Toward a circular economy for lithium-ion batteries
Lithium-ion power is gaining traction in the material handling market, just as the supply chain is stepping up with recycling services and sourcing initiatives that support a greener energy landscape.
Victoria Kickham, an editor at large for Supply Chain Quarterly, 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 Supply Chain Quarterly's sister publication, DC Velocity.
If you’ve transitioned some of your forklifts to lithium-ion (li-ion) battery power recently, you may be wondering what happens to those batteries at the end of their life. Sure, they’ve likely got years before you have to worry about it, and the manufacturer will take them back when they reach their end point, but what happens next? An increasingly environmentally conscious business world wants to know, driven by companies’ desire to meet internal sustainability goals and address supply chain sourcing concerns. Recycling can help address both issues, but until recently there hasn’t been much activity, and the lithium-ion recycling business remains in its infancy.
“What’s missing is that there wasn’t a huge business case [for recycling these products] a few years back,” explains Vincent Caron, director of legal affairs forUgoWork, a Quebec City-based provider of lithium-ion batteries and energy-management solutions. He points to the growing popularity of li-ion batteries for use in automotive and material handling applications as a catalyst for change. “Now, it’s a very, very huge market. Recyclers are trying to capture that.”
A long and successful history of recycling forklift batteries, especially the lead-acid variety, is also a factor. All forklift batteries are large and chemically complex, and they can’t just be thrown in the trash when their useful life ends. Rules and regulations surrounding lead-acid have given way to a circular economy for those products; they are virtually 100% recyclable today. As demand for li-ion builds, so do expectations for recycling them, and Caron says a growing number of companies are trying to get ahead of that demand as more of the products enter the market—some researchers predict double-digit growth in li-ion battery use over the next five to seven years. As a result, battery makers and end-users are beginning to form partnerships with recyclers to make the circular economy a reality for these increasingly popular products.
As the process unfolds, here are three things to know about li-ion battery recycling.
1. THE BUSINESS CASE IS GROWING
Demand for li-ion recycling has been intensifying over the last 10 years or so, driven by the proliferation of personal electronics and, more recently, electric vehicles, all of which rely on advanced battery technology, according to Peter Geantil, special projects manager for li-ion battery makerFlux Power, based in San Diego. But the process for recycling li-ion batteries can bedifficult and expensive.
There are several reasons for that. For one thing, the design of some batteries can make it tough to access and extract the lithium and other elements inside. For another, it requires finding a recycler that handles that particular battery’s type of “chemistry.” There are different battery chemistries that fall under the li-ion umbrella, and manufacturers choose which to produce based on how well they work for a particular application. (Nickel manganese cobalt, or NMC, and lithium iron phosphate, LFP, are two examples of common chemistries used in material handling applications.) Recyclers don’t always handle the gamut of chemistries on the market, making it difficult to find the right partner for the type of battery you want to recycle.
“[Because] you have these different chemistries, you have to find a recycler that can take any lithium-ion battery and extract whatever valuable materials it can from it,” Geantil explains, adding that such sources are beginning to emerge. “As lithium began to be deployed throughout our economy, people realized they needed to figure out how to recycle it. Initial recycling rates were low—they weren’t even capturing the lithium. Nowadays, they are getting more out of it.”
Also complicating the issue is that li-ion batteries for material handling are one part of a larger system that includes electronic components, steel, wires, and other elements, all of which are involved in the recycling or repurposing process, according to Marcio Oliveira, vice president for global quality and sustainability at battery and energy systems makerEnerSys, based in Reading, Pennsylvania.
“The recycling process will require deconstructing the batteries,” he explains. “The real point, though, when it comes to [sustainability], is that the opportunity is much bigger than just the li-ion battery portion and [actually extends to] the recycling of all the other materials that are part of the whole system.”
Like other battery makers, EnerSys is working with recyclers to handle the various aspects of the process and looking to develop partnerships down the road. Oliveira says the company has not yet had to take back any of its li-ion forklift batteries—they were recently launched and are all still in service—but is working with local recyclers to handle the scrap generated from the production process, another aspect of the growing li-ion recycling market.
