A surge in the popularity of electric lift trucks means DC managers now must cope with the 3,000-pound acid-filled batteries that power them. That's sparked a lot of interest in safe battery handling equipment.
Beer lovers might cringe at the thought. But Fort Sumter, S.C.-based beer distributor Yahnis Co. has strict instructions to keep brew stored in its distribution center at room temperature—70 degrees. That requirement prompted the company to swap out its 15 heat-generating internal combustion engine (ICE) lift trucks for new Toyota electric models a few years ago. A drastic move, perhaps, but banishing the ICE engines brought benefits well beyond temperature control, says Tommy Parnell, the company's operations manager. It's cut down on noise and dissipated the clouds of evil-smelling engine exhaust that hovered over the site.
Yahnis's story is not that unusual. Riding the clean-air wave, manufacturers of electric trucks have marketed their way into distribution facilities across the country. In 2001, electric vehicles accounted for 61 percent of all U.S. industrial trucks, according to Toyota Material Handling U.S.A.
Though electrics may be clean and quiet,they still require a power source—in this case, batteries. That's big, heavy-duty batteries that typically cost between $1,900 and $5,000 apiece, according to Roger Clark, vice president of sales and marketing at BatteryTest Inc. of Easton, Pa.
Yet that high price tag doesn't always guarantee that batteries receive the attention and maintenance they require. "Battery handling is one of the most overlooked areas in the DC," says Tony Amato, vice president of sales and marketing for Battery Handling Systems (BHS) of St. Louis. That can be an expensive mistake: Neglect both shortens battery life and compromises performance.
Battery basics
How do you protect that investment and keep your batteries in good working order? It starts with buying the right batteries."If a battery is too small for the truck,it won't be able to sustain the charge long enough to complete a job you want to do on a shift," says Bill Gilroy, area manager, Northeast, Mideast and Midwest for Yale Material Handling. "If it's too large, you're overpaying, getting more power than is necessary or than can be used by the truck."
Because batteries are expensive, some are tempted to buy just enough to get by. That's a temptation you should resist. "Companies often get into trouble because they don't have enough batteries per truck ," says Rick Hoff, vice president of operations for Industrial Battery Products of St. Louis. " If you don't have enough batteries, you'll be able to produce, but the potential for electric component failure is there. "For trucks that are operated a round the clock, Hoff recommends buying three batteries per truck. "For every hour you discharge," he says, "you want to have about the same amount of time to charge and then cool your battery."
The charging and cooling operations often take place in a special room set aside for battery-related tasks. Isolating the operati ons makes it easier to address fire protection and ventilation issues as well as flush out and neutralize spilled electrolyte, if necessary. These rooms typically house an array of specialized handling equipment—battery storage racks (which can reach up to six levels high), chargers, watering systems and in some cases, automatic battery changing systems. "Ba tteries weigh from 2,000 to 3,000 pounds and are filled with acid," says Amato. "The right equipment is essential to limit the handling dangers."
How a battery is changed out varies greatly from one DC to the next and from one truck to the next. Reach trucks, for instance, require handlers to roll the batteries out sideways on rollers. New automated systems are making the job easier. "The operator simply pulls the truck up to the system, opens the battery restraint, unplugs it, and the system selects the best battery and swaps it out," says Glenn Johnston, grocery and logistics specialist/national accounts manager for MTC in Temple, Texas. "The entire process takes two to three minutes and doesn't require manual handling."
That convenience carries a price tag. A sophisticated system that handles a 100-truck fleet with 200 batteries, for example, will typically run about $225,000, says Johnston. "Still, you can usually achieve payback in about two years," he says. "People like the idea, and we're seeing a lot of interest in these systems."
Once the battery is off the truck, it must be charged. "All managers overseeing lift trucks, whether they have one or 1,000, should equip their facility with a proper (and wellventilated) battery charging station," says Gilroy. Charging is typically an eight-hour process.However, new fast-charge systems are now available that can cut that time down drastically, reducing the number of batteries required for your operation. (See sidebar.)
Batteries need watering, too—but only after the recharging process is complete. "If you water a battery before a charge, you're going to have water and acid rising up over the top and acid will end up on the floor," says Hoff. "Not only that, but your capacity will be down."
