Analysis of the top 9 misunderstandings about forklift lithium-ion batteries
Is Lithium-ION expensive? Is it safe? Does it provide the power your business needs from their material handling equipment? Find out all this and more.
Interest in and use of lithium-ion batteries in industrial trucks is growing. There are many advantages to this revolutionary technology, most notably its fast charging and ability to charge "on the go" rather than "charge to full" all at once.
However, there remains widespread confusion and misunderstanding about battery technology and its suitability for material handling applications.
Visit our Forklift Lithium Battery website or read on for what BSL Battery - Industrial technical experts have to say about some misconceptions.
1. We do a lot of heavy lifting that electric machines can't handle.
With modern battery-operated equipment, lifting capacity is not an issue. If the capacity plate rating is the same as the equivalent internal combustion engine (ICE) model, the ability to lift heavier loads is also the same. For example, Hyster®’s updated J2.5-3.0XNL trucks are designed to match hydrostatic IC trucks. Also, remember that while lifting uses a lot of energy, electric forklifts are more energy efficient than IC forklifts, so the only real potential drawback is the machine's ability to store and use that energy. This means the end user must consider whether there are sufficient opportunities to recharge the battery throughout the day.
This video provides an in-depth look at how lithium-ion technology works and how Hyster® can replace multiple lead-acid batteries depending on truck power requirements while increasing productivity!
2. You can get all the benefits by replacing your lead-acid batteries with lithium-ion batteries.
Of course, aftermarket lithium-ion batteries are a huge improvement over lead-acid batteries, but to enjoy the real benefits, you should consider a forklift factory-approved OEM lithium-ion battery manufacturer, which has inherent advantages.
For example, the integrated battery has CANbus connectivity, which means the truck's factory BDI still works accurately. The OEM technician can connect to the battery and diagnose any issues through the truck software, eliminating the need to call a 3rd party provider. In addition, BSL Battery is a major lithium battery supplier in China. It serves Toyota Material Handling, Combilift Forklift, Clark Forklift, Xilin Forklift and Raniero Forklift.
When considering a swap solution (lead-acid batteries replacing equivalent lithium-ion batteries), users must determine whether their application allows sufficient time to charge the batteries. They also need to consider additional energy infrastructure costs, such as cables and sockets capable of handling higher power consumption. In addition, they need to install new power points closer to work areas or break rooms to avoid unnecessary trips to existing lead-acid charging room distances.
3. Lithium-ion batteries are very expensive.
It’s imperative to think about long-term costs. Although lithium-ion batteries have a higher initial purchase price than lead-acid batteries, their cost per cycle is lower due to their longer lifespan, making them the most cost-effective solution in the long run.
BSLBATT's lithium-ion batteries, in particular, have extremely low internal resistance and the most efficient technology, which means less grid energy is wasted and saves 30% (charging and CO2 emissions) compared to lead-acid batteries.
Therefore, in the long run, with the decline of lithium carbonate, now comparing the prices of lithium-ion batteries and lead-acid batteries, purchasing a lithium battery with the same capacity only costs 1.5 times that of a lead-acid battery. Lithium batteries are cheaper in the long run.
4. We need to replace our entire lead-acid fleet with lithium-ion machines.
Of course, it often makes sense to replace the entire fleet so that operators don't have to switch between different charging regimes and operating procedures. It also makes sense for the aging fleet, which has decided to retire all existing machines and "start over."
Replacement is also recommended when a business has an incentive to replace. This could be a commitment to reduce overall CO2 emissions or a desire to eliminate hazardous battery replacement or reduce ongoing maintenance requirements.
However, if the utilization of certain trucks is not sufficient to warrant lithium-ion batteries, a mixed fleet is possible and we have helped many customers with phased rollouts. If you operate a mixed fleet, you need to know that lead-acid and lithium-ion batteries often require different chargers, so charging areas may need to be marked and instructions provided to staff.
5. Our power supply must be upgraded.
Yes, lithium-ion battery chargers have higher output, which means they require higher input current than lead-acid chargers. However, BSL Battery - Industrial offers a variety of battery/charger combinations based on utilization, application intensity, and available charging window. At the same time, to reduce customers' charger investment, we have communicated with the world-renowned SPE, Fronius, and Delta-Q, which means that customers do not need to purchase additional chargers when switching to BSLBATT lithium batteries using chargers from these three brands. Charger!
If you have any questions, comments or concerns about lithium forklift battery packs and want to get the right information for yourself, the knowledgeable experts at BSL Battery - Industrial will be happy to help. Please call us anytime during normal business hours at +86-752-2819-469 or email inquiry@bsl-battery.com anytime.
Companies in every sector are converting assets from fossil fuel to electric power in their push to reach net-zero energy targets and to reduce costs along the way, but to truly accelerate those efforts, they also need to improve electric energy efficiency, according to a study from technology consulting firm ABI Research.
In fact, boosting that efficiency could contribute fully 25% of the emissions reductions needed to reach net zero. And the pursuit of that goal will drive aggregated global investments in energy efficiency technologies to grow from $106 Billion in 2024 to $153 Billion in 2030, ABI said today in a report titled “The Role of Energy Efficiency in Reaching Net Zero Targets for Enterprises and Industries.”