And like Geantil and Caron, he agrees that the growing volume of li-ion batteries in automotive and industrial applications is helping to drive the business case for change.
“The cost of recyclability is dependent both on the volume to be recycled and also the chemistry used in the batteries,” Oliveira says. “The more those business segments increase [their use of li-ion technology], the easier it will be for the recyclability to become a net positive.”
2. INFRASTRUCTURE DEVELOPMENT IS UNDERWAY
The global lithium-ion battery market was valued at $32.9 billion in 2019 and is expected to grow at a compound annual growth rate (CAGR) of 13% from 2020 to 2027, according toa 2020 market report from research firm Grand View Research. Investors are digging in to capture a piece of that pie, and many are helping to lay the groundwork for a lithium-ion recycling infrastructure.
Canadian firmLi-Cycle is a key part of that growing infrastructure. Launched in 2016, the company aims to make li-ion batteries a circular and sustainable product; the firm has developed technology that can recover the resources in any type of li-ion battery chemistry and produce battery-grade li-ion chemicals for use in new products. Li-Cycle recycles thousands of tons of li-ion batteries every year and claims it can recover 95% of all critical materials inside them. The company announced plans to go public earlier this year through a merger with Peridot Acquisition Corp., a publicly traded special purpose acquisition company (SPAC). The deal was expected to close in the second quarter.
Li-Cycle operates two facilities in North America, with a third planned to open early next year. The firm’s expansion illustrates the growing market for li-ion recycling as well as larger goals for creating that circular economy, according to Geantil.
“We should have a closed ecosystem,” Geantil says, pointing to the growing number of li-ion batteries in the market. “Everyone knows there are valuable materials in them. The economics are there, the desire is there. We’re already doing it; it’s just that we’re getting better and better. People are focusing on it now.”
A host of other projects underscore the growing infrastructure. Earlier this year,Ultium Cells LLC, a joint venture between General Motors andLG Energy Solution, formed apartnership with Li-Cycleto recycle up to 100% of the material scrap from battery cell manufacturing.Redwood Materials, a recycling startup led by former Tesla executive J.B. Straubel, is also making headlines,recently announcing the triplingof its operations in Nevada to scale up recovery of lithium, cobalt, nickel, and other metals it then sells to makers of lithium-ion batteries for electric vehicles. And earlier this year, Canada-basedLithion Recyclingannounced a partnership with Hyundai Canadato recover and recycle high-voltage batteries from its hybrid, plug-in hybrid, and electric vehicles. Lithion Recycling is one of UgoWork’s recycling partners, according to Caron.
[subhead] 3. A HOLISTIC APPROACH RULES THE DAY
Battery makers are quick to point out that recycling is just one part of the larger drive toward decarbonization, and that li-ion battery technology plays a big role in that process.
“We really believe that the main challenge in lithium-ion is how to get the industry to the broader transition to lower carbon [emissions],” EnerSys’s Oliveira explains. “Lithium technology will be part of this decarbonization process.”
Caron and his colleague, Director of Marketing Jean-Francois Marchand, agree and point to other considerations when developing a green energy strategy, such as the logistics and transportation issues around both sourcing and end-of-life processes.
“If we want to limit the carbon footprint, does it make sense to send huge battery packs [for recycling] all over the continent and [create] a lot of transportation and carbon-dioxide emissions? We need to optimize the supply chain logistics,” Caron says, adding that some recyclers are tackling this issue by creating local collection options where they crush the lithium into “black mass,”a mixture that contains a blend of all the battery materials from which recyclable metals can be extracted and then sold back to the battery makers for use in new products. This is what Li-Cycle and others do. “If we have clients in Texas, Washington, and all over Canada, we’re looking for someone able to support our various locations in a way that’s environmentally friendly.”
And, increasingly, that’s what end-users tell battery makers they want as well.
