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.
Progress in generative AI (GenAI) is poised to impact business procurement processes through advancements in three areas—agentic reasoning, multimodality, and AI agents—according to Gartner Inc.
Those functions will redefine how procurement operates and significantly impact the agendas of chief procurement officers (CPOs). And 72% of procurement leaders are already prioritizing the integration of GenAI into their strategies, thus highlighting the recognition of its potential to drive significant improvements in efficiency and effectiveness, Gartner found in a survey conducted in July, 2024, with 258 global respondents.
Gartner defined the new functions as follows:
Agentic reasoning in GenAI allows for advanced decision-making processes that mimic human-like cognition. This capability will enable procurement functions to leverage GenAI to analyze complex scenarios and make informed decisions with greater accuracy and speed.
Multimodality refers to the ability of GenAI to process and integrate multiple forms of data, such as text, images, and audio. This will make GenAI more intuitively consumable to users and enhance procurement's ability to gather and analyze diverse information sources, leading to more comprehensive insights and better-informed strategies.
AI agents are autonomous systems that can perform tasks and make decisions on behalf of human operators. In procurement, these agents will automate procurement tasks and activities, freeing up human resources to focus on strategic initiatives, complex problem-solving and edge cases.
As CPOs look to maximize the value of GenAI in procurement, the study recommended three starting points: double down on data governance, develop and incorporate privacy standards into contracts, and increase procurement thresholds.
“These advancements will usher procurement into an era where the distance between ideas, insights, and actions will shorten rapidly,” Ryan Polk, senior director analyst in Gartner’s Supply Chain practice, said in a release. "Procurement leaders who build their foundation now through a focus on data quality, privacy and risk management have the potential to reap new levels of productivity and strategic value from the technology."
Businesses are cautiously optimistic as peak holiday shipping season draws near, with many anticipating year-over-year sales increases as they continue to battle challenging supply chain conditions.
That’s according to the DHL 2024 Peak Season Shipping Survey, released today by express shipping service provider DHL Express U.S. The company surveyed small and medium-sized enterprises (SMEs) to gauge their holiday business outlook compared to last year and found that a mix of optimism and “strategic caution” prevail ahead of this year’s peak.
Nearly half (48%) of the SMEs surveyed said they expect higher holiday sales compared to 2023, while 44% said they expect sales to remain on par with last year, and just 8% said they foresee a decline. Respondents said the main challenges to hitting those goals are supply chain problems (35%), inflation and fluctuating consumer demand (34%), staffing (16%), and inventory challenges (14%).
But respondents said they have strategies in place to tackle those issues. Many said they began preparing for holiday season earlier this year—with 45% saying they started planning in Q2 or earlier, up from 39% last year. Other strategies include expanding into international markets (35%) and leveraging holiday discounts (32%).
Sixty percent of respondents said they will prioritize personalized customer service as a way to enhance customer interactions and loyalty this year. Still others said they will invest in enhanced web and mobile experiences (23%) and eco-friendly practices (13%) to draw customers this holiday season.
That challenge is one of the reasons that fewer shoppers overall are satisfied with their shopping experiences lately, Lincolnshire, Illinois-based Zebra said in its “17th Annual Global Shopper Study.”th Annual Global Shopper Study.” While 85% of shoppers last year were satisfied with both the in-store and online experiences, only 81% in 2024 are satisfied with the in-store experience and just 79% with online shopping.
In response, most retailers (78%) say they are investing in technology tools that can help both frontline workers and those watching operations from behind the scenes to minimize theft and loss, Zebra said.
Just 38% of retailers currently use AI-based prescriptive analytics for loss prevention, but a much larger 50% say they plan to use it in the next 1-3 years. That was followed by self-checkout cameras and sensors (45%), computer vision (46%), and RFID tags and readers (42%) that are planned for use within the next three years, specifically for loss prevention.
Those strategies could help improve the brick and mortar shopping experience, since 78% of shoppers say it’s annoying when products are locked up or secured within cases. Adding to that frustration is that it’s hard to find an associate while shopping in stores these days, according to 70% of consumers. In response, some just walk out; one in five shoppers has left a store without getting what they needed because a retail associate wasn’t available to help, an increase over the past two years.
