October 2023 Material Handling Wholesaler

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OCTOBER 2023 • VOL. 44 NO. 10

20 | Sales Trends Jeffrey Gitomer

I’m satisfied with my present source.

Well, maybe

Industry News 24 Nuts & Bolts

26 Shifting Gears

30 New Products

Reader Resources

COVER STORY

4 | A Bright Future- MHEDA CEO Liz Richards retires after 28 years Eileen Mozinski Schmidt

32 Source Directory

Relational capital

12 | Bottom Line Garry Bartecki Distribution headwinds

16 | 23nd Annual Salute to Women

art@MHWmag.com

Material Handling Wholesaler: (ISSN # 2155-3467) is published monthly for new and used equipment dealers, equipment manufacturers, manufacturer’s reps, parts suppliers, and service facilities serving the material handling industry. Editorial opinions expressed herein are the author’s and do not necessarily reflect the opinions of Material Handling Wholesaler. All material contained herein is protected by copyright laws and owned by Specialty Publications International Inc.

Email: dmillius@MHWmag.com Material Handling Wholesaler reserves the right to reject or cancel any advertising for any reason, at any time. Advertisements that simulate Material Handling Wholesaler editorial matter in appearance or style or that are not immediately identifiable as advertisements are not acceptable.

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8 | Aftermarket Chris Aiello

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Cover Story Eileen Mozinski Schmidt

A Bright Future- MHEDA CEO Liz Richards retires after 28 years As MHEDA CEO Liz Richards prepares to retire, a look at her 28 years of experience and what comes next for the association.

In nearly three decades leading the Material Handling Equipment Dealers Association, (MHEDA), Liz Richards has helped the organization run smoothly and also steered it in new directions. The non-profit association is dedicated to serving all segments of the material handling business community, according to its website.

“For over 65 years, MHEDA has provided material handling companies and their employees with business resources, leadership training, networking opportunities, benchmarking data, career development tools and insights on the latest industry trends,” the site said.

Now, as Richards plans for retirement from her role as CEO of the association at the end of the calendar year, she took a few moments to reflect on her tenure with Material Handling Wholesaler.

Below are some of her thoughts, which have been edited for a print format: Wholesaler What is the timeline for the MHEDA leadership transition?

Richards “I’m working until the end of the year, Dec. 31,” she said, adding that MHEDA Interim CEO Jeannette Walker will then be taking over. “She started on July 10th and she’s amazing. She came from the industry, she’s been in it for over 20 years, and she’s familiar with the association. She hit the ground running.”Richards said a wealth of plans are in place for the association going forward. “I’m feeling great about it,” she said, of Walker’s future leadership and the association’s future.

Wholesaler How did you learn about MHEDA and end up in the role of CEO? Richards 4

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October 2023

“MHEDA used to be led by an executive vice president before the title changed to CEO,” she said, noting that in 1994 she received a call from then Executive Vice President Tony Colletti about taking a job as the association’s director of marketing. Richards, who at that time had just had a baby, was unfamiliar with the material handling industry, including the association.

“I said that I didn’t even know what this is and so thanks but no thanks,” she said, who added that she also loved her current job. A few months later, Colletti called again. He was leaving the post as executive vice president and thought Richards had the perfect skill set. “He said, ‘Please meet with the search committee,’ which I did, and they offered me the position,” Richards said.

She had to jump in and learn quickly, starting the job Jan. 3 of 1995 and her first ProMat following on Feb. 10. “I was walking around, thinking ‘Oh my gosh, what did I do?” she said.

“In retrospect, the board of directors and the past presidents could not have been more gracious or more welcoming. Together, we all made it work.”

Wholesaler During your time at MHEDA, what were the organization’s greatest achievements?

Richards “Tony got the board much more engaged than they were previously. He did some organizational restructuring,” she said. And during Richards’ first year, Tim Hilton of Carolina Handling was in his first year on the board and introduced his strategic planning process.

“We modified it and implemented it at MHEDA. Having that process in place helps us plan everything we do in the organization. It’s been our greatest success,” she said. Richards said the process includes identifying, through an annual in-depth environmental analysis, what MHEDA members are facing. This includes challenges, opportunities and trends and topics include everything from wages to labor to automation.

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Cover Story continued

The research then becomes “the basis for everything we do as an organization,” she said.