“More and more, [sustainability] is one of the top priorities of our customers,” says Marchand, adding that how UgoWork handles end-of-life for its products is “definitely one of [customers’] decision criteria. One thing, though, is they don’t know how to handle this. They don’t want to take care of it themselves. We anticipate that this [will become] a trend, and that more customers will be concerned about this issue and will ask about it.”
Even as a last-minute deal today appeared to delay the tariff on Mexico, that deal is set to last only one month, and tariffs on the other two countries are still set to go into effect at midnight tonight.
Once new U.S. tariffs go into effect, those other countries are widely expected to respond with retaliatory tariffs of their own on U.S. exports, that would reduce demand for U.S. and manufacturing goods. In the context of that unpredictable business landscape, many U.S. business groups have been pressuring the White House to pull back from the new policy.
Here is a sampling of the reaction to the tariff plan by the U.S. business community:
American Association of Port Authorities (AAPA)
“Tariffs are taxes,” AAPA President and CEO Cary Davis said in a release. “Though the port industry supports President Trump’s efforts to combat the flow of illicit drugs, tariffs will slow down our supply chains, tax American businesses, and increase costs for hard-working citizens. Instead, we call on the Administration and Congress to thoughtfully pursue alternatives to achieving these policy goals and exempt items critical to national security from tariffs, including port equipment.”
Retail Industry Leaders Association (RILA)
“We understand the president is working toward an agreement. The leaders of all four nations should come together and work to reach a deal before Feb. 4 because enacting broad-based tariffs will be disruptive to the U.S. economy,” Michael Hanson, RILA’s Senior Executive Vice President of Public Affairs, said in a release. “The American people are counting on President Trump to grow the U.S. economy and lower inflation, and broad-based tariffs will put that at risk.”
National Association of Manufacturers (NAM)
“Manufacturers understand the need to deal with any sort of crisis that involves illicit drugs crossing our border, and we hope the three countries can come together quickly to confront this challenge,” NAM President and CEO Jay Timmons said in a release. “However, with essential tax reforms left on the cutting room floor by the last Congress and the Biden administration, manufacturers are already facing mounting cost pressures. A 25% tariff on Canada and Mexico threatens to upend the very supply chains that have made U.S. manufacturing more competitive globally. The ripple effects will be severe, particularly for small and medium-sized manufacturers that lack the flexibility and capital to rapidly find alternative suppliers or absorb skyrocketing energy costs. These businesses—employing millions of American workers—will face significant disruptions. Ultimately, manufacturers will bear the brunt of these tariffs, undermining our ability to sell our products at a competitive price and putting American jobs at risk.”
American Apparel & Footwear Association (AAFA)
“Widespread tariff actions on Mexico, Canada, and China announced this evening will inject massive costs into our inflation-weary economy while exposing us to a damaging tit-for-tat tariff war that will harm key export markets that U.S. farmers and manufacturers need,” Steve Lamar, AAFA’s president and CEO, said in a release. “We should be forging deeper collaboration with our free trade agreement partners, not taking actions that call into question the very foundation of that partnership."
Healthcare Distribution Alliance (HDA)
“We are concerned that placing tariffs on generic drug products produced outside the U.S. will put additional pressure on an industry that is already experiencing financial distress. Distributors and generic manufacturers and cannot absorb the rising costs of broad tariffs. It is worth noting that distributors operate on low profit margins — 0.3 percent. As a result, the U.S. will likely see new and worsened shortages of important medications and the costs will be passed down to payers and patients, including those in the Medicare and Medicaid programs," the group said in a statement.
National Retail Federation (NRF)
“We support the Trump administration’s goal of strengthening trade relationships and creating fair and favorable terms for America,” NRF Executive Vice President of Government Relations David French said in a release. “But imposing steep tariffs on three of our closest trading partners is a serious step. We strongly encourage all parties to continue negotiating to find solutions that will strengthen trade relationships and avoid shifting the costs of shared policy failures onto the backs of American families, workers and small businesses.”
Businesses are scrambling today to insulate their supply chains from the impacts of a trade war being launched by the Trump Administration, which is planning to erect high tariff walls on Tuesday against goods imported from Canada, Mexico, and China.
