest to take the trucks back to the OEM for servicing, says Levine. Today's trucks are more sophisticated than their older counterparts, requiring a great deal of technical know-how on the mechanic's part, he notes."It's not like in the past where a simple fix could do it."
Richard Graumann, manager of aftermarket sales at The Raymond Corp., suggests tracking maintenance and downtime trends to identify vehicles that could be mismatched to their applications or nearing the end of their useful lives.
Daily pre-shift inspections—which are required by OSHA—can alert operators to developing problems, too. Dirk Von Holt, president of Jungheinrith Lift Trucks in Richmond, Va., strongly advocates making it the driver's responsibility to begin his or her shift with a thorough inspection. That includes checking fuel, battery electrolyte, oil and coolant levels as well as the condition of the forks, carriage chains, tires and even the seat belts.
Run it right
Of course no maintenance program can offset the wear and tear caused by screeching stops, stut tering starts and careening turns. Levine says that one of the most common misconceptions about lift-truck operation is that anyone can do it. "There's no reality to the thinking that if you can drive to work, you can drive a forklift truck," he says.
Though OSHA issued specific lift truck training standards in 1999, training efforts still tend to be spotty. Training costs money, to be sure, but managers who take the training requirement seriously will save the company money in the long run. Whether they outsource training or handle it inhouse, operations that follow the protocol laid out in the standard generally have fewer accidents, and therefore, report less down time and enjoy lower insurance rates.
But the benefits don't end with lower insurance rates and less downtime. Training can lead to more productive operations as well. "Operators that have been fully trained on a particular piece of equipment tend to be more comfortable using it because they're familiar with how it will respond in a given situation," says Boyd."Operators who have not gone through the training are often hesitant in certain operating situations because they are not clear on how the lift truck will respond. This hesitancy undoubtedly has an effect on productivity."
Occupiers signed leases for 49 such mega distribution centers last year, up from 43 in 2023. However, the 2023 total had marked the first decline in the number of mega distribution center leases, which grew sharply during the pandemic and peaked at 61 in 2022.
Despite the 2024 increase in mega distribution center leases, the average size of the largest 100 industrial leases fell slightly to 968,000 sq. ft. from 987,000 sq. ft. in 2023.
Another wrinkle in the numbers was the fact that 40 of the largest 100 leases were renewals, up from 30 in 2023. According to CBRE, the increase in renewals reflected economic uncertainty, prompting many major occupiers to take a wait-and-see approach to their leasing strategies.
“The rise in lease renewals underscores a strategic shift in the market,” John Morris, president of Americas Industrial & Logistics at CBRE, said in a release. “Companies are more frequently prioritizing stability and efficiency by extending their current leases in established logistics hubs.”
Broken out into sectors, traditional retailers and wholesalers increased their share of the top 100 leases to 38% from 30%. Conversely, the food & beverage, automotive, and building materials sectors accounted for fewer of this year's top 100 leases than they did in 2023. Notably, building materials suppliers and electric vehicle manufacturers were also significantly less active than in 2023, allowing retailers and wholesalers to claim a larger share.
Activity from third-party logistics operators (3PLs) also dipped slightly, accounting for one fewer lease among the top 100 (28 in total) than it did in 2023. Nevertheless, the 2024 total was well above the 15 leases in 2020 and 18 in 2022, underscoring the increasing reliance of big industrial users on 3PLs to manage their logistics, CBRE said.
Oh, you work in logistics, too? Then you’ve probably met my friends Truedi, Lumi, and Roger.
No, you haven’t swapped business cards with those guys or eaten appetizers together at a trade-show social hour. But the chances are good that you’ve had conversations with them. That’s because they’re the online chatbots “employed” by three companies operating in the supply chain arena—TrueCommerce,Blue Yonder, and Truckstop. And there’s more where they came from. A number of other logistics-focused companies—like ChargePoint,Packsize,FedEx, and Inspectorio—have also jumped in the game.
