Previously owned lift trucks can be a great choice for some buyers. Three dealers offer advice on when to go that route and how to avoid getting stuck with a lemon.
Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
A showroom full of shiny new lift trucks is alluring. It's hard to resist the display models' sleek designs, high-tech features, and glossy paint jobs. For some buyers, though, a brand-new truck is more than they need; the latest model may be too expensive or "overqualified" for the particular job at hand. In those circumstances, a used lift truck might be a better choice.
When should you consider buying a used truck rather than a new one? And how do you make sure you're getting what you need at the right price? We asked three lift truck dealers who do a big business in used vehicles for some guidelines and advice. Here's what they had to say.
WHY BUY USED?
The most obvious reason to purchase a used piece of equipment, naturally, is price. A used lift truck generally is priced at around 50 percent less than a comparable brand-new unit, but it varies considerably with the truck and the seller, says Steve Sponza, president of Servicemax, a Bolingbrook, Ill., dealer that represents Mitsubishi and Jungheinrich. "If you buy used, you're conserving quite a bit of capital," he says. "If a new unit costs $30,000 and you spend $15,000, that leaves $15,000 you can use some other way."
If a truck will be used only intermittently—say, a couple hours a day or just a few times a week—then it probably doesn't make economic sense to buy new. Small companies operating a single shift and growing startups that can't yet justify the cost of new trucks often buy used equipment, says Allen C. Rawson, president and CEO of Atlas Companies, a Toyota dealer based in Schiller Park, Ill. In addition to selling new and used lift trucks to end users, Atlas has a separate division that wholesales used equipment throughout North and South America. Even large fleets that don't want to rely on short-term rentals to handle peak seasonal needs can benefit from purchasing used equipment, Rawson notes.
Companies that require specialized equipment on an intermittent but regular basis should look at buying used lift trucks, says Gary Hansen, vice president and owner of Capital Equipment & Handling, a Milwaukee-area dealer with locations throughout Wisconsin. Capital represents Nissan by Unicarriers and Clark lift trucks.
"Instead of purchasing a specialty machine that could potentially cost $250,000 or higher, a company that only needs a specific piece of equipment to do a certain task, like lifting very high or lifting very heavy loads, [might] look for something used that may cost half that amount," Hansen says. Many companies rent specialty trucks, but buying used has advantages, he says. For one thing, a specific piece of rental equipment won't always be available when you want it. And even if you choose to buy new, the leadtime for some heavy equipment orders can be six months or more. Buyers of specialty trucks sometimes can find what they need faster in the used market.
BUYER BEWARE
There are several different sources of used trucks for sale, some of them riskier than others. It's no surprise that manufacturers and dealers recommend buying directly from them. They have a vested interest in the matter, of course, but they also have some critical elements working in their favor. Most of the used trucks that dealers sell are former rentals or lease equipment that they purchased new and have been servicing all along. In addition, the manufacturers they represent usually have mandatory protocols for reconditioning and certifying used vehicles. As a result, dealers know the history of each of the used trucks they sell, have the parts and the expertise to repair them if needed, and will stand behind the truck and their work if there's a problem. "It's important for us to make that 'used' experience as good as the new truck experience," Rawson says.
Dealers aren't the only ones selling used equipment. There are plenty of independent equipment brokers, wholesalers, and auction houses, as well as owners who want to sell directly to a buyer. You can also find used lift trucks through a number of online markets. One example is Australia-based Forkliftaction.com, which offers lift trucks for sale worldwide. There are even listings for used equipment on Craigslist.
"If a buyer is looking for a specific brand, they will go to an OEM dealer, but if they're just looking at price, then they might go to an independent [dealer or broker]," says Rawson. Price-conscious buyers may also seek out auctions, which are usually advertised online and in weekly "for sale" flyers and newspapers.
But there are drawbacks to buying through such venues, the dealers say. Auctions sell "as is, where is," so it's hard to know whether a truck meets safety standards or has some other major flaw, Rawson says. "You don't know where that truck has been or what its history is. And once you leave with it, there's no going back or recourse or guarantee." For that reason, he says, buying at auction "is probably the riskiest thing for an end user to do." Furthermore, as Sponza points out, you may end up having to bring the truck to a dealer for unanticipated but costly repairs.
The Internet has certainly made locating well-priced used equipment faster and easier. "An individual buyer can literally scan the globe online," says Hansen. "They can potentially buy the same piece of equipment as we can for the same wholesale price." But that approach also has greatly raised the risk level for buyers, he cautions. One concern is that very rarely, if ever, do online sellers have local representation. And although most online sellers probably are honest, it's all too easy to make a truck look better online than it actually is. "You can't tell how well taken care of it is," Hansen says. "I've seen people put up a stock photo online but the actual vehicle is in completely different condition."
In short, Sponza says, any time you purchase used equipment from a party with whom you do not have a long-term business relationship, you're taking a risk. "If you can't see it, touch it, or feel it, it's a concern. You have to make sure you have the real article and that it is worth buying."
DOS AND DON'TS
Ready to go out and shop for a used lift truck? Here are some pointers from the dealers on how to make sure you're getting not just a good truck but also the right truck.
If the price is unusually low, beware. Compare pricing for the same model with similar specs to get an idea of average prices. "When you deal with reputable wholesalers and dealers, you typically don't see huge swings in price," Hansen says. "If you do see a truck that's very low, go with common sense. Most likely, there are some deficiencies they're trying to cover up by offering a lower price."
Check the truck's age and hour meter. Write down the serial number and ask the manufacturer or a dealer to tell you when it was made. It's possible to reset meters on some older models, so make sure the hours on the meter are realistic for a truck of its age and condition. That's another reason to buy from an OEM dealer, Rawson says: "We can show you the hour-meter reading for that specific truck from day one."
Inspect every used truck in person. Look under the hood for wear, cleanliness, brake condition, cylinder scoring, and other indicators of usage. Look for leaks, and make sure major components are there. If possible, start it and drive it around. "Don't focus on the aesthetics; concentrate on the mechanics," Hansen recommends. If you buy online, consider hiring a local lift truck dealer to do an evaluation before you take delivery.
Find out what kind of environment the truck came from. "A lot of environments are very abusive," Sponza says. A truck from a consumer goods warehouse with a regular vehicle replacement policy will probably be clean and in good condition, he says, but a truck that spent years in a foundry or sawmill could need a lot of work.
When buying from a dealer, ask for the vehicle's maintenance and repair history, and what work was done to prepare it for resale. You might also ask for a "before and after" evaluation. "We actually prefer that customers see a truck before it's reconditioned so we can show them the quality of the reconditioning, and they can see it's not just a paint job," Rawson says.
Make sure the truck meets your actual needs. For safety's sake, dealers need to know the type of load, weight, lift height, application, and so forth for used trucks, just as they do for new ones. But buyers who are interested only in price sometimes fail to provide accurate information, Hansen says. As a result, they may purchase a truck that fits their budget but is not safe or suitable for the intended application. If you buy at auction or in other nondealer venues, you're on your own to determine whether the truck meets the relevant safety standards.
If the seller insists that you pay up front before delivery, be cautious. "A reputable seller should be happy with taking 50 percent and giving the buyer a few days or a week to test out the truck before paying the balance," Hansen says.
Insist on a guarantee of some sort. "Ask for 30, 60, or 90 days. At least if something catastrophic happens, you're covered," Sponza suggests. "Ask the seller, what can you do to protect me? You should have the right to refuse it or send it back."
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
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.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.