Ben Ames has spent 20 years as a journalist since starting out as a daily newspaper reporter in Pennsylvania in 1995. From 1999 forward, he has focused on business and technology reporting for a number of trade journals, beginning when he joined Design News and Modern Materials Handling magazines. Ames is author of the trail guide "Hiking Massachusetts" and is a graduate of the Columbia School of Journalism.
Shuttling trucks and trailers to warehouse doors is a noisy job, with the rumble of heavy diesel engines running as a backdrop to the occasional thump of container doors, loading ramps, and lift trucks.
But if recent automotive manufacturing trends continue, dock and yard operations may soon start to grow just a bit quieter. Steady advances in clean-power technology are opening a new front in the quest to optimize operations, as companies begin to replace their diesel-powered yard trucks with electric vehicle (EV) equivalents.
The shift to electric power for trucks of all types is still in its early days, so few facilities have converted their entire fleets over to electricity. One reason is cost. The upfront cost of a battery-powered over-the-road truck, for example, typically far outweighs the cost of one with an internal combustion engine. Although EV proponents say that premium can be offset by government rebates or recouped through fuel and maintenance savings, those benefits take time to accrue.
Another factor limiting the widespread adoption of electric trucks is range. For instance, battery-powered Class 8 trucks today have less than one-quarter the range of a diesel version, making them a poor fit for long-haul routes covering hundreds of miles. Although manufacturers could add extra batteries to extend that range, the added weight would reduce the vehicles’ payload capacity, reducing their benefit.
But the restrictions that have inhibited the deployment of electric trucks on long-haul routes don’t necessarily apply to vehicles that are used strictly for short-distance moves—vehicles many now see as a strong fit for dock and yard work.
HOME, HOME IN THE YARD
As for what makes them a strong fit, electric units offer a number of advantages. For one thing, yard trucks—also called terminal tractors, spotter trucks, or yard jockeys—often run 16 or 24 hours per day with fresh drivers behind the wheel for each shift. That extended use pattern means that the fuel savings add up quickly with electrics, a huge plus at a time when fossil fuel prices have gone through the roof.
And because they tow trailers and containers within the confines of a dock, yard, or intermodal facility, an electric yard truck never strays far from the electrical charging infrastructure needed to refresh its batteries, reducing the likelihood it will run out of juice and become stranded.
Penske ordered those vehicles fromOrange EV, a Kansas City, Missouri-based manufacturer of heavy-duty electric vehicles. In the right applications, Penske said, those EVs could deliver benefits such as zero tailpipe emissions, the ability to operate up to 24 hours on a single charge, and a 50% shorter stopping distance than standard trucks thanks to regenerative braking systems that use the vehicle’s momentum to recharge its batteries.
“Yard vehicles are a great opportunity for electrification,” says Patrick Watt, vice president for alternative vehicle and emerging technology at Penske Truck Leasing. “They have lower road speeds so they need less energy, they have proximity to charging equipment, and their performance allows drivers to operate in most circumstances,” an improvement over earlier EV models that lacked the strength to compete with diesel, he explains.
Those attributes also make battery-powered yard trucks a strong option for companies that are trying to cut greenhouse gas emissions and shrink their carbon footprint, Watt says. On top of that, these vehicles are ready for deployment right now, he adds. “We’re early in the transition to electric vehicles [in over-the-road applications], so we’re continuing to see advancement of the technology. It’s going to be a much better, more efficient vehicle in 10 years,” Watt says. “But for an electric yard tractor, the technology you see today will continue to be effective for a long, long time.”
Another reason Penske is investing in electric yard tractors is that the electric design has proved popular with yard workers, according to Watt. “We’ve gotten positive driver feedback,” he says, noting that drivers prefer quiet battery-powered models over “sitting in a diesel vehicle that’s idling loudly, [spewing] out emissions, and vibrating more [than] an electric truck. It’s similar to an electric golf cart; it’s a pleasant environment to sit in as you wait for your next shift.”
But even more important is the fact that electric yard trucks have shown to have high rates of uptime, proving resistant to mechanical breakdowns and requiring only short, frequent recharging sessions to keep their batteries powered up. “People think about running the battery cell all the way down and then charging it all the way back up, but with just 15 to 20 minutes of charge at every opportunity that’s a natural break [for the driver], you’ll never have to worry about running it down to zero,” Watt says. “That’s a change of mindset for people who are used to thinking about diesel in miles per gallon or in gallons per hour of operation.”
STAYING OUT OF THE REPAIR SHOP
Avoiding breakdowns and delays is a big selling point for electric yard trucks, agrees Zack Ruderman, vice president of sales and marketing at Orange EV, which currently has some 500 heavy-duty electric yard trucks operating in 130 fleets across 28 states, Canada, and the Caribbean. (The company recently expanded its yard truck rental program to include electric spotter vehicles in 48 states.)
“The market says that their biggest pain point is downtime [when trucks need repairs],” Ruderman explains. “To rent a replacement truck on short notice is expensive in this market. Keeping extra trucks on site is expensive too. But you need the uptime because [yard handling is] a mission-critical operation.”
To keep downtime to a minimum, Orange says its battery-powered trucks can be recharged when the driver is taking a break anyway. As Penske noted, that recharging time adds up fast over lunch periods and 15-minute breaks during shifts.
Additional uptime comes from avoiding long stays in the repair shop, Ruderman says. Orange EV claims that battery-powered trucks break down less than diesel models. Plus, they lack components like engine transmissions, emission control units, and radiators that are time-consuming (and costly) to maintain.
They’re also designed for versatility. Orange EV says its base model can do 70% of all the jobs a diesel model can do, falling short only for the 10% of jobs that involve steep hill grades and the 20% that demand high speeds. To fill those gaps, the manufacturer plans to launch a stronger “port truck” version with greater speed and power in 2023. “Within three years, more than 50% of new yard truck orders will be EVs. Yard trucks are leading the electrical transformation,” Ruderman says.
STAYING POWER
Ruderman may be right. Companies across the supply chain have been testing electric yard trucks in recent years, and they apparently like what they see. The result has been a rapid increase in production and sales of battery-powered trucks for dock and yard management duties.
Many of those users initially chose electric models for environmental reasons, such as greening up their operations or meeting corporate environmental, social, and governance (ESG) goals. But pilot tests have given them extra reasons to continue using electric yard trucks, as they have found additional benefits in fuel savings, extended uptime, and driver satisfaction.
As electric truck production reaches new levels of maturity, the sector is primed for quick growth in the coming years. And much of that growth will likely take place in an often-overlooked corner of the logistics sector, the trailer and container yard outside your local DC.
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.