Forklifts have gone high-tech, but not everyone needs all the bells and whistles. Here's how to determine when a more basic truck might be the right way to go.
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.
In some ways, figuring out what you need in a forklift is a lot like deciding what kind of car to buy. Some people need basic transportation just to get from one place to another; some drive long stretches and need dependable, comfortable cars that can stand up to heavy use; and some use their cars as offices on wheels and want luxury vehicles with productivity-enhancing technologies like hands-free communication. For that reason, automakers offer a wide range of makes and models that vary in cost, features, and quality.
Similarly, forklift fleet managers have different wants and needs. That's why lift truck makers offer everything from "no-frills" trucks that will simply get your pallets from here to there, to self-driving forklifts that can tell you in near real time where they are and what's going on under the hood, along with midrange models that fall somewhere in between the basic and premium types. How wide a range of equipment an OEM (original equipment manufacturer) offers varies from one provider to another. Some only serve the basic to midrange market, while some sell midrange and premium brands. A few that manufacture premium equipment also offer basic value-priced brands as well. Some examples of the latter include Kion Group (Baoli), Hyster-Yale Group (Utilev), and Crown Equipment Corp. (Hamech).
Many operations don't require all the bells and whistles that are available in some of today's high-tech forklifts. For them, a basic "value" lift truck may fill the bill. A value truck generally is low-cost and price-competitive; is based on commonly used engine, body, and transmission designs; and does not include features that add a significant amount of cost. It may not be as fuel-efficient as more expensive trucks, and it typically will not have technology "extras" like automatic slowdown or the ability to automatically stop at a specific rack height, says Jerry Weidmann, president of Wolter Group LLC, a Brookfield, Wis.-based company that includes five material handling and power systems businesses across the Midwest. Wolter Group represents 15 forklift manufacturers, including the basic and midrange brands Baoli, Cat Lift Trucks, Doosan, Komatsu, and Mitsubishi, as well as premium brands like Jungheinrich and Linde.
How do you know when a basic no-frills forklift would be the best choice? Here are some recommendations on when to keep things simple—and why.
FACTORS TO CONSIDER
It's important to understand that "value" or "basic" does not necessarily equate to "cheap" or "low performance." Certainly, some end users buy "disposable" lift trucks—very low-priced vehicles that last for just two or three years—and consider buying and replacing them to be a cost of doing business. But manufacturers typically use the term to mean something very different. For instance, Lexington, Ky.-based Clark Material Handling Co., which celebrated its 100th year in 2017, defines its "value forklifts" as vehicles that offer limited options and faster delivery than more customized equipment, says Jeff Arnold, product support manager. Limiting options and sticking with standard, commonly used chassis, parts, and designs lets manufacturers reduce overhead and production costs, and therefore keep the selling price low. But limiting options doesn't mean limiting performance and durability, he says; a value truck can incorporate improvements in engines, drivetrains, and other components that also appear in premium forklifts. "It's really not a matter of technology; it's more about the approach to design and manufacturing quality," Arnold says.
As the example of "disposable" lift trucks suggests, initial purchase price is the No. 1 priority for some who are looking to buy, lease, or rent value trucks. "A 'mom and pop' shop may not have the capital to buy based on the total cost of ownership," Arnold observes. "In a case like that, the initial purchase price can be driving the decision because they have such a limited budget. Sometimes, it's the only perspective they can take."
But Arnold and the other experts we consulted for this article agree that, just as with any type of lift truck, end users should consider a host of factors besides the initial purchase price. "While purchase price is always an important factor, it has become less of a priority for businesses over the last several years," says Shawn Jones, vice president of sales/warehouse solutions at Briggs Equipment, a full-service distributor of material handling and warehouse equipment with operations in the Southern U.S., the United Kingdom, and Mexico. Briggs represents lift truck brands across the price and application spectrum, including Hyster, Yale, Manitou, Combilift, and heavy-duty outdoor forklifts. "The professional fleet managers we interact with today ... their focus is on the total cost of moving their product over a period of time—not on the upfront cost of equipment," Jones says. That total cost, he adds, includes the cost of the equipment over time, the efficiency/productivity of the equipment, the energy source needed to power it, and the employee(s) required to operate it.