While chatbots are actually highly technical applications, most of us know them as the small text boxes that pop up whenever you visit a company’s home page, eagerly asking questions like:
“I’m Truedi, the virtual assistant for TrueCommerce. Can I help you find what you need?”
“Hey! Want to connect with a rep from our team now?”
“Hi there. Can I ask you a quick question?”
Chatbots have proved particularly popular among retailers—an October survey by artificial intelligence (AI) specialist NLX found that a full 92% of U.S. merchants planned to have generative AI (GenAI) chatbots in place for the holiday shopping season. The companies said they planned to use those bots for both consumer-facing applications—like conversation-based product recommendations and customer service automation—and for employee-facing applications like automating business processes in buying and merchandising.
But how smart are these chatbots really? It varies. At the high end of the scale, there’s “Rufus,” Amazon’s GenAI-powered shopping assistant. Amazon says millions of consumers have used Rufus over the past year, asking it questions either by typing or speaking. The tool then searches Amazon’s product listings, customer reviews, and community Q&A forums to come up with answers. The bot can also compare different products, make product recommendations based on the weather where a consumer lives, and provide info on the latest fashion trends, according to the retailer.
Another top-shelf chatbot is “Manhattan Active Maven,” a GenAI-powered tool from supply chain software developer Manhattan Associates that was recently adopted by the Army and Air Force Exchange Service. The Exchange Service, which is the 54th-largest retailer in the U.S., is using Maven to answer inquiries from customers—largely U.S. soldiers, airmen, and their families—including requests for information related to order status, order changes, shipping, and returns.
However, not all chatbots are that sophisticated, and not all are equipped with AI, according to IBM. The earliest generation—known as “FAQ chatbots”—are only clever enough to recognize certain keywords in a list of known questions and then respond with preprogrammed answers. In contrast, modern chatbots increasingly use conversational AI techniques such as natural language processing to “understand” users’ questions, IBM said. It added that the next generation of chatbots with GenAI capabilities will be able to grasp and respond to increasingly complex queries and even adapt to a user’s style of conversation.
Given their wide range of capabilities, it’s not always easy to know just how “smart” the chatbot you’re talking to is. But come to think of it, maybe that’s also true of the live workers we come in contact with each day. Depending on who picks up the phone, you might find yourself speaking with an intern who’s still learning the ropes or a seasoned professional who can handle most any challenge. Either way, the best way to interact with our new chatbot colleagues is probably to take the same approach you would with their human counterparts: Start out simple, and be respectful; you never know what you’ll learn.
With the hourglass dwindling before steep tariffs threatened by the new Trump Administration will impose new taxes on U.S. companies importing goods from abroad, organizations need to deploy strategies to handle those spiraling costs.
American companies with far-flung supply chains have been hanging for weeks in a “wait-and-see” situation to learn if they will have to pay increased fees to U.S. Customs and Border Enforcement agents for every container they import from certain nations. After paying those levies, companies face the stark choice of either cutting their own profit margins or passing the increased cost on to U.S. consumers in the form of higher prices.
The impact could be particularly harsh for American manufacturers, according to Kerrie Jordan, Group Vice President, Product Management at supply chain software vendor Epicor. “If higher tariffs go into effect, imported goods will cost more,” Jordan said in a statement. “Companies must assess the impact of higher prices and create resilient strategies to absorb, offset, or reduce the impact of higher costs. For companies that import foreign goods, they will have to find alternatives or pay the tariffs and somehow offset the cost to the business. This can take the form of building up inventory before tariffs go into effect or finding an equivalent domestic alternative if they don’t want to pay the tariff.”
Tariffs could be particularly painful for U.S. manufacturers that import raw materials—such as steel, aluminum, or rare earth minerals—since the impact would have a domino effect throughout their operations, according to a statement from Matt Lekstutis, Director at consulting firm Efficio. “Based on the industry, there could be a large detrimental impact on a company's operations. If there is an increase in raw materials or a delay in those shipments, as being the first step in materials / supply chain process, there is the possibility of a ripple down effect into the rest of the supply chain operations,” Lekstutis said.