ABI’s report divided the range of energy-efficiency-enhancing technologies and equipment into three industrial categories:
Commercial Buildings – Network Lighting Control (NLC) and occupancy sensing for automated lighting and heating; Artificial Intelligence (AI)-based energy management; heat-pumps and energy-efficient HVAC equipment; insulation technologies
Manufacturing Plants – Energy digital twins, factory automation, manufacturing process design and optimization software (PLM, MES, simulation); Electric Arc Furnaces (EAFs); energy efficient electric motors (compressors, fans, pumps)
“Both the International Energy Agency (IEA) and the United Nations Climate Change Conference (COP) continue to insist on the importance of energy efficiency,” Dominique Bonte, VP of End Markets and Verticals at ABI Research, said in a release. “At COP 29 in Dubai, it was agreed to commit to collectively double the global average annual rate of energy efficiency improvements from around 2% to over 4% every year until 2030, following recommendations from the IEA. This complements the EU’s Energy Efficiency First (EE1) Framework and the U.S. 2022 Inflation Reduction Act in which US$86 billion was earmarked for energy efficiency actions.”
Economic activity in the logistics industry expanded in November, continuing a steady growth pattern that began earlier this year and signaling a return to seasonality after several years of fluctuating conditions, according to the latest Logistics Managers’ Index report (LMI), released today.
The November LMI registered 58.4, down slightly from October’s reading of 58.9, which was the highest level in two years. The LMI is a monthly gauge of business conditions across warehousing and logistics markets; a reading above 50 indicates growth and a reading below 50 indicates contraction.
“The overall index has been very consistent in the past three months, with readings of 58.6, 58.9, and 58.4,” LMI analyst Zac Rogers, associate professor of supply chain management at Colorado State University, wrote in the November LMI report. “This plateau is slightly higher than a similar plateau of consistency earlier in the year when May to August saw four readings between 55.3 and 56.4. Seasonally speaking, it is consistent that this later year run of readings would be the highest all year.”
Separately, Rogers said the end-of-year growth reflects the return to a healthy holiday peak, which started when inventory levels expanded in late summer and early fall as retailers began stocking up to meet consumer demand. Pandemic-driven shifts in consumer buying behavior, inflation, and economic uncertainty contributed to volatile peak season conditions over the past four years, with the LMI swinging from record-high growth in late 2020 and 2021 to slower growth in 2022 and contraction in 2023.
“The LMI contracted at this time a year ago, so basically [there was] no peak season,” Rogers said, citing inflation as a drag on demand. “To have a normal November … [really] for the first time in five years, justifies what we’ve seen all these companies doing—building up inventory in a sustainable, seasonal way.
“Based on what we’re seeing, a lot of supply chains called it right and were ready for healthy holiday season, so far.”
The LMI has remained in the mid to high 50s range since January—with the exception of April, when the index dipped to 52.9—signaling strong and consistent demand for warehousing and transportation services.
The LMI is a monthly survey of logistics managers from across the country. It tracks industry growth overall and across eight areas: inventory levels and costs; warehousing capacity, utilization, and prices; and transportation capacity, utilization, and prices. The report is released monthly by researchers from Arizona State University, Colorado State University, Rochester Institute of Technology, Rutgers University, and the University of Nevada, Reno, in conjunction with the Council of Supply Chain Management Professionals (CSCMP).
"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.”
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.
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.”
Freight transportation providers and maritime port operators are bracing for rough business impacts if the incoming Trump Administration follows through on its pledge to impose a 25% tariff on Mexico and Canada and an additional 10% tariff on China, analysts say.
Industry contacts say they fear that such heavy fees could prompt importers to “pull forward” a massive surge of goods before the new administration is seated on January 20, and then quickly cut back again once the hefty new fees are instituted, according to a report from TD Cowen.
As a measure of the potential economic impact of that uncertain scenario, transport company stocks were mostly trading down yesterday following Donald Trump’s social media post on Monday night announcing the proposed new policy, TD Cowen said in a note to investors.
But an alternative impact of the tariff jump could be that it doesn’t happen at all, but is merely a threat intended to force other nations to the table to strike new deals on trade, immigration, or drug smuggling. “Trump is perfectly comfortable being a policy paradox and pushing competing policies (and people); this ‘chaos premium’ only increases his leverage in negotiations,” the firm said.
However, if that truly is the new administration’s strategy, it could backfire by sparking a tit-for-tat trade war that includes retaliatory tariffs by other countries on U.S. exports, other analysts said. “The additional tariffs on China that the incoming US administration plans to impose will add to restrictions on China-made products, driving up their prices and fueling an already-under-way surge in efforts to beat the tariffs by importing products before the inauguration,” Andrei Quinn-Barabanov, Senior Director – Supplier Risk Management solutions at Moody’s, said in a statement. “The Mexico and Canada tariffs may be an invitation to negotiations with the U.S. on immigration and other issues. If implemented, they would also be challenging to maintain, because the two nations can threaten the U.S. with significant retaliation and because of a likely pressure from the American business community that would be greatly affected by the costs and supply chain obstacles resulting from the tariffs.”
New tariffs could also damage sensitive supply chains by triggering unintended consequences, according to a report by Matt Lekstutis, Director at Efficio, a global procurement and supply chain procurement consultancy. “While ultimate tariff policy will likely be implemented to achieve specific US re-industrialization and other political objectives, the responses of various nations, companies and trading partners is not easily predicted and companies that even have little or no exposure to Mexico, China or Canada could be impacted. New tariffs may disrupt supply chains dependent on just in time deliveries as they adjust to new trade flows. This could affect all industries dependent on distribution and logistics providers and result in supply shortages,” Lekstutis said.