In our continuing series of discussions with top supply-chain company executives, James J. Radous III of UniCarriers shares his take on the state of the forklift industry, his company's growth following its 2015 acquisition and rebranding, and the importance of giving back.
David Maloney has been a journalist for more than 35 years and is currently the group editorial director for DC Velocity and Supply Chain Quarterly magazines. In this role, he is responsible for the editorial content of both brands of Agile Business Media. Dave joined DC Velocity in April of 2004. Prior to that, he was a senior editor for Modern Materials Handling magazine. Dave also has extensive experience as a broadcast journalist. Before writing for supply chain publications, he was a journalist, television producer and director in Pittsburgh. Dave combines a background of reporting on logistics with his video production experience to bring new opportunities to DC Velocity readers, including web videos highlighting top distribution and logistics facilities, webcasts and other cross-media projects. He continues to live and work in the Pittsburgh area.
James J. Radous III is president and CEO of UniCarriers Americas and corporate/executive officer of Mitsubishi Logisnext Americas. Under his leadership, UniCarriers has seen a significant expansion of its manufacturing capabilities while growing from the eighth- to the third-largest producer in the world. Radous also guided the company through its acquisition by Mitsubishi Heavy Industries and rebranding as UniCarriers. Radous joined UniCarriers in 2009, when the company was known as Nissan Forklift Corp. Over the years, he has served as vice president, sales and marketing operations; executive vice president of Americas-sales; and president of retail operations.
Radous has also been active in industry associations, including the Industrial Truck Association, and has contributed his time to many good causes, including St. Jude Children's Research Hospital and the Make-A-Wish Foundation. He recently spoke with DC Velocity Editorial Director David Maloney.
Q: How do you view the current state of the forklift industry?
A: Overall, I am cautiously optimistic. While we are seeing progress in financial markets, industry has retrenched a bit. After nine years of consecutive growth, buyers have become more apprehensive and deliberate in their purchasing.
What I find exciting is the new technology impacting our industry. It's amazing to see the advancements year over year. Data technology like telematics has gone from a future capability to an implemented system among large operators.
Q: During your time with UniCarriers, your company has grown to be the third-largest producer of forklifts in the world. To what do you attribute that success?
A: To be fair, that designation is, in part, due to our status as a Logisnext company. But our continued growth has been driven by three things: 1) the best-trained and most qualified dealer network in the Americas, 2) engaged supplier partners who consistently go above and beyond, and 3) the most dedicated group of employees I've ever been around.
Our philosophy of continuous improvement also plays a role in our success. We will never be satisfied with the status quo. Active employee engagement and the constant pursuit of best practices—including vertical integration and emerging technology—have allowed us to achieve greater success.
Q: What differentiates UniCarriers' products from others in the market?
A: I can sum that answer up for you in two words: "reliability redefined." That's how we describe it. We have conducted numerous studies among forklift owners and operators to determine what is most important to the buyer and how the marketplace delivers against that. What we learned is that reliability (uptime) is the most critical attribute of a forklift. Further, we learned that owners consistently rank us among the leaders in product reliability. And we prove it by offering an industry-leading, best-in-class two-year warranty.
The reason our products lead in reliability is because of quality manufacturing and proven design engineering. This is what we call the "UniCarriers Production Way."
Q: You have been active in the Industrial Truck Association (ITA), serving on its board of directors. Why is this engagement important to you and your company?
A: Being involved with the ITA has allowed me to become fully engaged with the industry and where we are headed. I believe that forklifts are "The Heart of Commerce." Imagine a day where every forklift stopped operating. The world's economy would come to a standstill. Forklifts play an essential and critical role in businesses around the globe. The ITA is a platform where we (manufacturers) act with a common purpose—to promote the relevance of forklifts and their safe operation.
The ITA has given me access to legislators and business leaders, and allowed me to represent the great work UniCarriers Americas is doing. The ITA also provides us with research and analysis of trends in material handling segments, so we can prepare for new opportunities or challenges.
Q: Has the uncertainty over tariffs, especially on steel and other goods used in your manufacturing, affected your material supply and your ability to export your finished goods?
A: Back in July 2018, I would have to say that there was a definite impact. As an Illinois company that manufactures products sold globally, we had to make smart changes and adapt our supply chain operations. While I wouldn't say that the "feeling" has gone away, we have all learned how to manage through the challenges.
Q: You are a supporter of many charities and educational institutions outside of the industry. Why is it important to you and your company to give back?
