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."
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."