About 30 brands of lift trucks for warehouse applications are sold in the United States today. So why are new entrants eager to enter such a crowded field?
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.
Lift trucks have been around for a long time—Clark Equipment Co. is widely credited as the inventor of the sit-down counterbalanced forklift, back in 1917. In the 100 years since, lift trucks have become both ubiquitous and indispensable. More than half a million forklifts are in use in the United States today, and orders for new equipment have grown to well over 200,000 units annually, according to the Industrial Truck Association (ITA), which represents providers of lift trucks and associated products and services in North America. About 30 brands of lift trucks for warehouse applications are currently sold in the U.S.—some manufactured here and others imported.
Clearly, this is a mature and highly competitive market. Yet in the past few years, new companies have entered the U.S. marketplace, and others that already had a toehold have expanded their presence. What is drawing them here, and why would they want to enter—or expand in—such a crowded field?
ANOTHER RECORD YEAR AHEAD?
The main reason the U.S. lift truck market is so attractive right now is that it's red-hot. The June 2017 report "Lifting America: The Economic Impact of Industrial Truck Manufacturers, Distributors and Dealers," produced by Oxford Economics for ITA, notes that U.S. domestic orders for industrial trucks have grown by 150 percent since 2009, representing a volume increase of 130,000 units. For North America as a whole, 2015 and 2016 were "historic" years for retail sales, with approximately 226,000 and 231,000 units sold, respectively, says ITA President Brian J. Feehan. This year seems primed for another strong performance: North American sales for the first six months of 2017 were a little above those for the same period a year earlier. If that pace continues, Feehan says, sales could surpass 2016's record high.
Several factors continue to push sales upward, according to Feehan and other industry observers. One is the need to replace equipment after years of recession-induced belt-tightening that led companies to try to squeeze more life out of older trucks. Another is the desire to take advantage of technological innovations like telematics, new power sources, and more fuel-efficient designs that can boost productivity and reduce operating and maintenance costs. A third is the growth of e-commerce. With online sales soaring, companies such as Amazon are opening more distribution centers—and that means they're buying entire fleets of forklifts, too. Even companies that expand or reconfigure existing facilities to accommodate e-commerce fulfillment need more forklifts, particularly electric trucks, which are experiencing especially strong sales, according to Feehan.
But what goes up must come down, and it's reasonable to wonder how long the market will continue to accelerate or at least sustain its current performance. Almost every industry is affected by cyclical economic factors, and material handling equipment is no exception. There's also the question, Feehan says, of "how much is too much, and how little is too little"—in other words, what is a sustainable level for the industry. The past few years have seen some consolidation among forklift makers, and if the market becomes too crowded, there could potentially be further consolidation at some point. Still, he says, "all the economic forecasts we get for 2017 through 2019 are pretty positive, and it looks like we'll continue to have a healthy, robust industry for at least the next several years."
WANTED: SOMETHING NEW AND DIFFERENT
But strong demand in and of itself is not enough to assure sales for any newcomer. To break into the market, they must identify a growing need that is not being adequately met, bring something new and different to the market, or both.
BYD Forklifts, which entered the North American market in late 2015, is doing both. In North America, the company offers three counterbalanced rider forklift models and a pallet truck with lithium-ion (l-i) batteries made by parent company BYD Heavy Industries of China, the world's largest manufacturer of rechargeable batteries. Proprietary battery cHemiätry and the first forklifts designed specifically for lithium-ion batteries will position the company to capitalize on the expected high demand for l-i-powered lift trucks, according to Brian Rippie, BYD's sales director, forklifts-North America.
Because BYD designs and builds its forklifts and batteries as a unit, the bright blue trucks allay some of the concerns buyers may have about lithium-ion, Rippie said in an interview at the 2017 ProMat Show in Chicago. For example, the lift trucks' form factors were designed to accommodate lithium-ion batteries' lighter weight, and the battery management system is fully integrated into the forklift, rather than provided as an add-on, he said. A 10-year warranty on the battery and environmentally friendly battery cHemiätry are also among the features that differentiate the trucks from others on the market, he said.
Another "newcomer," France's Manitou, may be a familiar name from its rough-terrain lift trucks, compact loaders, telescopic handlers, and aerial platforms, but now it's aiming to get into the North American warehouse and manufacturing logistics space, too. At ProMat, Manitou Americas Inc. announced that it would be launching four new internal combustion (IC) and 10 new electric forklift models in North America in 2017, with more (including diesel versions) planned for 2018. The company had two of those new product lines—one IC and the other electric—on display at the show.
Manitou's target market is clear: The company's announcement refers to "simplicity and value positioning" that will provide an "alternative to the highly technical forklifts available in the industrial market." Other manufacturers have "value" brands, but Manitou says what will set its forklifts apart is that they'll be designed to the same quality and service standards that its heavy-duty equipment is known for.
