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.
that Chuck Moratz is a member of the Industrial Truck Association’s (ITA) engineering subcommittee. The National Forklift Safety Day 2020 chair has been immersed in that profession since he was a teenager. As a West Point cadet, he majored in mechanical engineering. After graduating from West Point, he spent five years as an officer in the U.S. Army, specializing in field artillery. His assignments included stints at Fort Bragg in North Carolina, in South Korea, and finally at the Aberdeen Proving Grounds in Maryland, where he was involved in testing such critical fighting equipment as the Abrams tank. He then worked as an engineer in the aerospace and defense industry, with a focus on quality, reliability, and safety of products and systems for the U.S. military.
His experience with equipment design and quality translated well to the material handling sector, where Moratz found a home, so to speak. “I joined Clark Material Handling USA 25 years ago and have been with Clark ever since,” he says.
Today, he is Clark’s senior vice president of manufacturing and engineering, with responsibilities in North America and for Clark globally. In North America, he oversees engineering and product design and support; manufacturing, including purchasing, materials control, and quality; and technical parts and service. In his global role, he coordinates with his company’s engineering staff in Germany, South Korea, Vietnam, and China. He also acts as the North American engineering representative to Clark’s regional operating groups.
DC Velocity spoke with Moratz about his background and the importance of forklift safety on National Forklift Safety Day and every day. Here’s what he had to say.
Q: Is there anything you especially like or find interesting about the industrial truck industry?
A: While it’s difficult for me to single out any particular aspect of our industry, since I think it’s all fascinating, I’d say the diversity of what we do is very interesting. What’s fascinating to me are all the different applications of forklifts and how they’re used. Every industry uses forklifts in some way, and in my position, I’m able to visit customers throughout North America to observe firsthand their different manufacturing and material handling processes and the various ways they’re using their forklifts.
When Clark develops a new model, we have to know the main industry that will use it as well as the peripheral industries where it will have applications. For instance, any model has a certain power type—diesel, propane, or electric—with a specific capacity range. Generally, each of those models has one or more major applications where it’s commonly used. For example, lumberyards primarily use 8,000-pound pneumatic trucks, but food handlers use almost all electrics.
When designing a forklift, you have to look at how operators will actually be using it. If operators were to always use a forklift in a specific, prescribed manner, then it’s pretty straightforward. But we know this isn’t always the case. As manufacturers, we strive to take into consideration different ways that the forklift could get used, including possible improper use. Designing safety into our trucks is what we all try to achieve.
Q: How will your professional background help you contribute to ITA’s efforts to promote forklift safety?
A: I spent 12 years in the aerospace and defense industry, where my specialty was the reliability, serviceability, and safety of products and systems for Air Force fighters and bombers, and sonar for submarines and surface warfare. Safety was always the highest priority in that world. At Clark, safety has always been the highest priority as well. That, together with my background, means I fit right in. Also, in my role at Clark, I see forklift-safety initiatives in other countries. For example, Australian guidelines require speed limiting on forklifts, and in Europe, manufacturers are doing a lot of novel things, especially in forklift automation. I’m not unique in having this kind of international view, though. That’s true for many people in this industry.
Through working with my colleagues from the other ITA companies, I have come to appreciate the ITA’s efforts toward the promotion of safety in our industry, and I look forward to continuing the ITA’s safety efforts. I’m also involved in ITA’s engineering subcommittee, which is very actively looking at things like lithium-ion batteries and new technology and automation implementation in forklifts. Those are things that have a direct impact on forklift safety.
Q: This year marks the seventh annual National Forklift Safety Day. Is there anything new on the agenda?
A: We plan to diversify the type of guest speakers we have at the main event. For example, we would like to have a representative from the academic world talking about safety programs, and possibly a representative from the end-user community who would share their company’s safety programs with us. I think that when you have more people with different backgrounds looking at forklift safety, you get different insights, with safety being enhanced by those perspectives.
Q: What’s the main message you would like DC Velocity’s readers to take away from national forklift safety day?
A: Never take forklift safety for granted. As soon as you do, you can lose your focus. Safety is something you have to think about every single day, every hour, every shift.
Operator training is the backbone of any safety program, and ITA does a great job of promoting that. Fleet and facility managers should recognize that the people who operate forklifts need constant reminders to operate their equipment properly and safely.
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.
Freight transportation sector analysts with US Bank say they expect change on the horizon in that market for 2025, due to possible tariffs imposed by a new White House administration, the return of East and Gulf coast port strikes, and expanding freight fraud.
“All three of these merit scrutiny, and that is our promise as we roll into the new year,” the company said in a statement today.
First, US Bank said a new administration will occupy the White House and will control the House and Senate for the first time since 2016. With an announced mandate on tariffs, taxes and trade from his electoral victory, President-Elect Trump’s anticipated actions are almost certain to impact the supply chain, the bank said.
Second, a strike by longshoreman at East Coast and Gulf ports was suspended in October, but the can was only kicked until mid-January. Shipper alarm bells are already ringing, and with peak season in full swing, the West coast ports are roaring, having absorbed containers bound for the East. However, that status may not be sustainable in the event of a prolonged strike in January, US Bank said.
And third, analyst are tracking the proliferation of freight fraud, and its reverberations across the supply chain. No longer the realm of petty criminals, freight fraudsters have become increasingly sophisticated, and the financial toll of their activities in the loss of goods, and data, is expected to be in the billions, the bank estimates.
The move delivers on its August announcement of a fleet renewal plan that will allow the company to proceed on its path to decarbonization, according to a statement from Anda Cristescu, Head of Chartering & Newbuilding at Maersk.
The first vessels will be delivered in 2028, and the last delivery will take place in 2030, enabling a total capacity to haul 300,000 twenty foot equivalent units (TEU) using lower emissions fuel. The new vessels will be built in sizes from 9,000 to 17,000 TEU each, allowing them to fill various roles and functions within the company’s future network.
In the meantime, the company will also proceed with its plan to charter a range of methanol and liquified gas dual-fuel vessels totaling 500,000 TEU capacity, replacing existing capacity. Maersk has now finalized these charter contracts across several tonnage providers, the company said.
The shipyards now contracted to build the vessels are: Yangzijiang Shipbuilding and New Times Shipbuilding—both in China—and Hanwha Ocean in South Korea.
Specifically, 48% of respondents identified rising tariffs and trade barriers as their top concern, followed by supply chain disruptions at 45% and geopolitical instability at 41%. Moreover, tariffs and trade barriers ranked as the priority issue regardless of company size, as respondents at companies with less than 250 employees, 251-500, 501-1,000, 1,001-50,000 and 50,000+ employees all cited it as the most significant issue they are currently facing.
“Evolving tariffs and trade policies are one of a number of complex issues requiring organizations to build more resilience into their supply chains through compliance, technology and strategic planning,” Jackson Wood, Director, Industry Strategy at Descartes, said in a release. “With the potential for the incoming U.S. administration to impose new and additional tariffs on a wide variety of goods and countries of origin, U.S. importers may need to significantly re-engineer their sourcing strategies to mitigate potentially higher costs.”