How you water isn't nearly as important as simply ensuring that it gets done, but there are automated systems today that can save time and effort. An automatic system consists of an electronic control that delivers water to the battery, along with a vent cap installed on the battery cells to control the flow of water to each cell. The operator plugs the system into the battery when plugging it into the charger, and the system delivers the water and then automatically shuts down.
Even after charging and watering, a battery still may not be ready for duty. "You also want to check voltages and electrolyte specific gravities," says Ken Sanders, director of motive power engineering at East Penn Manufacturing in Lyon Station, Pa. It's important to keep batteries clean, too. "Rinse off any acid build-up to prevent it from dropping the voltage," recommends Johnston. "Also check your cables periodically."
Testing, 1-2-3
Even the most scrupulous maintenance program can't keep batteries going forever. So at least twice a year, batteries should be tested. "Batteries dropping below normal voltage can cost you a lot," says Amato. "Testing eliminates surprises," adds Clark. "If you find a failing cell and replace it, it will run you $200 to $300, much cheaper than replacing an entire battery."
Testing can be done manually or with new automated systems. These systems typically run upwards of $20,000, but ROI can be achieved within a year, says Clark. "An automated system is passive and doesn't require labor," he adds, "so you can test more often than you would manually."
When your batteries finally have reached the end of their lifespan, usually after 1,500 charge cycles, you need to look for safe, responsible ways to recycle them. That can be as simple as returning them to the dealer. "Most battery dealers will take them back and pass them on to a smelter,where the lead is removed and reused," says Amato.
To be on the safe side, ask for documentation proving that the battery has wound up in an EPA-approved smelting facility. "Your biggest concern should be where the battery is going," says Hoff. "All too often, it's sold to the local scrapyard and you don't know where it will end up."
make it quick
No question today's batteries represent a giant step up the evolutionary ladder—technological advances have brought a 25-percent improvement in watt-hours per pound over the past 20 years, says Brett Wood, national product planning and marketing manager at Irvine, Calif.-based Toyota Material Handling U.S.A. But most electric truck batteries still can go for only one work shift before they need to be recharged. That means an unwelcome halt to the truck's operations in multi-shift operations.
Hard-charging DC executives don't always have patience with slow battery charging operations. So it's not surprising that companies are sprouting up to offer fast-charging technology. Available for industrial truck batteries for about four years now, fast chargers can return battery e n e r gy while the battery is still inside the truck, eliminating the need for battery changes. "Lift truck operators can use their idle time for recharging," explains Peter Michalski, director at Edison Minit-Charger of Irvine, Calif. "When a driver is on a break or taking lunch, he can hook up the battery to the fast charger without having to take the battery out. Any time the truck's not in use, the battery gets charged."
How much charge a battery receives during one of these breaks depends on how low the charge is and how hot the battery is. "Typically, a battery is only down to about an 85-percent charge by the first break of the day," says Lynda Stephens, marketing manager of Aerovironment in Monrovia, Calif. "As the day goes on, it will drop to a 40- to 50-percent charge, and will get about 25 percent back at these later breaks."
Another advantage to the fast-charge approach is that batteries don't need to be watered as often. "Fast chargers require less water, so instead of having to water the battery after each shift, you can water on a Monday and be done for the week," says Michalski.
Some proponents of traditional charging claim that fast charging leads to shorter battery life. Not true, says Stephens. "If you're running one battery per truck, as opposed to two or three, the battery will chronologically run down faster than through traditional charging," she says. "But you will still get the full amp hours (typically 1,500) out of the battery."
Another downside is the cost—around $10,000 to $15,000 per lift truck. But Michalski says that the initial ROI can be achieved within two years because with fast charging, fewer batteries and less space are needed.
Still in its early days with industrial trucks, fast-charging technology has yet to experience widespread adoption. But several large companies—Ford and Nestle, for example—have bought in. At least we know that low batteries won't be responsible for delays in filling the American public's endless appetite for cars or chocolate.
“The past year has been unprecedented, with extreme weather events, heightened geopolitical tension and cybercrime destabilizing supply chains throughout the world. Navigating this year’s looming risks to build a secure supply network has never been more critical,” Corey Rhodes, CEO of Everstream Analytics, said in the firm’s “2025 Annual Risk Report.”
