Martha Spizziri has been a writer and editor for more than 30 years. She spent 11 years at Logistics Management and was web editor at Modern Materials Handling magazine for five years, starting with the website's launch in 1996. She has long experience in developing and managing Web-based products.
"Ba-bump, ba-bunk." That was the sound Greg Nicholas, chief operating officer of Citrus Systems Inc., heard all day from his office. It was the sound of lift trucks driving on and off the trailers, which he could hear even though his office was located 150 feet away from the company's loading docks.
The noise was annoying, but worse, it was a sign of a serious problem. The dock levelers were terrible for the lift-truck drivers' backs. The levelers were the old pull-chain style units, with a welded plate in front and a fold-down lip, which created a hump that lift trucks had to drive over. And because Citrus Systems, which makes private-label fruit drinks and other items for the dairy, grocery, and food-service trades, was a busy, growing operation, the drivers were driving over that lip many times each day, causing sore backs for the operators and extra wear on the lift trucks.
There were other issues, too. All the bumping and Joséling caused the shrink-wrap on the top layers of the loads to stretch, especially on the taller loads. That lessened the loads' stability and made them more vulnerable to damage in transit. Furthermore, truck restraints couldn't be mounted on two of the docks, so two out of the four docks had nothing but wheel chocks to restrain trailers.
And there were safety concerns. "We hadn't had any reportable injuries as a result of dock levelers, but we had a couple near misses where someone didn't put a chock in, a truck is slowly moving forward, a manager walks by and sees there's three-quarters of an inch in the lip on the truck and stops the forklift driver and points it out to him," said Nicholas. "We had some trailers shift in the snow. Some little things like this."
BA-BYE, BA-BUMP!
In 2013, Citrus Systems moved out of the old warehouse space, which consisted of 68,000 square feet spread over three buildings in Minneapolis. The new location in nearby Hopkins, Minn., consists of a single 135,000-square-foot facility. Yet while the move provided an upgrade in space, nothing much was different where the dock equipment was concerned. Like the previous facility, the new one was outfitted with short, pull-chain type dock levelers.
Determined not to carry over the problems from the old facility into the new one, Citrus Systems decided it was time to invest in new dock equipment—with an eye toward enhancing safety. After a trip to Wisconsin to check out the offerings of different dock-equipment makers, the company purchased equipment from Rite-Hite to fit out the nine dock doors in its new facility.
The equipment included Rite-Hite Hydraulic 4000 levelers with Dok-Commander controls, Corner-Vu safety lights, and Dok-Lok vehicle restraints. Rite-Hite dock seals were installed on some of the doors, while others got Rite-Hite Eliminator-Gapmaster dock shelters.
The new equipment—especially the restraints and levelers—has greatly improved safety, according to Nicholas. For instance, acrylic tube lights bracket the top corners on the inside of each dock opening; these lights turn green when the trailer is locked to indicate that it's safe for forklift operators to enter.
"It's very plain when the dock hook is not engaged and when the truck is not safe (for forklift entry)," said Nicholas.
A safety feature of Citrus Systems' loading dock system: the dock leveler can't lower into place until the trailer hook is engaged. That means lift truck drivers can't drive into the trailer unless the truck is secured to the dock.
As another safeguard, the system is set up to prevent the leveler from being activated until the dock hook is fully engaged. "That's a big advantage for us safety-wise," Nicholas explained. With the old system, employees might be tempted to skip putting wheel chocks out. "It's a Friday, they want to go home, it's the last truck of the day. They're like, 'Oh, I'm only putting four pallets on it. I heard him [the truck driver] put his air brake on,'" he said. The new system "just short-circuits that whole thing completely."
The new dock levelers are lacking one thing, though: "You don't run into the big hump that we used to. It's a smoother transition," said Nicholas. That's "easier on the product loads, easier on the shrink-wrap, and easier on the driver."
