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.
It’s often said that any trend that begins in California—be it social, cultural, or environmental—will eventually spread to the rest of the country. Forklift fleet owners nationwide may be wondering, then, if they should keep an eye on a California Air Resources Board (CARB) proposal that has set off alarm bells in industries that depend on lift trucks, such as warehousing and distribution, construction, manufacturing, and agriculture.
The proposal is still in an early stage called a “draft regulatory concept,” which precedes the development of a proposed regulation. While the draft is far from final, its intent is clear: Most users will have to phase out emissions-generating internal combustion (IC) forklifts, and they will only be allowed to lease or purchase zero-emission (ZE) equipment—forklifts that produce no air pollutants—after a specified date. While we can’t know at this point how things will ultimately play out, we can provide an overview of the draft regulatory concept (as of this writing), outline some of the questions that have been raised by end-users and forklift OEMs, and explain how stakeholders can offer input to CARB.
WHAT’S THE PLAN?
CARB, a state government agency, is responsible for air pollution-control efforts in California. The forklift measure stems from California Gov. Gavin Newsom’s Executive Order N-79-20, which aims to reduce harmful emissions from a wide range of sources, including off-road vehicles and equipment.
Why focus on forklifts when they likely account for a very small percentage of off-road emissions? It’s partly a matter of expedience. CARB’s objectives include accelerating the adoption of ZE technology, explains Angie Polanco, an air resources engineer in CARB’s Off-road Implementation Section. “We identified forklift electrification as a possible early action that would allow us to introduce ZE vehicles to targeted sectors,” she said in an interview. “A lot of indoor forklifts are already zero-emission, so it’s a good place to start and then quickly move forward.”
As of August 2021, the draft regulatory concept would impose the following requirements for forklifts with a lift capacity of 12,000 pounds or less operating in California:
Applicable forklifts (mostly Class 4 and 5) purchased or leased after Jan. 1, 2025, must be zero-emission equipment.
The phaseout of older internal combustion engines will begin Jan. 1, 2025. As of that date, IC forklifts that are 13 years old (model year 2012) or older, or are powered by an engine that is 13 or more years old, may not operate. The retirement model year will increase one year at a time; for example, forklifts with a 2013 model year engine will be retired in 2026, forklifts with a 2014 model year engine in 2027, and so on. By the end of 2035, all forklifts subject to the regulation must be zero-emission.
Companies must register all forklifts with the state and report annually each lift truck’s make, model, model year, lift capacity, and when acquired; power source and capacity for ZE equipment; and engine details and fuel type for IC equipment, among other particulars. An attestation of compliance with the ZE regulation will also be required.
The regulation would not apply to rough-terrain forklifts, military tactical vehicles, pallet jacks, or small forklifts operating at ports and intermodal rail yards that are subject to a separate California regulation that’s applicable to cargo-handling equipment. Additional exemptions or delayed phaseouts are under consideration for forklifts used for emergency operations, rentals, low/occasional use, and remote locations where battery charging isn’t feasible. CARB is also considering a five-year delay for small businesses.
STAKEHOLDERS SPEAK UP
In addition to considering the proposed regulation’s effectiveness in meeting state and federal pollution-reduction standards, CARB will also take into consideration feasibility, fairness, environmental justice, costs and economic impact on businesses, enforceability, and requirements for monitoring and reporting. With that in mind, program engineers have been soliciting feedback—and stakeholders have not been shy about expressing their concerns. A public workshop in August elicited dozens of questions and comments from attendees. Just a few examples:
The implementation timeline is too short. The board plans to consider the proposal in early 2022. If adopted, the start date would be less than three years away.
Phasing out IC lift trucks based on model year will force their retirement before the end of their useful and/or economic life. The phaseout should be based on hours of use, which would mitigate some of the loss in value from fleets’ capital investments.
The proposal includes tighter restrictions than another California regulation that applies to some forklifts. Under that rule, it’s legal to buy a Tier 4-compliant diesel forklift, but under this proposal, the same forklift purchased today would become illegal for use before the end of its economic life. Such early turnover of equipment would force businesses to incur costs they do not incur in other states.