“I call it our organizational engine.” It took a while to build out the strategic plan, according to Richards, who said each year the executive committee reviews the surveys, feedback and more to create a road map. “We put the process in place in the late 90s and continue to tweak it,” she said, of the strategic planning process.

In addition, Richards is also pleased with how the organization interacts with board members to continually improve. This includes an involved nominee orientation meeting, including flying members to Chicago, all the way through exit interviews. “These are all little pieces of the process,” she said.

Wholesaler During your tenure you brought a lot of new programs like Women In Industry, MHEDANET and Networking Events. How has MHEDA programming changed during your years with the association?

Richards She pointed again to how the impact trends researched by the association have helped formulate the programming.

“I realized that we need to dig into our organization, hence the Emerging Leaders Conference. We are also forming an Emerging Leaders Advisory Group,” Richards said. Women In Industry began as a breakfast at the convention and has grown and expanded from there. And the Automation Solutions Conference has also grown out of trends.

The association’s networking events are of particular value, Richards added, offering the chance to “network with others, learn from mistakes and avoid failures.” MHEDA organizes peer groups, which set OHIO RACK their own agendas, to talk about current challenges, We BUY & SELL as well. “That’s something that has been very popular,” Portable Stack Racks Richards said. “And we Plastic Pallets have regional networking NEW & USED programs that we host at 330-823-8200 member locations.”

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What are some areas that you did not have as much time to address during your tenure in need of attention that you would like to see focused on in the future?

Richards “One particular thing that we always struggle with is it’s really hard to come up with a stump speech about why MHEDA is so important,” she said. “There are so many different areas that somebody in the industry can develop from” through the association, she said.

“I think sometimes non-members think, ‘Why would I get involved and share my secret sauce?” But Richards said when people join the association, they quickly appreciate the benefits.

“When you join and find others are tackling the same issues that you are and people in the industry are so gracious and they’re willing to share,” she said. “It’s a relationship that’s hard to sometimes put into words. “I’ve heard from so many different members who come to the convention or a conference that they have this ‘aha’ moment and realize this is what they’ve been missing.”

Wholesaler Any thoughts on the future of the association?

Richards “This organization is in great hands. We’ve got an amazing team. Jeannette’s aware of that. I think the future looks extremely bright.”

Eileen Schmidt is a freelance writer and journalist based in the Greater Milwaukee area. She has written for print and online publications for the past 13 years. If your company would like to be featured, email editorial@MHWmag.com

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Cover Stories go to www.MHWmag.com

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October 2023

7

Aftermarket Chris Aiello

Relational capital I recently attended a leadership conference in Boston. While my plans during my stay in Boston included seeing a Red Sox game in the evening at Fenway Park, enjoying a pint of beer at an Irish pub, and eating clam chowder and lobster, I was also looking forward to the lineup of speakers and workshops at this conference.

One speaker in particular was Ed Wallace and his workshop on relational capital. Ed Wallace is President and Chief Relationship Officer of The Relational Capital Group; he is critically acclaimed as the foremost authority on business relationships and their impact on performance.

There were many takeaways from his workshop, and I knew this topic would be a good one for my monthly aftermarket column here.

The success of your dealership is often attributed to a combination of factors, including innovative products, effective marketing strategies, and efficient operations. However, one essential but often underestimated factor plays a pivotal role in shaping your organization: relational capital. This intangible asset encompasses the network of relationships you build with your customers, partners, and employees. Let’s look at the significance of relational capital and explore how it can be a game-changer for your business.

Relational Capital Defined The relationships with your customers, suppliers, partners, and employees should be considered a core asset of your business, known as relational capital. Relational capital can be understood as the collective value derived from your business's relationships with various parties.

It extends beyond financial transactions and encapsulates the trust, goodwill, and mutual understanding fostered between your business and its stakeholders. These stakeholders include customers, suppliers, investors, employees, and even competitors.

At the heart of relational capital lies trust.

Establishing trust with your customers and partners can lead to long-lasting relationships that are built on honesty and integrity. Trust fosters loyalty, and loyal customers are not only more 8

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October 2023

likely to stick with your brand, products and services, but also become advocates, spreading positive word-of-mouth and attracting new customers.

After-sale service at a lift truck dealership encompasses maintenance, repairs, parts replacement, and technical support. Relational capital in this context revolves around the intangible value generated from trust, customer loyalty, and the quality of interactions between your dealership and your customers in all aspects of the after-sale service.

Customers In the age of information and social media, customers have more power than ever before.

