Lithium-ion batteries may be on the verge of a breakthrough in the material handling market, as prices inch down and warehouse and DC managers seek lower-maintenance, higher-productivity solutions.
Victoria Kickham started her career as a newspaper reporter in the Boston area before moving into B2B journalism. She has covered manufacturing, distribution and supply chain issues for a variety of publications in the industrial and electronics sectors, and now writes about everything from forklift batteries to omnichannel business trends for DC Velocity.
Interest in lithium-ion (l-i) batteries for material handling applications has been growing over the last 10 years, but adoption of the technology in North America has been slow, to say the least.
That may be about to change in 2018.
There was no shortage of l-i battery and forklift products introduced to the market last year, and the trend promises to continue as prices come down and warehouse and distribution center managers turn a willing ear to companies touting the advantages of lithium-ion technology. Such trends put the battery market—which has seen few technology revolutions in the last 100 years—on the verge of a major change, with some industry experts predicting that l-i will take a good portion of the lift truck market, and in particular, away from traditional lead-acid batteries, in the not-too-distant future.
"Cell prices [for lithium-ion] are dropping and are targeted to be around $100 per kilowatt hour in two to four years, and at that point, it will be less of a sticker shock to [buyers]," says Porter Harris, chief technology officer at Romeo Power Technologies, a maker of high-performance battery packs for a range of applications, including forklifts and other electric vehicles. The cost of l-i batteries has been the biggest barrier to adoption in material handling, Harris adds, and as that comes down on a broader scale, more companies will be interested in hearing the return on investment (ROI) side of the story. Still, Harris and others stop short of putting a number to the share of market l-i may capture in the short term.
"Lithium will have a significant share of the lift truck market [in] 2018 leading into 2019," Harris says. "It really depends on how quick [manufacturers] are to incorporate the new technology into their vehicles, as it already makes business sense."
Harris and others say that converting to l-i batteries makes the most business sense for warehouses and DCs running two- and three-shift operations, as well as for those operating in cold temperatures, such as grocery and food/beverage organizations. Proponents say that's because l-i batteries last longer than traditional lead-acid batteries (with lifespans that are two to three times longer), have longer run times, are maintenance-free, and can withstand cold temperatures better than their lead-acid counterparts can—an appealing prospect for organizations that make heavy use of their lift trucks.
"For those in the know, [lithium-ion] is cost effective—especially when you look at what it offers you," says Harris, who adds that Romeo Power Technologies' Thunderpack C l-i battery pack is currently in use at several U.S. customers' facilities. "It's getting down to the price point it needs to be at in order to be widely adopted."
SAVE COSTS, ENHANCE PRODUCTIVITY
The cost equation has been one of the greatest drivers of change in the lithium-ion battery market over the last 18 to 24 months, says Mil Ovan, president and chief executive officer of Navitas Systems, maker of the 24-, 36-, and 48-volt Starlifter battery, now in use with about 20 to 25 customers nationwide. The cost of lithium-ion solutions has fallen only slightly in recent years—from three to four times the cost of lead-acid, down to two to three times the cost, Ovan says—but it's enough to make a difference to organizations running 16 and 24 hours a day with lead-acid batteries that require frequent changeouts and maintenance.
That's due to the increased productivity l-i provides. Ovan cites a study of Navitas' Starlifter battery pack that showed a 17-percent increase in the number of pallets moved per hour as a result of implementing the technology at a cold storage facility in upstate New York. Navitas partnered with forklift maker The Raymond Corp. for the testing, which was supported by a grant from the New York State Energy Research and Development Authority. The study also produced an ROI (return on investment) calculator to determine the payback period for a single lithium-ion-powered truck—which Ovan says is less than two years in two- to three-shift applications and in cold food/beverage production and distribution applications.
"The biggest 'aha' is in these two- to three-shift applications, where you can prove significant uptick in productivity not available in lead-acid," says Ovan. "So if you're going to grow 15 percent next year, you can grow without [adding] more labor and forklifts. Now, the lithium battery pays for itself in 15, 16 months."
Increased efficiency goes hand in hand with those benefits, proponents also say. Organizations with large fleets of fork trucks save time and money by eliminating the maintenance protocols associated with lead-acid batteries: no more watering and ventilating required. This frees up warehouse space as well, as it also eliminates the need for a special battery room for maintenance and charging, according to Dr. Joachim Tödter, head of technology and innovation at material handling equipment maker Kion Group. Tödter adds that l-i batteries can be charged anywhere, and unlike their lead-acid counterparts, never need to be returned to a maintenance area.
Kion is a prime example of the growing interest in the advantages of l-i technology. Its North American group supplied a lithium-ion-powered fleet of forklifts, reach trucks, and tow tractors to the new Berkeley County, S.C., Volvo plant last year—the first of its kind in North America. Battery maker Flux Power offers another good example. The company announced late last year an additional $600,000 in purchase orders for its lithium-ion LiFT Pack batteries for Class 3 walkie pallet jacks. The orders come on top of previously announced orders for $500,000 worth of the equipment. Flux said it is increasing production levels for the Class 3 LiFT Packs as well as investing in research and development of its products for Class 1 and 2 lift trucks as a result of the growing interest.
COEXISTING TECHNOLOGIES
Despite their advantages and growing use, lithium-ion batteries are not ideal for every situation and are still quite a few years away from widespread adoption, according to Tödter of the Kion Group.
"Not every customer will switch to lithium-ion batteries today," Tödter explains. "But ... the share of lithium-ion batteries will rise, and in the far future, the market for lead-acid batteries might be quite limited. But for the next [several] years, I expect a coexistence of both technologies."
Ovan agrees, adding that lead-acid batteries are still the right solution for many users.
"We don't see it as a zero-sum game," says Ovan. "Of course lead-acid will be around for a while—especially for one-shift applications and occasional use. But [for instances] where customers are intensifying operations—this is where lithium makes sense."
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.