Tariffs are import taxes paid by American companies and collected by the U.S. Customs and Border Protection (CBP) Agency as goods produced in certain countries cross borders into the U.S.
In a last-minute deal announced on Monday, leaders of both countries said the tariffs on goods from Mexico will be delayed one month after that country agreed to send troops to the U.S.-Mexico border in an attempt to stem to flow of drugs such as fentanyl from Mexico, according to published reports.
If the deal holds, it could avoid some of the worst impacts of the tariffs on U.S. manufacturers that rely on parts and raw materials imported from Mexico. That blow would be particularly harsh on companies in the automotive and electrical equipment sectors, according to an analysis by S&P Global Ratings.
However, tariff damage is still on track to occur for U.S. companies with tight supply chain connections to Canada, concentrated in commodity-related processing sectors, the firm said. That disruption would increase if those countries responded with retaliatory tariffs of their own, a move that would slow the export of U.S. goods. Such an event would hurt most for American businesses in the agriculture and fishing, metals, and automotive areas, according to the analysis from Satyam Panday, Chief US and Canada Economist, S&P Global Ratings.
To dull the pain of those events, U.S. business interests would likely seek to cushion the declines in output by looking to factors such as exchange rate movements, availability of substitutes, and the willingness of producers to absorb the higher cost associated with tariffs, Panday said.
Weighing the long-term effects of a trade war
The extent to which increased tariffs will warp long-standing supply chain patterns is hard to calculate, since it is largely dependent on how long these tariffs will actually last, according to a statement from Tony Pelli, director of supply chain resilience, BSI Consulting. “The pause [on tariffs with Mexico] will help reduce the impacts on agricultural products in particular, but not necessarily on the automotive industry given the high degree of integration across all three North American countries,” he said.
“Tariffs on Canada or Mexico will disrupt supply chains beyond just finished goods,” Pelli said. “Some products cross the US, Mexico, and Canada borders four to five times, with the greatest impact on the auto and electronics industries. These supply chains have been tightly integrated for around 30 years, and it will be difficult for firms to simply source elsewhere. There are dense supplier networks along the US border with Mexico and Canada (especially Ontario) that you can’t just pick up and move somewhere else, which would likely slow or even stop auto manufacturing in the US for a time.”
If the tariffs on either Canada or Mexico stay in place for an extended period, the effects will soon become clear, said Hamish Woodrow, head of strategic analytics at Motive, a fleet management and operations platform. “Ultimately, the burden of these tariffs will fall on U.S. consumers and retailers. Prices will rise, and businesses will pass along costs as they navigate increased expenses and uncertainty,” Woodrow said.
But in the meantime, companies with international supply chains are quickly making contingency plans for any of the possible outcomes. “The immediate impact of tariffs on trucking, freight, and supply chains will be muted. Goods already en route, shipments six weeks out on the water, and landed inventory will continue to flow, meaning the real disruption will be felt in Q2 as businesses adjust to the new reality,” Woodrow said.
“By the end of the day, companies will be deploying mitigation strategies—many will delay inventory shipments to later in the year, waiting to see if the policy shifts or exemptions are introduced. Those who preloaded inventory will likely adopt a wait-and-see approach, holding off on further adjustments until the market reacts. In the short term, sourcing alternatives are limited, forcing supply chains to pause and reassess long-term investments while monitoring policy developments,” said Woodrow.
Editor's note: This story was revised on February 3 to add input from BSI and Motive.
Businesses dependent on ocean freight are facing shipping delays due to volatile conditions, as the global average trip for ocean shipments climbed to 68 days in the fourth quarter compared to 60 days for that same quarter a year ago, counting time elapsed from initial booking to clearing the gate at the final port, according to E2open.
Those extended transit times and booking delays are the ripple effects of ongoing turmoil at key ports that is being caused by geopolitical tensions, labor shortages, and port congestion, Dallas-based E2open said in its quarterly “Ocean Shipping Index” report.
The most significant contributor to the year-over-year (YoY) increase is actual transit time, alongside extraordinary volatility that has created a complex landscape for businesses dependent on ocean freight, the report found.