They can easily share their experiences and opinions about your business with a global audience. A strong focus on building positive customer relationships can help you manage your brand's reputation and ensure customer satisfaction. Happy customers are more likely to provide repeat business and recommend your products or services to others.

Running a lift truck dealership entails more than just selling equipment; it involves cultivating enduring relationships with your customers.

The post-sale service phase presents a valuable opportunity to establish and nurture these relationships through relational capital.

Suppliers Relational capital is not limited to customer relationships. Partnerships with suppliers, distributors, and even competitors can drive innovation and open up new avenues for growth. Having a good relationship with suppliers is vital, especially where critical components and complementary offerings are concerned. Successful companies understand that trust is an important distinction between a business transaction and a true relationship. They invest tremendous energy in developing ways to institutionalize trust in their procurement processes.

For example, many successful businesses tend to develop long-term relationships with

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9

Aftermarket continued

their vendors and suppliers rather than simply buying from the lowest-cost provider. They prioritize quality first, followed by service and cost. Building a good working relationship with suppliers helps develop their reputation and attract additional business. It is important to conduct regular strategic business reviews to assess the relationship and discuss performance, improvements, and new product development.

It is also important to foster relationships with suppliers that share the same values as your organization. Focus on developing trust-based, mutually beneficial, and long-term relationships with your suppliers.

Employees A business's most valuable asset is its employees. Building strong relationships with your team members can result in higher employee satisfaction, improved morale, and increased productivity. As I stated in a previous column, the competition for service technicians, parts professionals, sales staff, office personnel, and management continues to be fierce. When employees feel valued and connected to your company's mission, they are more likely to go the extra mile and contribute positively to your organization's success.

Strategies to Deploy Communication: Regularly engage with your stakeholders through various channels.

This could include personalized interactions, newsletters, social media, and more. Specific to service, regularly communicate with your customers to remind them of upcoming service intervals, provide maintenance tips, and address any concerns they may have.

Deliver Value: Continuously deliver value to your customers, partners, and employees. Show that you are invested in their success.

Networking: Collaborating with other businesses can lead to the exchange of ideas, resources, and expertise, ultimately enhancing your own products or services. Attending industry events, conferences, and seminars to expand your network and connect with potential collaborators.

Empathy: Understand the needs and concerns of your stakeholders. Showing empathy helps forge deeper connections.

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Personalized Maintenance Plans: Develop customized maintenance schedules based on each customer's usage patterns and needs.

This proactive approach demonstrates your commitment to their specific requirements.

Transparency: Be open about your business’s operations, values, and challenges.

Transparency builds trust and demonstrates authenticity. Additionally, offer clear and transparent cost estimates for repairs and parts replacements. Customers appreciate honesty and are more likely to return when they trust your pricing.

Expert Technical Support: Provide accessible and knowledgeable technical support for troubleshooting and assistance. Prompt and effective support builds customer confidence.

Warranty and Service Guarantees: Offer warranties on repairs and services, showcasing your confidence in your team's expertise.

Such guarantees bolster customer trust in your dealership.

Customer Training: Organize workshops such as forklift operator training. This educational approach enhances customer empowerment and loyalty.

Feedback Integration: Encourage your customers to share feedback after each service interaction. Act on their suggestions to continually improve your services.

The benefits of these strategies include customer retention, word-of-mouth referrals, enhanced reputation of your dealership, and increased revenue as loyal customers are more likely to choose your dealership for future purchases, repairs and maintenance needs.

Superior after-sale service differentiates your dealership from competitors, positioning you as a preferred choice.

Navigating the Future At your dealership, after-sale service is a prime arena for cultivating relational capital. By offering personalized service plans, transparent communication, and expert parts and service support, you can forge lasting connections with your customers. The benefits, including customer loyalty, referrals, and revenue growth, underscore the vital role of relational capital in establishing your dealership as a trusted partner in the long-

Aftermarket continued

term success of your customers' operations.

Remember, it's not just about selling forklifts; it's about building a network of satisfied customers who rely on your expertise and support.

Investing in relational capital in your network of relationships with your customers, partners, employees and stakeholders will lead to repeat business, word-of-mouth referrals, and a positive reputation in the industry. As a result, your dealership experiences steady revenue growth and gains a competitive advantage.

