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.
Members of the Industrial Truck Association (ITA), which represents forklift manufacturers and suppliers of associated components and accessories, sponsored the sixth annual National Forklift Safety Day in Washington, D.C., on June 11. The event provides an opportunity for the industry to educate customers, government officials, and other stakeholders about the safe use of forklifts and the importance of proper operator training. ITA members manufacture over 90 percent of the forklifts and similar powered industrial trucks sold in North America. The organization promotes standards development, advances safe forklift design and use, disseminates statistical information, and holds industry forums.
The Washington program featured a panel of experts who spoke on a range of safety-related topics. Among the highlights:
ITA President Brian Feehan and Scott Johnson, ITA chairman and vice president of sales and marketing, Clark Material Handling (pictured above), led off with overviews of the purpose of National Forklift Safety Day. Noting that the powered industrial truck industry contributes $25 billion annually to the U.S. economy, Johnson reported that 2018 marked the fourth consecutive year of record-breaking sales and the ninth consecutive year of growth for the U.S. industrial truck market. He also cited ITA's estimate that there are approximately 4.5 million forklift operators in the United States. With the number of operators expected to grow, that attention-getting statistic helps to reinforce to those outside the industry why forklift safety matters more than ever, he said.
Loren Sweatt, acting assistant secretary, Occupational Safety and Health Administration (OSHA), began by noting that nearly 800 OSHA compliance officers have been trained through a longstanding alliance between the agency and ITA. She then turned to the difficult subject of forklift-related injuries and fatalities. In 2017, 54 forklift-related fatalities and approximately 7,500 accidents involving days away from work were reported, she said. While fatalities were down compared to the previous year, the agency's objective is to have no fatalities, she said. Toward that end, "OSHA will continue to enforce" compliance with safety regulations "fully and fairly," she said. Noting that violations of OSHA's powered industrial truck standard rank seventh among the 10 most-often cited violations of OSHA regulations, Sweatt acknowledged that the agency has more work to do to improve its outreach to forklift end users.
said the most common causes of the forklift-related accidents he sees include improper load handling and management; inadequate job design and/or failure to follow the forklift manufacturer's and general safety guidelines; and unsafe warehouse layout and poor facility "housekeeping." Brooks illustrated those problems by describing several of the accidents he's investigated. In regard to unsafe warehouse layout, for example, he showed a photo of a workstation located near storage aisles that had no protective barriers to prevent accidental contact between forklifts and an employee working at the desk.
National Forklift Safety Day Chairman Don Buckman, who is also environmental health and safety manager and corporate responsibility leader for Hyster-Yale Group's Americas Division, set a goal for ITA's members. "Moving forklifts out of OSHA's 'Top 10' violations list must be one of our top priorities," he said. He cited a number of common causes of forklift accidents, including operators failing to recognize and appropriately respond to changes in loads and the surrounding environment; excessive speed; operating with elevated loads; insufficient pedestrian and vehicle warnings and safety markings in facilities; and workplace layouts that compromise visibility and traffic flow. "Facility operators have to recognize that most accidents are not caused by fluke events. Rather, they are caused by known and recognizable conditions that are preventable," he said. Buckman urged more emphasis on the safety of pedestrians, including employees, contractors, and visitors. The equipment safety program Hyster-Yale Group follows in its own facilities pays special attention to pedestrians, he said. Among the examples he gave were a requirement that pedestrians wait until a forklift operator acknowledges their presence by waving to them before they cross the forklift's path, and a rule that employees may use mobile phones only while standing in designated, clearly identified "cell phone areas" that are isolated from forklift travel paths.
Brian Duffy, director of corporate environmental and manufacturing safety for Crown Equipment Corp., spoke about developing a "culture of safety"—something he said cannot be forced and must be cultivated over time. Duffy discussed how companies could encourage compliance by taking human behavior and psychology into consideration when designing safety programs. One such "behavior-based" effort is Crown's "Safe Steps" safety program. Its peer-to-peer approach motivates employees to participate and do their best, he said. The focus is on observation and feedback, not just by pointing out mistakes but also through recognizing and reinforcing safe, compliant behaviors, he explained. Employees are trained to observe and respond to peers' unsafe behavior in a positive, supportive way—for example, by expressing concerns about the co-worker's own safety, and by coaching rather than criticizing. The consequences for both good and bad behaviors are designed to strengthen or weaken behaviors as appropriate, Duffy said.
Attendees also had the opportunity to visit Capitol Hill for meetings with representatives, senators, and congressional staffers. At the top of their agenda: enhancing business stability and predictability by getting the United States-Mexico-Canada Agreement (USMCA) through Congress, and voicing opposition to punitive tariffs against Chinese products, parts, and materials used by forklift makers in the United States.
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.