A: I believe that the fortunate should share among the less fortunate. We've been very blessed as a company and as individuals, and we all feel the need to give back. Personally, I find it deeply rewarding to see the impact we can make on the lives of others. From the church basket to the most corporate of giving, I encourage others to get involved. But it isn't just about money; it's about time as well. For many years, I worked with the Boy Scouts of America molding young minds—because I believe that good boys become good men. Over the last few years, I have been a professional mentor for several students at Northern Illinois University and Roosevelt University (my alma maters).
I hope that many years from now, my legacy with the company will be that I left it better—not just as a business, but as a community of people. In fact, this year we selected St. Jude Children's Research Hospital as our principal beneficiary going forward. Having visited their hospital recently, I could not be more proud of the work we do for them.
Q: Are there any new initiatives you're working on that you wish to share?
A: We recently launched UniCarriers System Solutions in a move that takes us beyond equipment manufacturing. As part of that initiative, we brought Rocla AGVs to the marketplace that are sold and serviced by UniCarriers Americas. We also enhanced our financing options with UniCarriers Capital and even launched a competitive comparison mobile app to help customers find the best products for their needs—so, we're more than just a forklift manufacturer.
What's unique about System Solutions is that we have opportunities to partner with many automated and robotic suppliers. So, unlike competitors who own and have to work with specific products, we are free to pursue all opportunities. Because technology is a rapidly changing phenomenon, we leverage this strategy to selectively work with the best and most leading-edge companies. Our vision is to become "The Preferred OEM for Solutions Companies."
Also, technology represents a key initiative internally at UniCarriers Americas. Included in this initiative is our Americas Design Center (ADC) that has more than tripled our R&D testing-lab space.
Our goal is to bring new talent, new ideas, and new opportunities to Illinois. This will allow us to reimagine the way business moves materials by delivering the next generation of forklifts.
Container traffic is finally back to typical levels at the port of Montreal, two months after dockworkers returned to work following a strike, port officials said Thursday.
Today that arbitration continues as the two sides work to forge a new contract. And port leaders with the Maritime Employers Association (MEA) are reminding workers represented by the Canadian Union of Public Employees (CUPE) that the CIRB decision “rules out any pressure tactics affecting operations until the next collective agreement expires.”
The Port of Montreal alone said it had to manage a backlog of about 13,350 twenty-foot equivalent units (TEUs) on the ground, as well as 28,000 feet of freight cars headed for export.
Port leaders this week said they had now completed that task. “Two months after operations fully resumed at the Port of Montreal, as directed by the Canada Industrial Relations Board, the Montreal Port Authority (MPA) is pleased to announce that all port activities are now completely back to normal. Both the impact of the labour dispute and the subsequent resumption of activities required concerted efforts on the part of all port partners to get things back to normal as quickly as possible, even over the holiday season,” the port said in a release.
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.
ReposiTrak, a global food traceability network operator, will partner with Upshop, a provider of store operations technology for food retailers, to create an end-to-end grocery traceability solution that reaches from the supply chain to the retail store, the firms said today.
The partnership creates a data connection between suppliers and the retail store. It works by integrating Salt Lake City-based ReposiTrak’s network of thousands of suppliers and their traceability shipment data with Austin, Texas-based Upshop’s network of more than 450 retailers and their retail stores.
That accomplishment is important because it will allow food sector trading partners to meet the U.S. FDA’s Food Safety Modernization Act Section 204d (FSMA 204) requirements that they must create and store complete traceability records for certain foods.
And according to ReposiTrak and Upshop, the traceability solution may also unlock potential business benefits. It could do that by creating margin and growth opportunities in stores by connecting supply chain data with store data, thus allowing users to optimize inventory, labor, and customer experience management automation.
"Traceability requires data from the supply chain and – importantly – confirmation at the retail store that the proper and accurate lot code data from each shipment has been captured when the product is received. The missing piece for us has been the supply chain data. ReposiTrak is the leader in capturing and managing supply chain data, starting at the suppliers. Together, we can deliver a single, comprehensive traceability solution," Mark Hawthorne, chief innovation and strategy officer at Upshop, said in a release.
"Once the data is flowing the benefits are compounding. Traceability data can be used to improve food safety, reduce invoice discrepancies, and identify ways to reduce waste and improve efficiencies throughout the store,” Hawthorne said.
Under FSMA 204, retailers are required by law to track Key Data Elements (KDEs) to the store-level for every shipment containing high-risk food items from the Food Traceability List (FTL). ReposiTrak and Upshop say that major industry retailers have made public commitments to traceability, announcing programs that require more traceability data for all food product on a faster timeline. The efforts of those retailers have activated the industry, motivating others to institute traceability programs now, ahead of the FDA’s enforcement deadline of January 20, 2026.