“While some risks are unavoidable, early notice and swift action through a combination of planning, deep monitoring, and mitigation can save inventory and lives in 2025,” Rhodes said.
In its report, Everstream ranked the five categories by a “risk score metric” to help global supply chain leaders prioritize planning and mitigation efforts for coping with them. They include:
Drowning in Climate Change – 90% Risk Score. Driven by shifting climate patterns and record-high temperatures, extreme weather events are a dominant risk to the supply chain due to concerns such as flooding and elevated ocean temperatures.
Geopolitical Instability with Increased Tariff Risk – 80% Risk Score. These threats could disrupt trade networks and impact economies worldwide, including logistics, transportation, and manufacturing industries. The following major geopolitical events are likely to impact global trade: Red Sea disruptions, Russia-Ukraine conflict, Taiwan trade risks, Middle East tensions, South China Sea disputes, and proposed tariff increases.
More Backdoors for Cybercrime – 75% Risk Score. Supply chain leaders face escalating cybersecurity risks in 2025, driven by the growing reliance on AI and cloud computing within supply chains, the proliferation of IoT-connected devices, vulnerabilities in sub-tier supply chains, and a disproportionate impact on third-party logistics providers (3PLs) and the electronics industry.
Rare Metals and Minerals on Lockdown – 65% Risk Score. Between rising regulations, new tariffs, and long-term or exclusive contracts, rare minerals and metals will be harder than ever, and more expensive, to obtain.
Crackdown on Forced Labor – 60% Risk Score. A growing crackdown on forced labor across industries will increase pressure on companies who are facing scrutiny to manage and eliminate suppliers violating human rights. Anticipated risks in 2025 include a push for alternative suppliers, a cascade of legislation to address lax forced labor issues, challenges for agri-food products such as palm oil and vanilla.
That number is low compared to widespread unemployment in the transportation sector which reached its highest level during the COVID-19 pandemic at 15.7% in both May 2020 and July 2020. But it is slightly above the most recent pre-pandemic rate for the sector, which was 2.8% in December 2019, the BTS said.
For broader context, the nation’s overall unemployment rate for all sectors rose slightly in December, increasing 0.3 percentage points from December 2023 to 3.8%.
On a seasonally adjusted basis, employment in the transportation and warehousing sector rose to 6,630,200 people in December 2024 — up 0.1% from the previous month and up 1.7% from December 2023. Employment in transportation and warehousing grew 15.1% in December 2024 from the pre-pandemic December 2019 level of 5,760,300 people.
The largest portion of those workers was in warehousing and storage, followed by truck transportation, according to a breakout of the total figures into separate modes (seasonally adjusted):
Warehousing and storage rose to 1,770,300 in December 2024 — up 0.1% from the previous month and up 0.2% from December 2023.
Truck transportation fell to 1,545,900 in December 2024 — down 0.1% from the previous month and down 0.4% from December 2023.
Air transportation rose to 578,000 in December 2024 — up 0.4% from the previous month and up 1.4% from December 2023.
Transit and ground passenger transportation rose to 456,000 in December 2024 — up 0.3% from the previous month and up 5.7% from December 2023.
Rail transportation remained virtually unchanged in December 2024 at 150,300 from the previous month but down 1.8% from December 2023.
Water transportation rose to 74,300 in December 2024 — up 0.1% from the previous month and up 4.8% from December 2023.
Pipeline transportation rose to 55,000 in December 2024 — up 0.5% from the previous month and up 6.2% from December 2023.
Parcel carrier and logistics provider UPS Inc. has acquired the German company Frigo-Trans and its sister company BPL, which provide complex healthcare logistics solutions across Europe, the Atlanta-based firm said this week.
According to UPS, the move extends its UPS Healthcare division’s ability to offer end-to-end capabilities for its customers, who increasingly need temperature-controlled and time-critical logistics solutions globally.
UPS Healthcare has 17 million square feet of cGMP and GDP-compliant healthcare distribution space globally, supporting services such as inventory management, cold chain packaging and shipping, storage and fulfillment of medical devices, and lab and clinical trial logistics.