The smoother entry has also raised productivity. In the old facility, lift-truck drivers were forced to slow to a crawl to go over the hump. Now, they don't have to do that. "Our turn time on loading a full trailer is probably down to 20 minutes," Nicholas reported. That's partly because of the layout of the new warehouse, but, according to Nicholas, the new levelers were also a significant factor in that productivity gain.
There were money-saving benefits as well.
"I don't know how many pairs of wheel chocks we lost (at the old facility)," Nicholas said. Either (truck operators) would drive over them—they'd forget to take them out and just drive away—or they'd just take them. We would try to chain them up to the wall, (but) we were buying wheel chocks every three months, it seemed like." With the restraints, he says, "Wheel chocks are a thing of the past."
On top of that, maintenance costs have dropped. Citrus Systems signed a maintenance contract, so the equipment gets regular lubrication and care, but nothing has had to be repaired or replaced in the nearly three years it's been in use. That's a big contrast from the older-style levelers; the bumpy transition from dock to truck meant someone was coming in about every six months to re-weld pit frames and end plates that had been loosened, according to Nicholas. "It was a constant issue at the old place."
And there's a side benefit as well. That annoying "ba-bump, ba-bunk" sound? It, too, is a thing of the past.
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.
Under terms of the deal, Sick and Endress+Hauser will each hold 50% of a joint venture called "Endress+Hauser SICK GmbH+Co. KG," which will strengthen the development and production of analyzer and gas flow meter technologies. According to Sick, its gas flow meters make it possible to switch to low-emission and non-fossil energy sources, for example, and the process analyzers allow reliable monitoring of emissions.
As part of the partnership, the product solutions manufactured together will now be marketed by Endress+Hauser, allowing customers to use a broader product portfolio distributed from a single source via that company’s global sales centers.
Under terms of the contract between the two companies—which was signed in the summer of 2024— around 800 Sick employees located in 42 countries will transfer to Endress+Hauser, including workers in the global sales and service units of Sick’s “Cleaner Industries” division.
“This partnership is a perfect match,” Peter Selders, CEO of the Endress+Hauser Group, said in a release. “It creates new opportunities for growth and development, particularly in the sustainable transformation of the process industry. By joining forces, we offer added value to our customers. Our combined efforts will make us faster and ultimately more successful than if we acted alone. In this case, one and one equals more than two.”
According to Sick, the move means that its current customers will continue to find familiar Sick contacts available at Endress+Hauser for consulting, sales, and service of process automation solutions. The company says this approach allows it to focus on its core business of factory and logistics automation to meet global demand for automation and digitalization.
Sick says its core business has always been in factory and logistics automation, which accounts for more than 80% of sales, and this area remains unaffected by the new joint venture. In Sick’s view, automation is crucial for industrial companies to secure their productivity despite limited resources. And Sick’s sensor solutions are a critical part of industrial automation, which increases productivity through artificial intelligence and the digital networking of production and supply chains.
He replaces Loren Swakow, the company’s president for the past eight years, who built a reputation for providing innovative and high-performance material handling solutions, Noblelift North America said.
Pedriana had previously served as chief marketing officer at Big Joe Forklifts, where he led the development of products like the Joey series of access vehicles and their cobot pallet truck concept.
According to the company, Noblelift North America sells its material handling equipment in more than 100 countries, including a catalog of products such as electric pallet trucks, sit-down forklifts, rough terrain forklifts, narrow aisle forklifts, walkie-stackers, order pickers, electric pallet trucks, scissor lifts, tuggers/tow tractors, scrubbers, sweepers, automated guided vehicles (AGV’s), lift tables, and manual pallet jacks.
"As part of Noblelift’s focus on delivering exceptional customer experiences, we are excited to have Bill Pedriana join us in this pivotal leadership role," Wendy Mao, CEO at Noblelift Intelligent Equipment Co. Ltd., the China-based parent company of Noblelift North America, said in a release. “His passion for the industry, proven ability to execute innovative strategies, and dedication to customer satisfaction make him the perfect leader to guide Noblelift into our next phase of growth.”