The survey also identified additional frustrations faced by retailers and associates:
challenges with offering easy options for click-and-collect or returns, despite high shopper demand for them
the struggle to confirm current inventory and pricing
lingering labor shortages and increasing loss incidents, even as shoppers return to stores
“Many retailers are laying the groundwork to build a modern store experience,” Matt Guiste, Global Retail Technology Strategist, Zebra Technologies, said in a release. “They are investing in mobile and intelligent automation technologies to help inform operational decisions and enable associates to do the things that keep shoppers happy.”
The survey was administered online by Azure Knowledge Corporation and included 4,200 adult shoppers (age 18+), decision-makers, and associates, who replied to questions about the topics of shopper experience, device and technology usage, and delivery and fulfillment in store and online.
Supply chains are poised for accelerated adoption of mobile robots and drones as those technologies mature and companies focus on implementing artificial intelligence (AI) and automation across their logistics operations.
That’s according to data from Gartner’s Hype Cycle for Mobile Robots and Drones, released this week. The report shows that several mobile robotics technologies will mature over the next two to five years, and also identifies breakthrough and rising technologies set to have an impact further out.
Gartner’s Hype Cycle is a graphical depiction of a common pattern that arises with each new technology or innovation through five phases of maturity and adoption. Chief supply chain officers can use the research to find robotic solutions that meet their needs, according to Gartner.
Gartner, Inc.
The mobile robotic technologies set to mature over the next two to five years are: collaborative in-aisle picking robots, light-cargo delivery robots, autonomous mobile robots (AMRs) for transport, mobile robotic goods-to-person systems, and robotic cube storage systems.
“As organizations look to further improve logistic operations, support automation and augment humans in various jobs, supply chain leaders have turned to mobile robots to support their strategy,” Dwight Klappich, VP analyst and Gartner fellow with the Gartner Supply Chain practice, said in a statement announcing the findings. “Mobile robots are continuing to evolve, becoming more powerful and practical, thus paving the way for continued technology innovation.”
Technologies that are on the rise include autonomous data collection and inspection technologies, which are expected to deliver benefits over the next five to 10 years. These include solutions like indoor-flying drones, which utilize AI-enabled vision or RFID to help with time-consuming inventory management, inspection, and surveillance tasks. The technology can also alleviate safety concerns that arise in warehouses, such as workers counting inventory in hard-to-reach places.
“Automating labor-intensive tasks can provide notable benefits,” Klappich said. “With AI capabilities increasingly embedded in mobile robots and drones, the potential to function unaided and adapt to environments will make it possible to support a growing number of use cases.”
Humanoid robots—which resemble the human body in shape—are among the technologies in the breakthrough stage, meaning that they are expected to have a transformational effect on supply chains, but their mainstream adoption could take 10 years or more.
“For supply chains with high-volume and predictable processes, humanoid robots have the potential to enhance or supplement the supply chain workforce,” Klappich also said. “However, while the pace of innovation is encouraging, the industry is years away from general-purpose humanoid robots being used in more complex retail and industrial environments.”
An eight-year veteran of the Georgia company, Hakala will begin his new role on January 1, when the current CEO, Tero Peltomäki, will retire after a long and noteworthy career, continuing as a member of the board of directors, Cimcorp said.
According to Hakala, automation is an inevitable course in Cimcorp’s core sectors, and the company’s end-to-end capabilities will be crucial for clients’ success. In the past, both the tire and grocery retail industries have automated individual machines and parts of their operations. In recent years, automation has spread throughout the facilities, as companies want to be able to see their entire operation with one look, utilize analytics, optimize processes, and lead with data.
“Cimcorp has always grown by starting small in the new business segments. We’ve created one solution first, and as we’ve gained more knowledge of our clients’ challenges, we have been able to expand,” Hakala said in a release. “In every phase, we aim to bring our experience to the table and even challenge the client’s initial perspective. We are interested in what our client does and how it could be done better and more efficiently.”