Why not let forklift owners decide how to meet CARB’s emission-reduction goals by a specified date? Instead of a flat ban with exceptions, adopt the “fleet average” compliance measure already in place for diesel-powered and spark-ignited (propane gas) equipment.
From the perspective of the Industrial Truck Association (ITA), which represents forklift makers, some parts of the current proposal are an improvement over the initial version floated in October 2020. For example, instead of retiring eight-year-old IC forklifts, the threshold has been stretched to 13 years. While ITA considers that to be “a major improvement,” says Gary Cross, a principal with Dunaway & Cross who serves as ITA’s counsel, “that is still less than the life of a lot of forklifts. We’d like to see that extended. The longer the phaseout, the less negative impact on business.”
Replacing the most widely used types of forklifts is a “significant change” that will challenge end-users and forklift dealers alike, says Ryan Crochet, manager of product marketing and financial merchandising for Mitsubishi Logisnext, the Houston-based umbrella corporation for UniCarriers Forklifts, Mitsubishi Forklift Trucks, Cat Lift Trucks, Rocla AGV Solutions, and Jungheinrich. “If California comes out with a hard deadline with no exceptions, it will be a real challenge for operations using IC equipment to meet the current timeline.”
One reason compliance may prove difficult is that, while today’s electric forklifts have achieved significant improvements in power and efficiency compared with their predecessors, there are still a number of applications where IC lift trucks remain a better fit, especially in outdoor or heavy-duty applications, Crochet observes. Furthermore, “not all customer locations will have the infrastructure or charging capabilities required to make this switch [to electric forklifts].” That will make it challenging for dealers and end-users to meet the requirements for short-term or seasonal rentals, he explains.
Cross notes that even when a switch to electric lift trucks is feasible from a truck-performance standpoint, operating a large fleet plus charging stations can place a strain on both the facility’s electricity infrastructure and the grid that serves it. “I do think CARB is well aware of that and that they understand in broad terms that they need more grid capability,” he says.
CARB RESPONDS
Policymakers say they’re listening and will take those and other concerns into consideration during the rulemaking process. In fact, Polanco noted, they have already made some adjustments based on stakeholders’ feedback, such as the increase in the retirement age for IC forklifts to 13 years and the addition of an exemption for rough-terrain forklifts.
In the August public workshop and a subsequent interview with DC Velocity, Polanco and David Chen, manager of CARB’s Advanced Emission Control Strategies Section, answered some of the questions posed by workshop participants. One concerned the plan to gauge progress toward zero emissions based on individual forklifts rather than on a fleet’s average emissions level. This approach is already being applied to diesel forklifts and other types of equipment, but it’s difficult for CARB’s inspectors to verify and enforce, Chen explained. Yet it’s not entirely off the table: “If there is a compelling reason for adopting a fleet average measurement, we are willing to listen to that,” he said.
Another frequent question concerned the plan to retire IC forklifts based on model year, rather than on hours of use, which may force some fleets to scrap equipment long before its operational and economic life is over—a concern CARB will continue to take into account as the proposal is refined, Chen said. Here again, enforceability plays a role. In most cases, he noted, retirement based on the model year “would make it very easy for an inspector to know right away whether a forklift is compliant or not.” Some stakeholders have suggested measuring a fleet’s average age, which would provide the flexibility to choose what to phase out and when, but that also would be difficult to verify and enforce, he said. And there’s a big challenge with basing retirement on hours of use: Every forklift in the state that’s subject to the regulation would need to have an hour meter that cannot be reset or tampered with.
Questions about the cost of compliance and overall economic impact were common. One commenter said it would cost $4 million to replace his company’s IC forklifts, adding that the company would also face the expense of enlarging its facilities and improving infrastructure to accommodate battery charging or hydrogen fuel cells. Polanco and Chen assured attendees that CARB’s calculations of stakeholders’ costs would include the costs of charging and related infrastructure as well as other expenses not incurred by IC forklifts. “Our goal is to develop a proposal that minimizes stakeholders’ costs as much as possible while still achieving our target of 100% zero emission by 2035, where feasible,” Chen said.
