A surge in the popularity of electric lift trucks means DC managers now must cope with the 3,000-pound acid-filled batteries that power them. That's sparked a lot of interest in safe battery handling equipment.
Beer lovers might cringe at the thought. But Fort Sumter, S.C.-based beer distributor Yahnis Co. has strict instructions to keep brew stored in its distribution center at room temperature—70 degrees. That requirement prompted the company to swap out its 15 heat-generating internal combustion engine (ICE) lift trucks for new Toyota electric models a few years ago. A drastic move, perhaps, but banishing the ICE engines brought benefits well beyond temperature control, says Tommy Parnell, the company's operations manager. It's cut down on noise and dissipated the clouds of evil-smelling engine exhaust that hovered over the site.
Yahnis's story is not that unusual. Riding the clean-air wave, manufacturers of electric trucks have marketed their way into distribution facilities across the country. In 2001, electric vehicles accounted for 61 percent of all U.S. industrial trucks, according to Toyota Material Handling U.S.A.
Though electrics may be clean and quiet,they still require a power source—in this case, batteries. That's big, heavy-duty batteries that typically cost between $1,900 and $5,000 apiece, according to Roger Clark, vice president of sales and marketing at BatteryTest Inc. of Easton, Pa.
Yet that high price tag doesn't always guarantee that batteries receive the attention and maintenance they require. "Battery handling is one of the most overlooked areas in the DC," says Tony Amato, vice president of sales and marketing for Battery Handling Systems (BHS) of St. Louis. That can be an expensive mistake: Neglect both shortens battery life and compromises performance.
Battery basics
How do you protect that investment and keep your batteries in good working order? It starts with buying the right batteries."If a battery is too small for the truck,it won't be able to sustain the charge long enough to complete a job you want to do on a shift," says Bill Gilroy, area manager, Northeast, Mideast and Midwest for Yale Material Handling. "If it's too large, you're overpaying, getting more power than is necessary or than can be used by the truck."
Because batteries are expensive, some are tempted to buy just enough to get by. That's a temptation you should resist. "Companies often get into trouble because they don't have enough batteries per truck ," says Rick Hoff, vice president of operations for Industrial Battery Products of St. Louis. " If you don't have enough batteries, you'll be able to produce, but the potential for electric component failure is there. "For trucks that are operated a round the clock, Hoff recommends buying three batteries per truck. "For every hour you discharge," he says, "you want to have about the same amount of time to charge and then cool your battery."
The charging and cooling operations often take place in a special room set aside for battery-related tasks. Isolating the operati ons makes it easier to address fire protection and ventilation issues as well as flush out and neutralize spilled electrolyte, if necessary. These rooms typically house an array of specialized handling equipment—battery storage racks (which can reach up to six levels high), chargers, watering systems and in some cases, automatic battery changing systems. "Ba tteries weigh from 2,000 to 3,000 pounds and are filled with acid," says Amato. "The right equipment is essential to limit the handling dangers."
How a battery is changed out varies greatly from one DC to the next and from one truck to the next. Reach trucks, for instance, require handlers to roll the batteries out sideways on rollers. New automated systems are making the job easier. "The operator simply pulls the truck up to the system, opens the battery restraint, unplugs it, and the system selects the best battery and swaps it out," says Glenn Johnston, grocery and logistics specialist/national accounts manager for MTC in Temple, Texas. "The entire process takes two to three minutes and doesn't require manual handling."
That convenience carries a price tag. A sophisticated system that handles a 100-truck fleet with 200 batteries, for example, will typically run about $225,000, says Johnston. "Still, you can usually achieve payback in about two years," he says. "People like the idea, and we're seeing a lot of interest in these systems."
Once the battery is off the truck, it must be charged. "All managers overseeing lift trucks, whether they have one or 1,000, should equip their facility with a proper (and wellventilated) battery charging station," says Gilroy. Charging is typically an eight-hour process.However, new fast-charge systems are now available that can cut that time down drastically, reducing the number of batteries required for your operation. (See sidebar.)
Batteries need watering, too—but only after the recharging process is complete. "If you water a battery before a charge, you're going to have water and acid rising up over the top and acid will end up on the floor," says Hoff. "Not only that, but your capacity will be down."
How you water isn't nearly as important as simply ensuring that it gets done, but there are automated systems today that can save time and effort. An automatic system consists of an electronic control that delivers water to the battery, along with a vent cap installed on the battery cells to control the flow of water to each cell. The operator plugs the system into the battery when plugging it into the charger, and the system delivers the water and then automatically shuts down.
Even after charging and watering, a battery still may not be ready for duty. "You also want to check voltages and electrolyte specific gravities," says Ken Sanders, director of motive power engineering at East Penn Manufacturing in Lyon Station, Pa. It's important to keep batteries clean, too. "Rinse off any acid build-up to prevent it from dropping the voltage," recommends Johnston. "Also check your cables periodically."
Testing, 1-2-3
Even the most scrupulous maintenance program can't keep batteries going forever. So at least twice a year, batteries should be tested. "Batteries dropping below normal voltage can cost you a lot," says Amato. "Testing eliminates surprises," adds Clark. "If you find a failing cell and replace it, it will run you $200 to $300, much cheaper than replacing an entire battery."
Testing can be done manually or with new automated systems. These systems typically run upwards of $20,000, but ROI can be achieved within a year, says Clark. "An automated system is passive and doesn't require labor," he adds, "so you can test more often than you would manually."