More specifically, UPS Healthcare said that the acquisitions align with its broader mission to provide end-to-end logistics for temperature-sensitive healthcare products, including biologics, specialty pharmaceuticals, and personalized medicine. With 80% of pharmaceutical products in Europe requiring temperature-controlled transportation, investments like these ensure UPS Healthcare remains at the forefront of innovation in the $82 billion complex healthcare logistics market, the company said.
Additionally, Frigo-Trans' presence in Germany—the world's fourth-largest healthcare manufacturing market—strengthens UPS's foothold and enhances its support for critical intra-Germany operations. Frigo-Trans’ network includes temperature-controlled warehousing ranging from cryopreservation (-196°C) to ambient (+15° to +25°C) as well as Pan-European cold chain transportation. And BPL provides logistics solutions including time-critical freight forwarding capabilities.
Terms of the deal were not disclosed. But it fits into UPS' long term strategy to double its healthcare revenue from $10 billion in 2023 to $20 billion by 2026. To get there, it has also made previous acquisitions of companies like Bomi and MNX. And UPS recently expanded its temperature-controlled fleet in France, Italy, the Netherlands, and Hungary.
"Healthcare customers increasingly demand precision, reliability, and adaptability—qualities that are critical for the future of biologics and personalized medicine. The Frigo-Trans and BPL acquisitions allow us to offer unmatched service across Europe, making logistics a competitive advantage for our pharma partners," says John Bolla, President, UPS Healthcare.
The supply chain risk management firm Overhaul has landed $55 million in backing, saying the financing will fuel its advancements in artificial intelligence and support its strategic acquisition roadmap.
The equity funding round comes from the private equity firm Springcoast Partners, with follow-on participation from existing investors Edison Partners and Americo. As part of the investment, Springcoast’s Chris Dederick and Holger Staude will join Overhaul’s board of directors.
According to Austin, Texas-based Overhaul, the money comes as macroeconomic and global trade dynamics are driving consequential transformations in supply chains. That makes cargo visibility and proactive risk management essential tools as shippers manage new routes and suppliers.
“The supply chain technology space will see significant consolidation over the next 12 to 24 months,” Barry Conlon, CEO of Overhaul, said in a release. “Overhaul is well-positioned to establish itself as the ultimate integrated solution, delivering a comprehensive suite of tools for supply chain risk management, efficiency, and visibility under a single trusted platform.”
Shippers today are praising an 11th-hour contract agreement that has averted the threat of a strike by dockworkers at East and Gulf coast ports that could have frozen container imports and exports as soon as January 16.
The agreement came late last night between the International Longshoremen’s Association (ILA) representing some 45,000 workers and the United States Maritime Alliance (USMX) that includes the operators of port facilities up and down the coast.
Details of the new agreement on those issues have not yet been made public, but in the meantime, retailers and manufacturers are heaving sighs of relief that trade flows will continue.
“Providing certainty with a new contract and avoiding further disruptions is paramount to ensure retail goods arrive in a timely manner for consumers. The agreement will also pave the way for much-needed modernization efforts, which are essential for future growth at these ports and the overall resiliency of our nation’s supply chain,” Gold said.
The next step in the process is for both sides to ratify the tentative agreement, so negotiators have agreed to keep those details private in the meantime, according to identical statements released by the ILA and the USMX. In their joint statement, the groups called the six-year deal a “win-win,” saying: “This agreement protects current ILA jobs and establishes a framework for implementing technologies that will create more jobs while modernizing East and Gulf coasts ports – making them safer and more efficient, and creating the capacity they need to keep our supply chains strong. This is a win-win agreement that creates ILA jobs, supports American consumers and businesses, and keeps the American economy the key hub of the global marketplace.”
The breakthrough hints at broader supply chain trends, which will focus on the tension between operational efficiency and workforce job protection, not just at ports but across other sectors as well, according to a statement from Judah Levine, head of research at Freightos, a freight booking and payment platform. Port automation was the major sticking point leading up to this agreement, as the USMX pushed for technologies to make ports more efficient, while the ILA opposed automation or semi-automation that could threaten jobs.
"This is a six-year détente in the tech-versus-labor tug-of-war at U.S. ports," Levine said. “Automation remains a lightning rod—and likely one we’ll see in other industries—but this deal suggests a cautious path forward."
Editor's note: This story was revised on January 9 to include additional input from the ILA, USMX, and Freightos.