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.”
“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.