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Chris Aiello is the Business Development Manager at TVH Parts Co. He has been in the equipment business for 16-plus years as a service manager, quality assurance manager, and business development manager. Chris now manages a national outside sales team selling replacement parts and accessories in various equipment markets such as material handling, equipment rental, and construction/earthmoving dealerships.

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October 2023

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Bottom Line Garry Bartecki

Distribution headwinds Improve productivity and reduce costs. Those are the deliverables promised my just about 100% of the ads you read regarding both warehouse space and manufacturing floors. The scary part is that these rewards result from robotics, a lower headcount, and a specific claim to reduce equipment Cap X by $200000 to $400000.

Great results for the distribution centers and manufacturers, but not so great for the material handling dealers since those references to Cap-X spend probably represent what you are selling and renting, selling parts for and providing maintenance on.

If the distribution technology potential improvements are not enough to deal with, you now have the national retail entities offering distribution and delivery services for goods they did not sell. I had to study this for a bit, but it does make sense if a distributor wants to expand their warehouse locations to be closer to their customers, or just looking for a way to simplify their product delivery.

Amazon and Walmart are two of the national companies that move products to just about every city in the country. So why not add other goods to their delivery trucks to stock a local warehouse or deliver the product to the end user.

As of today, Amazon is just providing this service for companies selling products via Amazon. It is expected they will expand to non-sellers if this initial venture proves to be profitable.

Walmart will provide the service for any vendor where it makes sense to do so.

When you think about it these programs make sense if the seller’s goal is to improve logistics problems, allowing faster delivery times for less cost. A win-win.

Again, I would like to consider the impact of this type of program on the material handling business. And again, I arrive at potential negative impact.

Inventories currently stored, in a facility you now provide equipment and support to, may 12

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October 2023

now be moved out of your territory or placed into a facility you do not do business with Inventories may be relocated to various locations across the country where you do not do business.

New business coming into your territory may be under an Amazon or Walmart contract where they provide the material handling services.

I can see this type of service expanding at the expense of your bottom line.

Let’s face it, manufacturers and distributors want to sell and deliver faster, and will use methods to achieve those goals because when compared to their current process it costs less and adds to customer satisfaction.

The point here is the demand for material handling services in your territory could decline because the robots are moving and counting the inventory, or building product in a robotic production line, or because there is less inventory to work with because it has been moved out of the territory.

So how does Material Handling Management deal with this situation?

• Be a source for the technological improvements distributors and manufacturers need.

• Be a resource to maintain the new systems being installed.

• Partner up with independent professionals who can help prepare a plan of action and system selection.

• Educate customers about potential changes needed to remain competitive.

• Outsource to get what you need to put this plan into place.

Let’s assume these changes will take place. What else do you need to remain profitable and competitive?

• Prepare a budget reflecting slower unit sales and adjustments for parts and service.

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Bottom Line continued

• Add new revenue sources once you have a plan in place to offer new services.

• Find and implement technology to reduce headcount and reduce costs.

• Further tune the budget to where GP margin can cover expenses, interest and taxes.

• Use these new metrics to become more competitive in your region.

• Add new business.

• Make customers want to work with YOU! I have this type of conversation with dealers and rental companies on a regular basis. Most of the time the discussion revolves around exit planning, be it current or five- years off. What I tell them is do it NOW if they are a current seller, before the ---- hits the fan and you have a 10-year window before values improve to where they are today. If they want to stay another five years, I suggest they will have to make the improvements mentioned above to keep the value up, and if they can’t stomach

the aggravation and cost, to execute the exit as soon as possible, because the alternative is the risk of lower values even though the technology improvements were made to stay competitive.

Maybe there is something in between where you can get some money off the table and remain on board to help the company move forward.

None of this is easy to deal with. But industries go through cycles, with a need to make major adjustments to generate adequate free cash flow that covers the nut. But to try and push these changes through just working with your current personnel is very questionable. This is why I suggest outsourcing to determine the changes required, the solutions available and the time and cost to make conversions.

Garry Bartecki is a CPA MBA with GB Financial Services LLC and a Wholesaler columnist since August 1993. E-mail editorial@ mhwmag.com to contact Garry.

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October 2023

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23nd Annual Salute to Women

Lilia Mounsi

Hayley Chavarria

Robotic Solutions Engineer

Vice President of Portfolio Risk

Balyo

Lilia has been with BALYO since 2018.

