The typical loading dock is a dangerous place, with people and heavy machinery moving around in tight quarters. Here are some things you can do to keep accidents at bay.
Susan Lacefield has been working for supply chain publications since 1999. Before joining DC VELOCITY, she was an associate editor for Supply Chain Management Review and wrote for Logistics Management magazine. She holds a master's degree in English.
Accidents on the loading dock may not happen every day, but when they do occur, the results can be catastrophic. Just imagine a 10,000- to 15,000-pound lift truck falling off a four-foot high ledge with an operator sitting or standing on it. It's not a pretty picture.
In such an event, the operator is unlikely to walk away with just cuts and bruises. "In many cases, you're lucky to see these employees ever come back to work, and if they do, often it's in a diminished capacity," says Walt Swietlik, customer relations manager at dock equipment manufacturer Rite-Hite.
Keeping employees safe isn't always easy. The typical dock is a hive of activity, with a lot of heavy machinery and people passing in tight quarters while trying to meet tight schedules. Nonetheless, there are steps DC managers can take to reduce the likelihood of accidents in their own operations. Here's a look at some measures that can help.
Not ready for takeoff
When it comes to the loading dock, one of the biggest hazards is unexpected trailer movement, which can occur when a truck driver pulls away from the dock without warning. In this instance, prevention is largely a matter of ensuring good communication. "At a minimum, there should be some way for the dock attendant to communicate with the truck driver and vice versa," Swietlik says.
A common solution is to install a traffic-light-style system both inside and outside the building. When they see a green light, dock attendants inside the facility know it's safe to load or unload; likewise, a green light outside the building notifies the driver that it's safe to start the truck.
Of course, the lights won't have much effect if they're blocked, which happens more often than you might expect. To avoid this, Swietlik recommends placing lights in multiple locations—i.e., not just on the corners of the dock door but also on the sides of the dock leveler.
Consultant Dave Piasecki offers a further suggestion for preventing unexpected departures. He advises DCs to prohibit drivers from getting back into the truck until all loading and unloading is completed.
Mind the gap
Another source of unexpected trailer movement is the phenomenon known as "dock walk" or "trailer creep." Dock walk occurs when the force exerted by a lift truck entering or leaving the trailer propels the truck away from the dock, creating a gap between the vehicle and dock leveler.
To prevent dock walk, companies should, at a minimum, use wheel chocks and if the trailer is not connected to the cab, a trailer jack stand, says Swietlik. But wheel chocks are prone to slippage, particularly in icy or snowy conditions. For that reason, most experts recommend using some type of vehicle restraint.
Vehicle restraints come in two varieties: those that attach to the rear bumper/rear impact guard (or ICC bar) and those that attach to the wheel. Rear-impact guard restraints are the most popular and least expensive, says Steve Sprunger, senior vice president of sales and marketing for dock equipment maker 4Front Engineered Solutions. But these types of restraints have their limitations, Swietlik says. For instance, they may not work with trucks with hydraulic tailgates or lift gates or trailers with damaged bumpers.
With wheel restraints, there's no such problem. "A wheel restraint works on all vehicles because all vehicles have wheels," says Jay Jette, president of GMR Safety Inc., which makes the devices. "Where there's a wheel, there's a way."
Both types of restraints are available in automatic or manual models. Manual devices are generally cheaper, but automatic versions offer the added advantage of stabilizing the trailer. That's a particular plus with trailers equipped with air-ride suspensions, which have a tendency to jiggle when forklifts enter the vehicle.
Regardless of the type of restraint used, Bob Kerila, manager of product engineering at The Raymond Corp., advises companies to make lift truck operators—not truck drivers—responsible for securing the vehicle. "Since the action is designed to protect the forklift operator, it is best to require that the lift truck operators ensure the chocks or restraints are in place," he says.
Companies that don't want to rely on workers to see that vehicles are properly secured have the option of using mechanical safeguards. For example, with hydraulic dock levelers, the master control panel can be configured to prevent operators from opening the door or activating the dock plate until the restraints are engaged. There are similar solutions for mechanical dock levelers, such as alarms that are activated if the leveler doesn't sense a restraint.
The advantage of these systems is that they eliminate the possibility of human error. "You want people to be thinking about safety and be involved, but you don't want to rely on good will and peoples' memory," says Jette. "If you don't make safety automatic, [your procedures] will often not be followed."
Companies looking to take safety to the next level can buy software to monitor trailers and dock equipment, says Sprunger. These systems can be set up to send customized alerts, such as notifications that a restraint hasn't been properly engaged or that a dock door has been left open.
No matter how many safety precautions they may take, companies still need to train forklift drivers on what to do if the vehicle tips over or falls off the dock. Kerila points out that the appropriate response depends on what kind of lift truck is being used. With stand-up end-controlled lift trucks that have an open back, operators should be taught to jump clear of the vehicle, he says. Operators of sit-down trucks, however, should be trained to remain in position with their restraints in place, brace themselves, and lean away from the direction of the fall, he adds.
Staying off the collision course
Unexpected trailer departure isn't the only hazard on the loading dock, of course. There's also the risk of collisions. Often as not, the cause turns out to be some type of visibility issue—like visual obstructions or low lighting. To reduce these risks, the experts urge DCs to avoid letting pallets, trash, and packaging material pile up around the dock and block lift truck drivers' view. They also stress the importance of ensuring that forklift operators can see into the trailers they're loading and unloading. Sprunger recommends using LED lights, noting that they burn brighter and last longer than incandescent bulbs.
But visibility problems are tough to avoid altogether. For instance, lift truck drivers will almost invariably find their vision is obstructed to some degree when the forks are raised. For that reason, Piasecki recommends keeping pedestrian traffic separate from lift truck traffic where possible and making sure everyone on the dock receives proper training on safety. "Pedestrians are probably at greater risk than the lift truck operators, so make sure they understand the hazards of working around lift trucks and delivery vehicles," he says.
But perhaps the biggest hazard of all is a false sense of security about safety, says Piasecki. It's easy to fall into the trap of thinking that just because you haven't had an accident—or a near miss—on the dock, you are safe, he says.
"But operating in unsafe conditions does not always result in serious injuries," Piasecki points out. "Some businesses can chug along for years ... without something really bad happening. Unfortunately, not every business is this lucky. The facility you read about in the paper where someone died was not necessarily any less safe than your facility. That facility just happened to be on the wrong side of the statistics."
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."