When your batteries finally have reached the end of their lifespan, usually after 1,500 charge cycles, you need to look for safe, responsible ways to recycle them. That can be as simple as returning them to the dealer. "Most battery dealers will take them back and pass them on to a smelter,where the lead is removed and reused," says Amato.
To be on the safe side, ask for documentation proving that the battery has wound up in an EPA-approved smelting facility. "Your biggest concern should be where the battery is going," says Hoff. "All too often, it's sold to the local scrapyard and you don't know where it will end up."
make it quick
No question today's batteries represent a giant step up the evolutionary ladder—technological advances have brought a 25-percent improvement in watt-hours per pound over the past 20 years, says Brett Wood, national product planning and marketing manager at Irvine, Calif.-based Toyota Material Handling U.S.A. But most electric truck batteries still can go for only one work shift before they need to be recharged. That means an unwelcome halt to the truck's operations in multi-shift operations.
Hard-charging DC executives don't always have patience with slow battery charging operations. So it's not surprising that companies are sprouting up to offer fast-charging technology. Available for industrial truck batteries for about four years now, fast chargers can return battery e n e r gy while the battery is still inside the truck, eliminating the need for battery changes. "Lift truck operators can use their idle time for recharging," explains Peter Michalski, director at Edison Minit-Charger of Irvine, Calif. "When a driver is on a break or taking lunch, he can hook up the battery to the fast charger without having to take the battery out. Any time the truck's not in use, the battery gets charged."
How much charge a battery receives during one of these breaks depends on how low the charge is and how hot the battery is. "Typically, a battery is only down to about an 85-percent charge by the first break of the day," says Lynda Stephens, marketing manager of Aerovironment in Monrovia, Calif. "As the day goes on, it will drop to a 40- to 50-percent charge, and will get about 25 percent back at these later breaks."
Another advantage to the fast-charge approach is that batteries don't need to be watered as often. "Fast chargers require less water, so instead of having to water the battery after each shift, you can water on a Monday and be done for the week," says Michalski.
Some proponents of traditional charging claim that fast charging leads to shorter battery life. Not true, says Stephens. "If you're running one battery per truck, as opposed to two or three, the battery will chronologically run down faster than through traditional charging," she says. "But you will still get the full amp hours (typically 1,500) out of the battery."
Another downside is the cost—around $10,000 to $15,000 per lift truck. But Michalski says that the initial ROI can be achieved within two years because with fast charging, fewer batteries and less space are needed.
Still in its early days with industrial trucks, fast-charging technology has yet to experience widespread adoption. But several large companies—Ford and Nestle, for example—have bought in. At least we know that low batteries won't be responsible for delays in filling the American public's endless appetite for cars or chocolate.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”
Although many shoppers will
return to physical stores this holiday season, online shopping remains a driving force behind peak-season shipping challenges, especially when it comes to the last mile. Consumers still want fast, free shipping if they can get it—without any delays or disruptions to their holiday deliveries.
One disruptor that gets a lot of headlines this time of year is package theft—committed by so-called “porch pirates.” These are thieves who snatch parcels from front stairs, side porches, and driveways in neighborhoods across the country. The problem adds up to billions of dollars in stolen merchandise each year—not to mention headaches for shippers, parcel delivery companies, and, of course, consumers.
Given the scope of the problem, it’s no wonder online shoppers are worried about it—especially during holiday season. In its annual report on package theft trends, released in October, the
security-focused research and product review firm Security.org found that:
17% of Americans had a package stolen in the past three months, with the typical stolen parcel worth about $50. Some 44% said they’d had a package taken at some point in their life.
Package thieves poached more than $8 billion in merchandise over the past year.
18% of adults said they’d had a package stolen that contained a gift for someone else.
Ahead of the holiday season, 88% of adults said they were worried about theft of online purchases, with more than a quarter saying they were “extremely” or “very” concerned.
But it doesn’t have to be that way. There are some low-tech steps consumers can take to help guard against porch piracy along with some high-tech logistics-focused innovations in the pipeline that can protect deliveries in the last mile. First, some common-sense advice on avoiding package theft from the Security.org research:
Install a doorbell camera, which is a relatively low-cost deterrent.
Bring packages inside promptly or arrange to have them delivered to a secure location if no one will be at home.
Consider using click-and-collect options when possible.
If the retailer allows you to specify delivery-time windows, consider doing so to avoid having packages sit outside for extended periods.
These steps may sound basic, but they are by no means a given: Fewer than half of Americans consider the timing of deliveries, less than a third have a doorbell camera, and nearly one-fifth take no precautions to prevent package theft, according to the research.
Tech vendors are stepping up to help. One example is
Arrive AI, which develops smart mailboxes for last-mile delivery and pickup. The company says its Mailbox-as-a-Service (MaaS) platform will revolutionize the last mile by building a network of parcel-storage boxes that can be accessed by people, drones, or robots. In a nutshell: Packages are placed into a weatherproof box via drone, robot, driverless carrier, or traditional delivery method—and no one other than the rightful owner can access it.
Although the platform is still in development, the company already offers solutions for business clients looking to secure high-value deliveries and sensitive shipments. The health-care industry is one example: Arrive AI offers secure drone delivery of medical supplies, prescriptions, lab samples, and the like to hospitals and other health-care facilities. The platform provides real-time tracking, chain-of-custody controls, and theft-prevention features. Arrive is conducting short-term deployments between logistics companies and health-care partners now, according to a company spokesperson.
The MaaS solution has a pretty high cool factor. And the common-sense best practices just seem like solid advice. Maybe combining both is the key to a more secure last mile—during peak shipping season and throughout the year as well.