Originally, Lilia was a field engineer responsible for deploying BALYO robotic driverless forklifts at customer sites across Europe. Lilia's talent for solving complex problems in logistics and automation saw her quickly move to the European solutions team. In 2023 Lilia's scope broadened to Global Solutions Engineer. Lilia has 7 years of experience in robotics and holds a degree from the University of Technology of Compiègne in Paris.

Katie Yates Senior Distribution Manager

Carolina Handling

As Senior Distribution Manager, Katie Yates manages Carolina Handling’s logistics and distribution teams including rental, renewed and new equipment installation technicians, transportation specialists, power management specialists, dock associates and logistics coordinators.

A native of Florida, Yates joined Carolina Handling in 2007 as a Rental Coordinator in the company’s Atlanta office, serving in various supervisory roles before being named Senior Distribution Manager in 2023. She is the recipient of Carolina Handling’s 2023 Pinnacle Award, the company’s highest honor.

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First Financial Equipment Leasing

Hayley Chavarria serves as the Vice President of Portfolio Risk at First Financial.

With over 35 years of experience in the field, Hayley is responsible for a range of critical duties within the organization. These include overseeing all activities in the portfolio department, managing residual risks, and enhancing lease profitability. Additionally, she is responsible for asset, lease, and customer portfolio reporting, asset valuations, and devising profitable end-of-lease strategies.

Elise Hardy Vice President of Sales

First Financial Equipment Leasing Elise Hardy has made remarkable strides in her career at First Financial Equipment Leasing. Her unwavering dedication and hard work have led to her securing top-notch clients and doubling the company's material handling transactions.

Moreover, as the first female Salesperson of the Year for 2021, Elise has proven herself to be a reliable and trusted advisor in the industry. Her achievements speak volumes about her expertise and professionalism, and she consistently ranks among the company's top producers.

Nikole Hoffman Production Lead / Graphic Design

Material Handling Wholesaler Nikole has worked with Wholesaler since August 2019. She performs all work necessary to produce print/electronic publications, e-newsletters and maintenance of the website. She ensures that all of our print and electronic products, cover designs, promotional materials, and customer ads are superior in design and reflect a professional image of our company and for our advertisers.

October 2023

Sales

Forklift-International After a hiatus I returned to Forklift International in early July. Just in the past few months I have seen this industry grow and shift immensely. I am happy that I get to connect with such great people through sales and discuss with them our amazing Marketplace platform. It is like "when you know something is terrific and you want to share it with the whole world because you know they would love it".

Michelle Butler Midwest Branch Manager

Flight Systems Industrial Products Michelle Butler joined FSIP in December 2008 as a Customer Service Representative. She has since received several promotions that have ultimately landed her in Addison, IL, as our Branch Manager of our Midwest office. Her knowledge of our products and customer base has helped her succeed in managing this location and making sure our customers receive the best service possible.

Pam Jones General Manager

Flight Systems Industrial Products Pam is celebrating 17 years with Flight Systems Industrial Products (FSIP).

As General Manager, she is tasked with the oversight of the staff, operations, strategic planning, sales and marketing, finance, product development, and customer satisfaction.

She is proud to lead and collaborate with a dedicated team of employees that work to excel in customer satisfaction and quality electronic solutions and services. She looks forward to what the future brings as FSIP continues to grow and evolve.

Jodi Morelock Marketing Manager

23nd Annual Salute to Women

Sherriana KarimSalas

Flight Systems Industrial Products As one of the newest members of the FSIP team, Jodi Morelock has held the position of Marketing Manager since March of 2023. With over 15 years of experience in marketing and advertising, Jodi brings a fresh set of eyes to FSIP’s brand which is imperative to future business development. Her team supports the success of all departments with its marketing expertise.

Libby Allman VP Logistics Americas

TVH Libby Allman has been with TVH for just over a year but is a seasoned professional with a longstanding career in Supply Chain, Operations and Manufacturing. For over 20 years, Libby held leadership roles at Hallmark in Supply Chain (Manufacturing, Global Procurement and Distribution), IT and Corporate Lean. As VP Logistics Americas for TVH, she will further develop operations within the Americas region. She will be responsible for expanding and strengthening our operational footprint, leading our continued rapid growth and building a future-proof distribution structure to support continued success.

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As president, Reva is involved in every aspect of West Point Rack, including configuring and pricing quotes, purchasing steel and, as she puts it, “doing whatever it takes to get the job done.” Her primary goal is “to support our dealers, satisfy their customers, earn trust and be the vendor of choice for rack products and racking systems.” www.MHWmag.com

October 2023

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October 2023

INC.