AS GOES CALIFORNIA?
If California’s mandate for ZE forklifts goes into effect, will similar rules be adopted elsewhere? “As a general proposition, I think the answer is yes,” says ITA’s Cross. “Other states and the country as a whole are increasingly invested in greater electrification. Whether another state would develop a forklift-specific proposal is harder to say.” Still, he adds, “if it becomes common knowledge after a while … that there aren’t very many IC forklifts in California and it’s working well, we could see a similar impact elsewhere.”
While the industry overall continues to trend toward electric solutions, there will be pushback from forklift users, Crochet predicts, not only because there are applications where electric trucks cannot meet that application’s needs, but also because some buyers hold outdated misconceptions about electric truck performance. If the ZE goals are to be reached while accounting for the wide variety of application requirements, he says, the California market may have to find a balance, with both electric vehicles and low- or zero-emission IC forklifts playing roles in an overall strategy.
In any case, forklift end-users, dealers, and OEMs will all need to be aware of CARB’s proposal and the context in which it is being developed. Crochet notes that his company has prepared for the shift toward zero emissions and is hard at work developing a range of environmentally sound solutions that meet the needs of the market and the applications it serves. On a broader scale, he says, “this is a progression that we’ve expected, not only in the forklift world but across the board.”
Stay informed, stay in touch
As it develops the draft regulatory concept outlined in this article, the zero-emission forklift team at the California Air Resources Board (CARB) is actively seeking stakeholders’ input.
Industrial Truck Association (ITA) President Brian Feehan notes that the CARB team is improving its understanding of lift trucks and applications and is trying to develop a methodology that takes end-users’ concerns into consideration. Still, providing additional feedback to the agency is an effort worth making, he believes.
“If they’re going to make a regulation,” Feehan says, “let’s help ensure they make the best regulation possible, in terms of negative impact on OEMs and end-users, while achieving their objectives.”
The CARB ZE forklift team invites **{DC Velocity} readers to submit comments via email to zeforklifts@arb.ca.gov. They also recommend visiting the Zero-Emission Forklift web page (https://ww2.arb.ca.gov/our-work/programs/zero-emission-forklifts) to register for workshops, download working papers and slide presentations, and sign up for email updates. Other questions? Call the team at (916) 292-8344.
Robotic technology has been sweeping through warehouses nationwide as companies seek to automate repetitive tasks in a bid to speed operations and free up human labor for other activities. Many of those implementations have been focused on picking tasks, a trend driven largely by the need to fill accelerating e-commerce orders. But as the robotic-picking market matures and e-commerce growth levels off, the robotic revolution is shifting behind the picking lines, with many companies investing in pallet-handling robots as a way to keep efficiency gains coming.
“Earlier in this decade and the previous decade, we [saw] a lot of [material handling] transformation around e-commerce and the handling of goods to order,” explains Josh Kivenko, chief marketing officer and senior vice president at Vecna Robotics, which provides autonomous mobile robots (AMRs) for pallet handling and logistics operations. “Now we’re talking about pallets—moving material in bulk behind that line.”
Kivenko explains that whether items are being packaged and shipped directly to a customer’s home address or moved as finished goods to a shipping bay for store delivery, those items are first moved in bulk in some way, often by human hands and with human-operated equipment. He describes warehouses as chaotic environments in which humans move pallets and cartons in multiple ways—up and down, side to side, from receiving to storage, from storage to shipping, or via cross-docking. Automation can help bring order to that chaos.
“What we’re trying to do is relieve some of the pressure [on the] humans [doing] this work,” Kivenko says of companies that develop pallet-handling robotic technologies. “At the end of the day, we’re trying to automate some of those flows, relieve labor pressure, save costs, and keep the goods flowing.”
But automated pallet handling isn’t right for every situation, so it’s important to understand the warehouse conditions required and the protocols and best practices needed to make it a win. Here are some guidelines for applying pallet-handling robots and gaining the most from your investment.