Keep in mind, experts say, that the more a forklift is in use, the lower its total per-hour cost to operate. Even a high-priced lift truck that runs a lot of hours in a year can cost less to operate on an hourly basis than a low-priced forklift that spends most of its time in park.
With forklifts, the greater the number of hours the equipment will be used and/or the greater the severity of the application, the more sophisticated the equipment that will be needed.
Once the basic specifications have been determined—for example, required load-lifting capacity, maximum height and width, and maximum fork height required—the decision becomes a matter of price vs. complexity. The greater the number of hours a piece of equipment will be utilized and/or the greater the severity of the application, the more sophisticated the equipment that will be specified, Weidmann says. (See Exhibit 1.)
Small distributors, manufacturers, or other types of operations that move pallets or unload trucks once or twice a day, and where a forklift will be used fewer than 1,000 hours a year probably will get the functionality they need from a value truck. A forklift that is going to be used 3,000 hours per year, however, must be highly productive, making expensive productivity-enhancing features like the ability to control travel, lift, and lower speeds necessary, in Weidmann's view.
The other main consideration when choosing between a no-frills lift truck and a midrange or premium truck is the application for which it will be used. For example, running pallets just a couple of hours a day around a moderate-sized flat-floored facility with fairly low rack heights will place relatively low physical and mechanical demands on a forklift, and a value truck may be all that's needed. A more rigorous application, such as carrying or pushing very heavy loads, traveling up and down inclines, operating in extreme temperatures, or running multiple shifts six or seven days a week, would require a forklift specifically designed for harsh duty cycles. That will necessarily drive up costs but will also provide the required level of performance, Weidmann says.
In addition, basic trucks aren't big on ergonomics—those cushy automobile-like seats are expensive—but that won't have a significant impact on an operator running a truck just one or two hours a shift. For an operator who's on a piece of equipment all day, however, seat comfort, accessibility and ease of use of controls, vehicle noise level, foot room, and so forth are extremely important for reducing fatigue, improving concentration, and minimizing injuries.
What if circumstances change, and you need more capabilities in an existing value truck? It is indeed possible to add technology such as fleet management software and some kinds of ergonomic enhancements to basic forklifts. "Modern material handling equipment is designed with technological modularity—the ability to bolt on functionality as needed," says Dan LaMendola, fleet manager at Briggs Equipment. He cites telemetry, the collecting of data at the point of use and making the data available to a separate user base via a remote server, as one example. Most telemetry systems, he says, can be deployed at the factory or out in the field once the material handling system has been put into operation, and for some time after that. That kind of flexibility is one of the greatest benefits provided by the technological and ergonomic advances that have taken place in the last decade, LaMendola adds.
The core of the lift truck can't be changed, however, and there are limits to what add-on technology can do on a low-end truck with a basic engine, electronics, and instrumentation. End users that want a lot of data and analysis, as well as the ability to collect a wider array of information in the future, will have to invest in more sophisticated technology. In that case, Arnold, suggests, it would make sense to move up to a "smart" truck that's designed to accommodate more advanced technology and can provide the full range of capabilities the end user needs for its particular application.
GO TO THE PROS
Where can end users turn for guidance when deciding which type of truck would best fit their requirements? "Everything starts with dealerships," says Arnold. "They're the front line for what the customer needs." Lift truck dealers will conduct site surveys to make sure they match the correct truck to the application; if needed, they will turn to the OEM's sales, engineering, and product-support experts, he adds.
Regardless of whether you're in the market for an entry-level value truck, a technologically advanced premium piece of equipment, or something in between, one thing applies across the board. The key to getting the right truck for your needs is to gather information about its intended hours of use and applications—and then communicate that clearly and accurately to your dealer.
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."