"Economic headwinds, geopolitical turbulence and uncertain trade routes are creating unprecedented disruptions within the ocean shipping industry. From continued Red Sea diversions to port congestion and labor unrest, businesses face a complex landscape of obstacles, all while grappling with possibility of new U.S. tariffs," Pawan Joshi, chief strategy officer (CSO) at e2open, said in a release. "We can expect these ongoing issues will be exacerbated by the Lunar New Year holiday, as businesses relying on Asian suppliers often rush to place orders, adding strain to their supply chains.”
Lunar New Year this year runs from January 29 to February 8, and often leads to supply chain disruptions as massive worker travel patterns across Asia leads to closed factories and reduced port capacity.
That changing landscape is forcing companies to adapt or replace their traditional approaches to product design and production. Specifically, many are changing the way they run factories by optimizing supply chains, increasing sustainability, and integrating after-sales services into their business models.
“North American manufacturers have embraced the factory of the future. Working with service providers, many companies are using AI and the cloud to make production systems more efficient and resilient,” Bob Krohn, partner at ISG, said in the “2024 ISG Provider Lens Manufacturing Industry Services and Solutions report for North America.”
To get there, companies in the region are aggressively investing in digital technologies, especially AI and ML, for product design and production, ISG says. Under pressure to bring new products to market faster, manufacturers are using AI-enabled tools for more efficient design and rapid prototyping. And generative AI platforms are already in use at some companies, streamlining product design and engineering.
At the same time, North American manufacturers are seeking to increase both revenue and customer satisfaction by introducing services alongside or instead of traditional products, the report says. That includes implementing business models that may include offering subscription, pay-per-use, and asset-as-a-service options. And they hope to extend product life cycles through an increasing focus on after-sales servicing, repairs. and condition monitoring.
Additional benefits of manufacturers’ increased focus on tech include better handling of cybersecurity threats and data privacy regulations. It also helps build improved resilience to cope with supply chain disruptions by adopting cloud-based supply chain management, advanced analytics, real-time IoT tracking, and AI-enabled optimization.
“The changes of the past several years have spurred manufacturers into action,” Jan Erik Aase, partner and global leader, ISG Provider Lens Research, said in a release. “Digital transformation and a culture of continuous improvement can position them for long-term success.”
Women are significantly underrepresented in the global transport sector workforce, comprising only 12% of transportation and storage workers worldwide as they face hurdles such as unfavorable workplace policies and significant gender gaps in operational, technical and leadership roles, a study from the World Bank Group shows.
This underrepresentation limits diverse perspectives in service design and decision-making, negatively affects businesses and undermines economic growth, according to the report, “Addressing Barriers to Women’s Participation in Transport.” The paper—which covers global trends and provides in-depth analysis of the women’s role in the transport sector in Europe and Central Asia (ECA) and Middle East and North Africa (MENA)—was prepared jointly by the World Bank Group, the Asian Development Bank (ADB), the German Agency for International Cooperation (GIZ), the European Investment Bank (EIB), and the International Transport Forum (ITF).
The slim proportion of women in the sector comes at a cost, since increasing female participation and leadership can drive innovation, enhance team performance, and improve service delivery for diverse users, while boosting GDP and addressing critical labor shortages, researchers said.
To drive solutions, the researchers today unveiled the Women in Transport (WiT) Network, which is designed to bring together transport stakeholders dedicated to empowering women across all facets and levels of the transport sector, and to serve as a forum for networking, recruitment, information exchange, training, and mentorship opportunities for women.
Initially, the WiT network will cover only the Europe and Central Asia and the Middle East and North Africa regions, but it is expected to gradually expand into a global initiative.
“When transport services are inclusive, economies thrive. Yet, as this joint report and our work at the EIB reveal, few transport companies fully leverage policies to better attract, retain and promote women,” Laura Piovesan, the European Investment Bank (EIB)’s Director General of the Projects Directorate, said in a release. “The Women in Transport Network enables us to unite efforts and scale impactful solutions - benefiting women, employers, communities and the climate.”