FIRST, UNDERSTAND THE TECHNOLOGY
Pallet-handling robots fall into four general categories, explains Rich O’Connor, vice president of storage and automation for Raymond West Group, a business unit of lift truck manufacturer The Raymond Corp. They include:
Palletizing/depalletizing robots, which are used to load or unload items onto and off of pallets, usually with the use of a robotic arm for picking and placing. Today, these systems are being increasingly integrated with automated storage and retrieval systems (AS/RS) to further streamline pallet handling in the warehouse, O’Connor explains.
Autonomous guided vehicles (AGVs) and autonomous mobile robots (AMRs), which are used to transport pallets within the warehouse. Often outfitted with lift decks or conveyors, or designed to tug or tow items, these robots move pallets from point A to B within a facility. AGVs, which often follow a marked guide-path or wire in the floor, have been around for many years, but the advent of high-performance guidance and vision systems is allowing them more flexibility today, O’Connor says. AMRs are self-guided vehicles that use software and sensors to navigate their way through the warehouse.
Forklift AGVs and AMRs, which can move products both horizontally, from place to place, and vertically, into and out of storage racks. They come in various styles—including stackers, counterbalanced trucks, reach trucks, and even very narrow aisle (VNA) vehicles for use in densely packed warehouses. These vehicles are more complex than those used only for horizontal transport, O’Connor explains. They must be “highly integrated” into the facility’s warehouse management system (WMS) or warehouse execution system (WES) so that they know precisely where to retrieve and deliver pallets within the facility.
Robotic pallet shuttles, which move pallets into, out of, and within dense storage racking. The Raymond Corp. describes such a system as “a standalone, automated deep-lane pallet storage system that utilizes self-powered shuttle carriages to move pallets toward the back or front in a racking channel. Shuttles are motor driven and travel along rails within a storage lane.”
O’Connor and others say that no matter which of these technologies you’re investing in, it’s important to remember that they are all part of a larger system designed to optimize operations throughout the warehouse.
“The expanding role of all these different styles working together is what’s amazing today,” O’Connor says.
SECOND, ENSURE THE TECHNOLOGY IS A FIT
Kivenko, of Vecna, also emphasizes the importance of pallet-handling robots working in concert, particularly AMRs and AGVs.
“The magic isn’t just that the robots are autonomous and driving by themselves. The magic is multiple robots—when you have a [whole integrated] system [in place],” he says. “[It’s] how the fleet operates autonomously and optimizes itself for continuous improvement. That’s where the exponential gains are. [It’s] not just about automating what a worker does; it’s about automating a system.”
But you can’t install these systems in just any warehouse and expect magic. Kivenko and others point to certain conditions that enable the best robotic pallet-handling outcomes, especially when it comes to transportation-based and forklift-type AMRs and AGVs.
“The robots that I sell are large-load machines with very expensive technology,” Kivenko explains. “They move material, generally, in larger facilities. And in order for them to produce a return [on investment]—because that’s the name of the game here—they have to be higher-velocity facilities.”
He says pallet-handling robots work best in large facilities running multiple shifts, usually more than five days a week. Wider aisles allow the equipment to move more freely through the facility and at higher speeds, to optimize efficiency and productivity. Strong Wi-Fi networks and clean, dry environments also help keep equipment running at top performance.
O’Connor agrees that pallet-handling robots are best suited to facilities with multishift operations, where they can ease labor constraints and boost productivity. And he says many customers are willing to extend the typical two- to three-year ROI period to five years in order to achieve those gains. But there is even more to it than that. O’Connor’s colleague John Rosenberger says customers must first step back and analyze their processes to ensure that, even if they have the right facility for pallet-handling AMRs or AGVs, they are moving material in the most efficient way to begin with.
“Many times, we find that the processes in place [are inefficient],” says Rosenberger, who is director of iWarehouse Gateway and global telematics for The Raymond Corp. He emphasizes the importance of analyzing existing data—from an equipment telematics system or similar—to determine the best path toward automation.
“Do you have congestion zones now?” he asks. “They’ll still exist if you automate [those processes exactly].”