CUSTOM INDUSTRIAL PRODUCTS www.MHWmag.com

October 2023

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Sales Trends Jeffrey Gitomer

I’m satisfied with my present source.

Well, maybe The prospect is not waiting by the phone for your call. Most people have what you’re selling and are doing business with someone else. They have a source for what you do, and they think they are happy. Satisfied.

Good News: Satisfied people are willing to do business with others. Your challenge is can you get them to do business with you?

For you statistic buffs, “I’m satisfied with my present source,” ranks second on the alltime prospect objection list. “Price too high,” is number one (and always will be).

When the prospect says, “I’m satisfied” they’re really saying: This is all I know, now.

I don’t want to bother with you.

I’m doing business with someone I like (not necessarily the best).

I’m not telling you the real reason. I’m satisfied is a brush off.

It’s not all that bad. Your prospect is saying that their existing supplier is the best they’ve been able to find.

You may have a better product, price, availability for delivery, service, training, or warranty. The prospect is only telling you he’s satisfied from his perspective. He doesn’t really know about you or your company yet, BUT don’t give him any reasons to switch until you know why he’s satisfied.

Knowing the reason(s) why the existing relationship is satisfactory will help you understand how to proceed. Knowing those reasons gives you a chance.

Here are a few “interest-gainers” or challenges that may get you in the door: Good Response: Satisfied? Great! You’re going to love doing business with us! Our customers are ecstatic so if you’re only satisfied, today is your lucky day.

Better Response: Mr. Johnson, Many of our customers said that when they were prospects like you. I wish I had ten dollars for every prospect 20

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October 2023

that said, “I’m satisfied with my present supplier,” that is now a customer. Let me share a few of their comments (show your testimonials that say, “I used to buy from (name the competitor you hate the most), now I’m a loyal (your company) customer. And I invite you to call me personally if you need further explanation.” WOW! Best Response: When you started with (their present supplier) you took some risk, didn’t you?

I’m not asking for all your business, but I’d be interested what caused you to take the risk back then, and I may ask you to take that same small risk with me and let me earn the rest.”

Here are a few dialog starters: “Most people feel that way at first, but our experience has shown…”

“What do you like most about your supplier (his product/service)?”

(Agree with them) “That’s what lots of their former customers said.”

“If your friend left the business, but stayed in the industry would you still do business with that company or go with your friend?”

“What would you change about your present relationship?”

“How did the relationship begin?”

“When people say, “I’m satisfied” they usually mean…”

Find a personal link (common ground) that can trigger a friendly conversation. If they like you, they will listen to you. (a bit more assertive) “Satisfied or complacent? When is the last time you really looked at the situation and did a comparison?”

Sales Caution: If the prospect says, “I’m satisfied,” it’s open season on the competition. If the prospect says, “I’m loyal,” watch out. Loyal is 100 times more powerful than satisfied.

Sales Reality: You will not convince everyone. But the more you practice, the more “luck” you will have. “I’m satisfied” is not an objection, it’s a stall. If you believe in the value of your product, you can get past it.

Sales Trends continued

Sales Tip of the Year: Record five customers that were satisfied with your competitors, switched, and are now ecstatic with your company. Get your customers to tell your story.

It’s far more compelling (and believable).

Jeffrey Gitomer is the author of twelve best-selling books including The Sales Bible, The Little Red Book of Selling, and The Little Gold Book of Yes! Attitude. His real-world ideas and content are also available as online courses at www.GitomerLearningAcademy.com. For information about training and seminars visit www.Gitomer.com or email Jeffrey at salesman@gitomer.com or call him at 704 333-1112.

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Blocks the Spread of Fire Activates the Sprinkler System Today’s warehouse fire protection systems include more than just pipes and sprinklers. When the products being stored include highly flammable items such as plastics, aerosols, liquors or oils, fire barriers may be required inside the racking structure.

Solid steel rack decking and flat sheet accessories from DACS make effective fire or heat barriers in warehouse environments.

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October 2023

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CONGRATULATIONS LIZ ON YOUR RETIREMENT! THE MHEDA TEAM WILL MISS YOU!