New tariffs could also hurt consumer packaged goods (CPG) retailers, which are already being hit by the mere threat of tariffs in the form of inventory fluctuations seen as companies have rushed many imports into the country before the new administration began, according to a report from Iowa-based third party logistics provider (3PL) JT Logistics. That jump in imported goods has quickly led to escalating demands for expanded warehousing, since CPG companies need a place to store all that material, Jamie Cord, president and CEO of JT Logistics, said in a release
Immediate strategies to cope with that disruption include adopting strategies that prioritize agility, including capacity planning and risk diversification by leveraging multiple fulfillment partners, and strategic inventory positioning across regional warehouses to bypass bottlenecks caused by trade restrictions, JT Logistics said. And long-term resilience recommendations include scenario-based planning, expanded supplier networks, inventory buffering, multimodal transportation solutions, and investment in automation and AI for insights and smarter operations, the firm said.
“Navigating the complexities of tariff-driven disruptions requires forward-thinking strategies,” Cord said. “By leveraging predictive modeling, diversifying warehouse networks, and strategically positioning inventory, JT Logistics is empowering CPG brands to remain adaptive, minimize risks, and remain competitive in the current dynamic market."
With so many variables at play, no company can predict the final impact of the potential Trump tariffs, so American companies should start planning for all potential outcomes at once, according to a statement from Nari Viswanathan, senior director of supply chain strategy at Coupa Software. Faced with layers of disruption—with the possible tariffs coming on top of pre-existing geopolitical conflicts and security risks—logistics hubs and businesses must prepare for any what-if scenario. In fact, the strongest companies will have scenarios planned as far out as the next three to five years, Viswanathan said.
Grocery shoppers at select IGA, Price Less, and Food Giant stores will soon be able to use an upgraded in-store digital commerce experience, since store chain operator Houchens Food Group said it would deploy technology from eGrowcery, provider of a retail food industry white-label digital commerce platform.
Kentucky-based Houchens Food Group, which owns and operates more than 400 grocery, convenience, hardware/DIY, and foodservice locations in 15 states, said the move would empower retailers to rethink how and when to engage their shoppers best.
“At HFG we are focused on technology vendors that allow for highly targeted and personalized customer experiences, data-driven decision making, and e-commerce capabilities that do not interrupt day to day customer service at store level. We are thrilled to partner with eGrowcery to assist us in targeting the right audience with the right message at the right time,” Craig Knies, Chief Marketing Officer of Houchens Food Group, said in a release.
Michigan-based eGrowcery, which operates both in the United States and abroad, says it gives retail groups like Houchens Food Group the ability to provide a white-label e-commerce platform to the retailers it supplies, and integrate the program into the company’s overall technology offering. “Houchens Food Group is a great example of an organization that is working hard to simultaneously enhance its technology offering, engage shoppers through more channels and alleviate some of the administrative burden for its staff,” Patrick Hughes, CEO of eGrowcery, said.
The 40-acre solar facility in Gentry, Arkansas, includes nearly 18,000 solar panels and 10,000-plus bi-facial solar modules to capture sunlight, which is then converted to electricity and transmitted to a nearby electric grid for Carroll County Electric. The facility will produce approximately 9.3M kWh annually and utilize net metering, which helps transfer surplus power onto the power grid.
Construction of the facility began in 2024. The project was managed by NextEra Energy and completed by Verogy. Both Trio (formerly Edison Energy) and Carroll Electric Cooperative Corporation provided ongoing consultation throughout planning and development.
“By commissioning this solar facility, J.B. Hunt is demonstrating our commitment to enhancing the communities we serve and to investing in economically viable practices aimed at creating a more sustainable supply chain,” Greer Woodruff, executive vice president of safety, sustainability and maintenance at J.B. Hunt, said in a release. “The annual amount of clean energy generated by the J.B. Hunt Solar Facility will be equivalent to that used by nearly 1,200 homes. And, by drawing power from the sun and not a carbon-based source, the carbon dioxide kept from entering the atmosphere will be equivalent to eliminating 1,400 passenger vehicles from the road each year.”