THIRD, MAKE SIMPLICITY A PRIORITY
Another basic rule of thumb when implementing pallet-handling robotics: Keep it simple.
Andy Lockhart, director of strategic engagement for global warehouse and logistics process automation company Vanderlande, says that when designing a pallet-handling robotics system, “you want to minimize the processes you [automate]. When you can create [an automated system] that focuses on one task—for example, AMRs delivering pallets from a high-bay [storage rack] directly to the palletizing cell—you can do that efficiently and effectively. When you ask the AMR to do this and this and this … you are adding risk of failure.”
Lockhart’s colleague Jake Heldenberg advises customers to first test their target processes via pilot programs within the warehouse or DC. Heldenberg is Vanderlande’s head of solution design, warehousing, North America.
“If AGVs or AMRs for pallet handling are interesting [to a customer], the best thing to do is pilot one or two in an existing DC,” he says, explaining that the process can help companies troubleshoot, understand integration timelines, and gauge ROI. But pilot programs can add expense to a project, making it unaffordable for some.
“If that’s the case, then the best advice is work with a vendor who has experience integrating [the technology],” Heldenberg says. “Use their experience to benefit your business. You won’t have the same hiccups and challenges you would with a less-experienced vendor.”
Jeremy Van Puffelen grew up in a family-owned contract warehousing business and is now president of that firm, Prism Logistics. As a third-party logistics service provider (3PL), Prism operates a network of more than 2 million square feet of warehouse space in Northern California, serving clients in the consumer packaged goods (CPG), food and beverage, retail, and manufacturing sectors.
During his 21 years working at the family firm, Van Puffelen has taken on many of the jobs that are part of running a warehousing business, including custodial functions, operations, facilities management, business development, customer service, executive leadership, and team building. Since 2021, he has also served on the board of directors of the International Warehouse Logistics Association (IWLA), a trade organization for contract warehousing and logistics service providers.
Q: How would you describe the current state of the contract warehouse industry?
A: I think the current state of the industry is strong. For those that have been focused on building good client relationships over the years, I think it’s a really exciting time. Coming out of all the challenges of the past few years, I think there’s a lot of opportunity for growth and deeper partnerships. It’s fun to see the automation and AI (artificial intelligence) integration starting to evolve [in a way that’s] similar to what we saw with WMS (warehouse management systems) in the early 2000s.
Q: You are now president of your family firm. Is it an advantage having grown up in the business as opposed to working elsewhere?
A: I definitely believe it was an advantage growing up in the business. Whether it’s working with family or someone else in the industry, there’s always an advantage when you have mentors[to guide] you. I’ve been blessed to have several mentors, some in the industry, others just in life, and I’m thankful that they were willing to mentor me and that I was willing to listen to them.
Q: What are the biggest challenges currently facing 3PLs, and how are you addressing them?
A: Labor and legislation are both tough right now. The two seem to have a lot to do with each other, and it can make it tough to find and retain people. So I think we’ll see more and more automation of processes industrywide.
Q: Third-party service providers often must handle a wide variety of products for a lot of different clients. Does this variety make it difficult to invest in automation and other new technologies?
A: It can make things more difficult when looking at certain automation, but it’s in the “difficult” that a lot of opportunities lie. It would be tough to find a single solution that fits every client’s needs, but there are always opportunities to improve in certain areas. It just takes a bit of vision and commitment, and a willingness to invest in your own long-term success.
Q: As a 3PL, what do you look for when selecting the clients you work with?
A: Quality relationships that will last a long time. When both parties are happy and working together in the same direction, everyone wins.
Q: You’ve been a board member of the International Warehouse Logistics Association since 2021. Why is your involvement with this organization important to you?
A: I think it’s important to understand what’s happening in the industry. IWLA is a great resource for staying up to date and getting a solid education when it comes to the latest logistics trends. I also think it’s important to give back and pass along what we’ve learned to those just getting started in the business. As important as it is to have a mentor, it’s just as important to mentor and help others.