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October 2023

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October 2023

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Nuts & Bolts Acquisitions, expansions & other business news FedEx Express shipping rates will increase by an average of 5.9% for U.S. domestic, U.S. export, and U.S. import services. FedEx Ground Hamiliton Caster has sadly and FedEx Home Delivery shipping rates will announced that Jim Lippert, increase by an average of 5.9%. FedEx Ground Vice President of Sales died on Economy shipping rates will also increase.FedEx August 11th. In a company Freight shipping rates will increase by an average statement they said Jim was of 5.9%-6.9% dependent on the customer’s beloved by everyone who knew transportation rate scale. This change applies to him. Admired for his easyshipments within the U.S. (including Alaska, going, warm and extroverted Hawaii, Puerto Rico, and the U.S. Virgin personality, Jim was the type Islands) and between the contiguous U.S. and of man who made you feel important when he Canada. spoke with you. He was so personable, in fact, www.fedex.com that his high school friends created a fan club for him that’s still going strong today, with 450 members and counting. For more on Jim, go to UgoWork signs pan-Canadian link below.

Hamilton Casters VP of Sales Jim Lippert passes at age 62

www.mhwmag.com/nuts-bolts/hamiltoncasters-vp-of-sales-jim-lippert-passes-atage-62/

Mitsubishi Logisnext Americas breaks ground on new electric facility Mitsubishi Logisnext Americas (Logisnext), has celebrated the groundbreaking for its new production facility in Houston, Texas. The state-of-the-art facility will provide increased production capabilities to further support the growing demand for electric lift trucks and warehouse products. With a total floor area of 73,000 square feet, the new facility will expand Logisnext’s current electric manufacturing capabilities by serving as a dedicated fabrication space for in-house welding and painting of masts and frames. www.logisnextamericas.com

FedEx announces 2024 shipping rates, fees and surcharge increases FedEx Express, FedEx Ground, and FedEx Freight, subsidiaries of FedEx Corp. will adjust shipping rates on January 1, 2024.

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October 2023

distribution agreement with Liftow

UgoWork® has announced that it has signed a pan-Canadian distribution agreement with Liftow Limited. In an effort to quickly expand Liftow’s offering, its sales and technical teams in Ontario and Québec have already been trained in UgoWork products.

Under the official agreement, Liftow will offer UgoWork’s complete line of lithium-ion batteries for electric forklifts. In addition, Liftow customers will be able to take advantage of UgoWork’s flexible pay-for-performance consumption model. www.ugowork.com www.liftow.com

SUN Automation Group enters exclusive Strategic Partnership Agreement with AL-GAR SUN Automation Group (SUN) has announced it has entered into an exclusive strategic partnership agreement with AL-GAR. Effective August 2023, SUN will be the exclusive representative of all AL-GAR products and support throughout the United States and Canada. AL-GAR offers advanced engineering solutions for corrugated manufacturing. www.sunautomation.com www.al-gar.com

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www.haderinc.com • e-mail: hadersales@haderind.com www.MHWmag.com

October 2023

25

Shifting Gears Industry personnel and organization news TVH announces changes in Customer Service and Sales Teams in the U.S.

Jungheinrich acquires all shares in robotics company Magazino

TVH Americas just announced changes to the Customer Service and Sales teams L to R Ryan Walker - Cathy Diaz in the USA. Effective July 2023, Ryan Walker was promoted to Director of Sales and Services for the USA. Cathy Diaz will remain in her current role, as Sales Director USA, until December 2023 when she will retire. Diaz began her career with System Material Handling Inc. (SMH) in 1984.

Her wealth of experience and knowledge proved vital during the acquisition of SMH by TVH in 2003. In 2006, Cathy Diaz played an integral role in the IMC Holdings (Intrupa and LPM) acquisition.

Jungheinrich is fully taking over Magazino, a Munich-based robotics specialist. In addition to its shareholding, which has existed since 2020 and was increased to 21.7 percent in 2022, Jungheinrich is acquiring all shares held by the founders as well as the previous co-shareholders, a.o. Cellcom, Fiege Logistik, and Körber. The transaction took effect immediately upon signing this week. The parties have agreed not to disclose the purchase price.

www.tvh.com

www.jungheinrich.com www.magazino.eu

Cascade Corporation celebrates 80 Years in business Founded in 1943, Cascade Corporation celebrates a momentous 80th anniversary this year. First opened as a small, five-person machine shop in Portland, Oregon, Cascade has since grown into a global operation with over 3,000 employees and 33 locations around the world including manufacturing plants, offices and distribution centers. www.cascorp.com

