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.
Most large forklift makers offer dozens of models in multiple classes—so many combinations that the full product lineup would likely make your head spin. You might think, then, that all you’d need to do is find what you want, and then buy or lease that model off the shelf, so to speak.
While it is possible to do that, it may not be advisable. To achieve the greatest productivity at the lowest total cost, a truck must be able to efficiently perform the tasks required for a particular application. Furthermore, each operation has its own unique mix of people, products, processes, and infrastructure, governed by facility- or company-specific performance standards. In most cases, a “vanilla” forklift simply won’t cut it.
To get exactly what you need, consider customizing your trucks. In the forklift world, “customizing” can include anything from ordering special mast designs, to adding attachments and accessories, to custom-configuring onboard software … and much, much more. With hundreds of standard and special-order options to choose from, today’s fleet managers can spec the ideal trucks for their operation.
WHY CUSTOMIZE?
The point of customization is to create a piece of equipment (in essence, a specialized tool) that works for your specific situation in the most efficient and productive manner, says Troy Kaiser, strategic account executive at Toyota Material Handling.
At a more granular level, there are a multitude of reasons to customize. For example, changes in a company’s business model, customers, or products may mean that forklifts that were right for the job when they were leased or purchased will need modifications to handle those new requirements, says Jim Hess, director, warehouse business development for Yale Materials Handling Corp.
Brandon Bullard, director of sales and marketing for Clark Material Handling Co., most commonly sees customization in the warehouse industry, where no two operations are exactly the same. He attributes that demand to the tremendous variety of products being handled—everything from small consumer items in e-commerce to long, heavy rolls of carpet, to name just two of myriad possibilities.
“Aggressive application of customization” is typical in freight handling, especially in less-than-truckload (LTL) transportation, where volumes, product profiles, and pallet configurations are highly variable, says Toyota’s Kaiser. Among the many examples he has seen are a special mast winch and straps to secure nonstandardized loads and onboard scales to ensure correct billing and prevent overloading of trailers.
In some applications, customization is an absolute necessity. In cold storage facilities, mesh mast guards to prevent the guard from freezing up and batteries that perform well in cold conditions are critical, says Susan Comfort, senior manager, technology solutions and marketing at The Raymond Corp. Modifications that help operators more easily (and safely) handle heavy, bulky loads are a must in industries like furniture distribution and auto parts. She cites the example of a customer that special-ordered a truck with four forks to handle wide, heavy mufflers (see photo).
Hess notes that in chemical and aerosol handling, any electrical components that generate sparks must be fully enclosed. In food processing, acidic brine, frequent washdowns, and moisture “can eat away at standard trucks,” so galvanized equipment with materials and coatings that help protect against rust and corrosion are needed to help prolong the life of the linkage system, wheels, bearings, and other components.
Customization is not just about load handling, though. The struggle to retain workers is creating demand for operator- and application-specific customization, such as onboard storage for frequently used items, seating options, changes in lift truck dimensions, and controls that accommodate operators of different sizes. More and more, customers are having operators weigh in on what options and accessories they need on the equipment they will be using, observes Christopher Grote, senior marketing product manager at Crown Equipment Corp.
Operator safety plays a prominent role in customization. “Caring for associates is a very big topic now,” and customers increasingly are asking for modifications that will help keep operators safe, says Rob Webb, executive vice president of customer solutions at Toyota Material Handling dealer Southern States Toyotalift. Another operator-related trend revolves around training reinforcement, says Shannon Curtis, very narrow aisle product manager for The Raymond Corp. She is seeing requests for programming more granular detail—such as information on an individual operator in a specified time frame—into telematics systems that track trucks’ locations, collect operators’ data, and record impacts.
All those examples are just the tip of the customization iceberg. Fortunately, forklift makers are ready for anything you might throw at them. And in many cases, you won’t need to select modifications or accessories individually. For some industries, such as cotton/fiber and foundry/brick, or for temperature-controlled or very dusty environments, “customers can select predetermined packages that already include all the modifications necessary to increase productivity,” notes Victor Cruz, director of North America dealer sales for Mitsubishi Logisnext Americas.
MAKE IT “SPECIAL”
Forklift providers offer long lists of standard options—sometimes hundreds of them—that are designed to enhance safety and productivity. Some options are available for most or all of a manufacturer’s models, while some are specific to a class or model. But those lists of standard options, while dizzyingly comprehensive, do not cover all the possibilities. For unusual or unique requirements that the standard options can’t fulfill, manufacturers offer “special engineering,” also known as “special requests” or “special design.” Such nonstandard customizations represent anywhere from 20% to more than half of the forklift orders shipped by the companies we spoke with for this article.
Special design is complicated. The request must be evaluated by the manufacturer’s engineers, who will consider it not only from the standpoint of feasibility (can the production line manufacture it) but also in terms of safety, performance, and standards compliance for the specific forklift model—verifying that the requested modification “won’t compromise the integrity of the truck,” as Toyota’s Kaiser puts it. Just a few examples of special requests: nonstandard dimensions for overhead guards that will be driven into racking; a shorter wheelbase and taller mast to enable a particular model to reach higher than normal in tight spaces; and modifications that allow heavier pallets to be lifted higher. It may even make sense to consider changes in the physical dimensions of the forklift by, for example, changing the width of a turret truck to meet density goals, says Crown’s Grote. Not surprisingly, this kind of customization can be costly. If the manufacturer previously provided a similar modification to another customer, though, that may reduce the cost.