“While there have been some signs of tightening in consumer spending, September’s numbers show consumers are willing to spend where they see value,” NRF Chief Economist Jack Kleinhenz said in a release. “September sales come amid the recent trend of payroll gains and other positive economic signs. Clearly, consumers continue to carry the economy, and conditions for the retail sector remain favorable as we move into the holiday season.”
The Census Bureau said overall retail sales in September were up 0.4% seasonally adjusted month over month and up 1.7% unadjusted year over year. That compared with increases of 0.1% month over month and 2.2% year over year in August.
Likewise, September’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were up 0.7% seasonally adjusted month over month and up 2.4% unadjusted year over year. NRF is now forecasting that 2024 holiday sales will increase between 2.5% and 3.5% over the same time last year.
Despite those upward trends, consumer resilience isn’t a free pass for retailers to underinvest in their stores by overlooking labor, customer experience tech, or digital transformation, several analysts warned.
"The 2024 holiday season offers more ‘normalcy’ for retailers with inflation cooling. Still, there is no doubt that consumers continue to seek value. Promotions in general will play a larger role in the 2024 holiday season. Retailers are dealing with shrinking shopper loyalties, a larger number of competitors across more channels – and, of course, a more dynamic landscape where prices are shifting more frequently to win over consumers who are looking for great deals,” Matt Pavich, senior director of strategy & innovation at pricing optimization solutions provider Revionics, said in an email.
Nikki Baird, VP of strategy & product at retail technology company Aptos, likewise said that retailers need to keep their focus on improving their value proposition and customer experience. “Retailers aren’t just competing with other retailers when it comes to consumers’ discretionary spending. If consumers feel like the shopping experience isn’t worth their time and effort, they are going to spend their money elsewhere. A trip to Italy, a dinner out, catching the latest Blake Lively and Ryan Reynolds films — there is no shortage of ways that consumers can spend their discretionary dollars,” she said.
Editor's note:This article was revised on October 18 to correct the attribution for a quote to Matt Pavich instead of Nikki Baird.
A real-time business is one that uses trusted, real-time data to enable people and systems to make real-time decisions, Peter Weill, the chairman of MIT’s Center for Information Systems Research (CISR), said at the “IFS Unleashed” show in Orlando.
By adopting that strategy, they gain three major capabilities, he said in a session titled “Becoming a Real-Time Business: Unlocking the Transformative Power of Digital, Data, and AI.” They are:
business model agility without needing a change management program to implement it
seamless digital customer journeys via self-service, automated, or assisted multi-product, multichannel experiences
thoughtful employee experiences enabled by technology empowered teams
And according to Weill, MIT’s studies show that adopting that real-time data stance is not restricted just to digital or tech-native businesses. Rather, it can produce successful results for companies in any sector that are able to apply the approach better than their immediate competitors.
“ExxonMobil is uniquely placed to understand the biggest opportunities in improving energy supply chains, from more accurate sales and operations planning, increased agility in field operations, effective management of enormous transportation networks and adapting quickly to complex regulatory environments,” John Sicard, Kinaxis CEO, said in a release.
Specifically, Kinaxis and ExxonMobil said they will focus on a supply and demand planning solution for the complicated fuel commodities market which has no industry-wide standard and which relies heavily on spreadsheets and other manual methods. The solution will enable integrated refinery-to-customer planning with timely data for the most accurate supply/demand planning, balancing and signaling.
The benefits of that approach could include automated data visibility, improved inventory management and terminal replenishment, and enhanced supply scenario planning that are expected to enable arbitrage opportunities and decrease supply costs.
And in the chemicals and lubricants space, the companies are developing an advanced planning solution that provides manufacturing and logistics constraints management coupled with scenario modelling and evaluation.
“Last year, we brought together all ExxonMobil supply chain activities and expertise into one centralized organization, creating one of the largest supply chain operations in the world, and through this identified critical solution gaps to enable our businesses to capture additional value,” said Staale Gjervik, supply chain president, ExxonMobil Global Services Company. “Collaborating with Kinaxis, a leading supply chain technology provider, is instrumental in providing solutions for a large and complex business like ours.”