Hodge Company CEO announces retirement with successors selected A Dubuque, IA-based company announced its longtime CEO’s retirement on Thursday, as well as plans for co-CEOs to take over the company. Hodge Company. announced in a press release that Tim Hodge retired on September 11. Hodge has worked at the company for 44 years, serving as CEO for two decades. www.hodgecompany.com 26

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October 2023

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October 2023

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October 2023

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October 2023

29

New Products

See more new products online at www.MHWmag.com

HC Forklift America introduces the new XE Series Electric Lithium-Ion Pneumatic Forklift

Automated Guided Vehicle (AGV) and Aerospace sectors. Tested to move more than 20,000 pounds, these new casters improve safety, maneuverability and workload efficiency in many applications.

TWERGO® Xtreme casters are a significant improvement when compared to traditional products used in these applications — reducing push/pull forces by up to 50%.

HC Forklift America Corporation (HCFA) has announced the new XE Series Electric Lithium-Ion Pneumatic Forklift with a 4,000-7,600lb capacity. www.casterconcepts.com The new XE Series of lithium-ion pneumatic forklifts were designed from the ground up Mitsubishi Logisnext Americas launches to provide operators with a true lithium-ion alternative to I.C. pneumatic forklifts. Because next-generation Lift Link® Telematics of this, the integrated 80V lithium-ion forklift solution for North American Market features lift speeds, travel speeds, gradeability, Mitsubishi Logisnext Americas ground clearance, and a competitive price point announced the launch of Lift Link®, that rivals comparable I.C. pneumatic forklifts. a full-featured telematics solution for www.hcforkliftamerica.com material handling equipment. With Lift Link, businesses receive access to precise and actionable data delivered Protective eyewear for workers who in real-time, allowing them to more need corrective lenses effectively operate their fleet, while A worker who wears maximizing uptime and usage. The Logisnext corrective lenses is not exempt Lift Link telematics solution offers comprehensive from wearing proper eye fleet-wide insights and is compatible with various protection. Typical corrective types of material handling equipment – from eyeglasses don’t provide the necessary impact warehouse products to electric and internal and side protection of work-grade spectacles combustion forklifts. and goggles.. But, for a less-bulky, maximumwww.logisnextamericas.com comfort solution, there is Brass Knuckle® Read (BKREAD-6010). Read is great-fitting, costeffective, super-light bifocal eye protection TGW presents new generation of available in five diopter strengths: 1.0, 1.5, 2.0, shuttles 2.5, and 3.0. A durable polycarbonate frame The Stingray shuttle is provides extra side protection and all-day the efficient all-rounder for comfort. transporting totes, cartons, www.brassknuckleprotection.com trays, and hanging goods. More than 20,000 shuttles are in use Caster Concepts introduces TWERGO® worldwide and prove their reliability day after day. this advanced shuttle generation, robustness Xtreme Casters for Aerospace and AGV With and sustainability are the focus. Covers are now Applications made of wood, a renewable raw material from Caster Concepts Inc. has local production sites, saving 25 tons of plastic per introduced the TWERGo® year. As part of the FlashPick® goods-to-person Xtreme caster for heavy duty system, shuttles play a central role in automated material handling demands in the warehouses, along with other TGW solutions.

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October 2023

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2/22/20 8:46 AM

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COMBILIFT USA . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13

OHIO RACK INC.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6

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RAVAS USA, LLC. . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

DACS, INC. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21

SAFETY SYSTEMS & CONTROLS INC. . . . . . . . . . . . 11

What's New Products and Services supplement in the November issue

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TOYOTA FORKLIFTS OF ATLANTA. . . . . . . . . . . . . . . 7

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MORE ADVERTISERS & RESOURCES AT www.MHWmag.com 34

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October 2023

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• Reduce damage to your controls.

• Protect any control box mounted to a building column – fan switches, thermostats, and light switches.

• Mounts in minutes with 8 pre-drilled mounting holes. Simply Tek screw to your column and you’re done!

• Available to fit 10” or 12” columns.

Building Column Protectors

• Prevent damage to building support columns or mezzanine columns.

• Impact rating: 8,000 lbs. at 5 M.P.H. • Available in Short, Slim, and Standard.

Standard is 42” tall, 24” wide for 6”, 8”, 9”, 10”, and 12”. Yellow is standard, but red, lime green, and orange are available.

• White reflective band standard on lime green and orange.