Customization that requires engineering changes, such as those affecting the forklift’s capacity, measurements, and performance, will be done at the factory. The same applies to technology-related items like speed governors that allow faster lift and lower speeds, and terminal hookups for onboard computers and scanners. Raymond’s Comfort cites software that can be configured for individual customers by turning on certain features, such as controls on how high operators can lift when they’re outside of specified areas.
Local dealers can install less complex add-ons, such as the blue or red pedestrian-alert lights now in wide use, Webb says. While local dealers usually lead the engagement with the end-user, they will bring in subject-matter experts from the forklift or attachment manufacturer when needed, he notes.
Options that are added by the dealer can often be ordered as a package, with the cost built into the price of the forklift. According to Bullard, that approach is typical when a lease or a bank loan is involved, because the loan will be based on the total cost of the equipment.
Increasingly, though, optional accessories and attachments are being installed at the factory. One reason is that it may simply be less expensive to do it that way. Another is that, in the case of an attachment, there’s no need to coordinate delivery of the truck and the attachment, or wait for the attachment manufacturer’s technician to arrive and install it.
SAFETY ABOVE ALL
While forklift makers want to be as accommodating as possible, there are times when they have to say no to a customer’s request. Sometimes that’s because the modification is not economically viable for small order quantities, Cruz notes. Most rejections, though, are for safety reasons. “We try to be flexible, but safety is the litmus test for any customization. If we cannot safely lift the load, then we won’t make that modification,” Bullard says, adding, “It’s not that the request is unsafe; it’s that the configuration they’re asking for can’t be accomplished and still provide a safe product.”
Curtis says her company has a similar policy: “We steer customers away from any customization that would not be in compliance with the American National Standards Institute’s standards for low-lift and high-lift trucks,” she says.
Hess emphasizes that any changes or additions, including those you want to make yourself, should be discussed with your local dealer and the lift truck manufacturer to make sure they meet the American National Standards Institute (ANSI) and Occupational Safety and Health Administration (OSHA) standards that apply to forklifts. “You must get modification approval from the factory,” he says, adding that “in many cases, we’ve already approved something similar for another customer and can assist with getting the approval.”
POINTS TO PONDER
Once you and your forklift provider have determined that customization is the right way to go, there are many considerations to keep in mind as you evaluate the options. Experts we consulted for this article offered the following advice:
Start with an on-site consultation, so the dealer’s team can study the facility and understand the context for what you’re trying to accomplish. “We do get inquiries from customers who say, ‘I need to look at customizing my forklifts,’ but that’s [often] a symptom of a bigger issue,” says Webb of Southern States Toyotalift. “What starts out as a forklift discussion may end up being about material flow.”
Don’t cling to assumptions about what you need. The forklift provider’s role is to objectively analyze a situation and provide you with a solution to a problem, not just sell you a piece of equipment, says Grote of Crown Equipment. So, while in many cases customization will be the right choice, sometimes it won’t solve the problem at hand and the provider may suggest another solution, such as a different model series or some degree of automation.
Be open to new ideas. “I’ve been in this business for 40 years, and for the longest time, people replaced trucks every five years with the same thing,” says Hess of Yale Materials Handling. “But so much has changed … and [now] there are so many innovations that might be just what you need but you don’t even know it’s out there.” Each manufacturer will offer something different, so don’t limit your search to a single vendor, he suggests.
Think longer-term. You don’t want to create something unique only to find a year or two later that changes in your operation, application, or technology have made that custom design obsolete. For that reason, Toyota Material Handling’s Kaiser recommends thinking about where your application will be five to 10 years in the future. Buyers who customize extensively tend to keep their forklifts for seven to 10 years versus a typical, standard three- to four-year forklift lease, he says.
Consider and quantify the impacts a modification will likely have on productivity, safety, and costs. Be sure to take into account both the positive and the potential negative impacts, Mitsubishi Logisnext’s Cruz says. For example, customization usually adds to a truck’s cost and extends delivery time, and some customizations will have a negative impact on market resale value, he explains.
Plan ahead, and be prepared to wait. As of this writing, order-to-delivery leadtimes were running one to two years, depending on the manufacturer, according to Bullard of Clark Material Handling. Lingering supply chain issues coupled with unprecedented demand—some of it from buyers ordering multiple trucks because they’re afraid they won’t be able to get what they want when they want it—are the main culprits, he says. As a result, there could be a long wait for a customized truck, and some buyers may be forced to take whatever happens to be available.
The path toward customization begins with asking questions, no matter how theoretical or far-fetched they might seem. Every forklift maker has a group of talented engineers whose job is to solve technical problems and design custom solutions, so “don’t be afraid to ask for anything!” Kaiser advises. “We will look at your request, and if there are things we cannot do, we will come up with alternate solutions and do whatever we can to make them work for you.”
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."