Similarly, Germany's Kion Group, the world's second-largest manufacturer of forklifts, is focusing in 2017 and 2018 on gaining a stronger foothold in the U.S. warehousing market. At ProMat, Kion previewed an extensive lineup of brand-new trucks designed specifically for this market—four from Linde (electric and IC models) and a diesel-powered model from its Baoli brand, which made its North American debut in late 2015. Another Linde electric was introduced prior to the show, and the company said it would launch yet another Linde electric, a line of Linde lithium-ion-powered trucks, and two more Baoli models by the end of 2017.
One reason Kion has been slow to expand its market share in the U.S. is that its Linde brand, the top seller in Europe, is often perceived as too high-quality and expensive for the market—a Mercedes-Benz where a Ford or a Volkswagen might do. Kion is addressing that head-on, spending more than $5 million to reconfigure and upgrade production lines at its Summerville, S.C., plant this year and introducing new efficiencies and other cost-saving changes. "[The new models] are the same high-quality forklifts that our customers have come to rely on, but at a price point we've never been able to deliver before," said Kion North America President and CEO Vincent Halma. The company expects that strategy to pay off: Its goal is to increase production capacity in Summerville to 12,000 lift trucks annually by 2020, up from 3,000 in 2015.
ROOM FOR ALL
BYD, Manitou, and Kion are not the only forklift manufacturers that believe there is plenty of room for new providers and new products in the U.S. and North American warehouse markets. Since the end of the Great Recession, others have begun distributing here, including China's LiuGong, which entered the North American market in 2011. Heli Americas, a subsidiary of Chinese manufacturer Anhui Heli, last year signaled its intent to expand in North America when it began hiring engineers for a new U.S. design center; among the center's charges is designing new products for the North American market.
With demand continuing to grow, others are likely to follow, either entering the market for the first time or expanding their product lines. If conditions continue as they have been for the past two years, then there could well be room at the table for everyone.
Autonomous forklift maker Cyngn is deploying its DriveMod Tugger model at COATS Company, the largest full-line wheel service equipment manufacturer in North America, the companies said today.
By delivering the self-driving tuggers to COATS’ 150,000+ square foot manufacturing facility in La Vergne, Tennessee, Cyngn said it would enable COATS to enhance efficiency by automating the delivery of wheel service components from its production lines.
“Cyngn’s self-driving tugger was the perfect solution to support our strategy of advancing automation and incorporating scalable technology seamlessly into our operations,” Steve Bergmeyer, Continuous Improvement and Quality Manager at COATS, said in a release. “With its high load capacity, we can concentrate on increasing our ability to manage heavier components and bulk orders, driving greater efficiency, reducing costs, and accelerating delivery timelines.”
Terms of the deal were not disclosed, but it follows another deployment of DriveMod Tuggers with electric automaker Rivian earlier this year.
Manufacturing and logistics workers are raising a red flag over workplace quality issues according to industry research released this week.
A comparative study of more than 4,000 workers from the United States, the United Kingdom, and Australia found that manufacturing and logistics workers say they have seen colleagues reduce the quality of their work and not follow processes in the workplace over the past year, with rates exceeding the overall average by 11% and 8%, respectively.
The study—the Resilience Nation report—was commissioned by UK-based regulatory and compliance software company Ideagen, and it polled workers in industries such as energy, aviation, healthcare, and financial services. The results “explore the major threats and macroeconomic factors affecting people today, providing perspectives on resilience across global landscapes,” according to the authors.
According to the study, 41% of manufacturing and logistics workers said they’d witnessed their peers hiding mistakes, and 45% said they’ve observed coworkers cutting corners due to apathy—9% above the average. The results also showed that workers are seeing colleagues take safety risks: More than a third of respondents said they’ve seen people putting themselves in physical danger at work.
The authors said growing pressure inside and outside of the workplace are to blame for the lack of diligence and resiliency on the job. Internally, workers say they are under pressure to deliver more despite reduced capacity. Among the external pressures, respondents cited the rising cost of living as the biggest problem (39%), closely followed by inflation rates, supply chain challenges, and energy prices.
“People are being asked to deliver more at work when their resilience is being challenged by economic and political headwinds,” Ideagen’s CEO Ben Dorks said in a statement announcing the findings. “Ultimately, this is having a determinantal impact on business productivity, workplace health and safety, and the quality of work produced, as well as further reducing the resilience of the nation at large.”
Respondents said they believe technology will eventually alleviate some of the stress occurring in manufacturing and logistics, however.
“People are optimistic that emerging tech and AI will ultimately lighten the load, but they’re not yet feeling the benefits,” Dorks added. “It’s a gap that now, more than ever, business leaders must look to close and support their workforce to ensure their staff remain safe and compliance needs are met across the business.”
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.