Martha Spizziri has been a writer and editor for more than 30 years. She spent 11 years at Logistics Management and was web editor at Modern Materials Handling magazine for five years, starting with the website's launch in 1996. She has long experience in developing and managing Web-based products.
"Ba-bump, ba-bunk." That was the sound Greg Nicholas, chief operating officer of Citrus Systems Inc., heard all day from his office. It was the sound of lift trucks driving on and off the trailers, which he could hear even though his office was located 150 feet away from the company's loading docks.
The noise was annoying, but worse, it was a sign of a serious problem. The dock levelers were terrible for the lift-truck drivers' backs. The levelers were the old pull-chain style units, with a welded plate in front and a fold-down lip, which created a hump that lift trucks had to drive over. And because Citrus Systems, which makes private-label fruit drinks and other items for the dairy, grocery, and food-service trades, was a busy, growing operation, the drivers were driving over that lip many times each day, causing sore backs for the operators and extra wear on the lift trucks.
There were other issues, too. All the bumping and Joséling caused the shrink-wrap on the top layers of the loads to stretch, especially on the taller loads. That lessened the loads' stability and made them more vulnerable to damage in transit. Furthermore, truck restraints couldn't be mounted on two of the docks, so two out of the four docks had nothing but wheel chocks to restrain trailers.
And there were safety concerns. "We hadn't had any reportable injuries as a result of dock levelers, but we had a couple near misses where someone didn't put a chock in, a truck is slowly moving forward, a manager walks by and sees there's three-quarters of an inch in the lip on the truck and stops the forklift driver and points it out to him," said Nicholas. "We had some trailers shift in the snow. Some little things like this."
BA-BYE, BA-BUMP!
In 2013, Citrus Systems moved out of the old warehouse space, which consisted of 68,000 square feet spread over three buildings in Minneapolis. The new location in nearby Hopkins, Minn., consists of a single 135,000-square-foot facility. Yet while the move provided an upgrade in space, nothing much was different where the dock equipment was concerned. Like the previous facility, the new one was outfitted with short, pull-chain type dock levelers.
Determined not to carry over the problems from the old facility into the new one, Citrus Systems decided it was time to invest in new dock equipment—with an eye toward enhancing safety. After a trip to Wisconsin to check out the offerings of different dock-equipment makers, the company purchased equipment from Rite-Hite to fit out the nine dock doors in its new facility.
The equipment included Rite-Hite Hydraulic 4000 levelers with Dok-Commander controls, Corner-Vu safety lights, and Dok-Lok vehicle restraints. Rite-Hite dock seals were installed on some of the doors, while others got Rite-Hite Eliminator-Gapmaster dock shelters.
The new equipment—especially the restraints and levelers—has greatly improved safety, according to Nicholas. For instance, acrylic tube lights bracket the top corners on the inside of each dock opening; these lights turn green when the trailer is locked to indicate that it's safe for forklift operators to enter.
"It's very plain when the dock hook is not engaged and when the truck is not safe (for forklift entry)," said Nicholas.
A safety feature of Citrus Systems' loading dock system: the dock leveler can't lower into place until the trailer hook is engaged. That means lift truck drivers can't drive into the trailer unless the truck is secured to the dock.
As another safeguard, the system is set up to prevent the leveler from being activated until the dock hook is fully engaged. "That's a big advantage for us safety-wise," Nicholas explained. With the old system, employees might be tempted to skip putting wheel chocks out. "It's a Friday, they want to go home, it's the last truck of the day. They're like, 'Oh, I'm only putting four pallets on it. I heard him [the truck driver] put his air brake on,'" he said. The new system "just short-circuits that whole thing completely."
The new dock levelers are lacking one thing, though: "You don't run into the big hump that we used to. It's a smoother transition," said Nicholas. That's "easier on the product loads, easier on the shrink-wrap, and easier on the driver."
The smoother entry has also raised productivity. In the old facility, lift-truck drivers were forced to slow to a crawl to go over the hump. Now, they don't have to do that. "Our turn time on loading a full trailer is probably down to 20 minutes," Nicholas reported. That's partly because of the layout of the new warehouse, but, according to Nicholas, the new levelers were also a significant factor in that productivity gain.
There were money-saving benefits as well.
"I don't know how many pairs of wheel chocks we lost (at the old facility)," Nicholas said. Either (truck operators) would drive over them—they'd forget to take them out and just drive away—or they'd just take them. We would try to chain them up to the wall, (but) we were buying wheel chocks every three months, it seemed like." With the restraints, he says, "Wheel chocks are a thing of the past."
On top of that, maintenance costs have dropped. Citrus Systems signed a maintenance contract, so the equipment gets regular lubrication and care, but nothing has had to be repaired or replaced in the nearly three years it's been in use. That's a big contrast from the older-style levelers; the bumpy transition from dock to truck meant someone was coming in about every six months to re-weld pit frames and end plates that had been loosened, according to Nicholas. "It was a constant issue at the old place."
And there's a side benefit as well. That annoying "ba-bump, ba-bunk" sound? It, too, is a thing of the past.
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."