Forklift Trucks Market by Propulsion Type (Electric, Internal Combustion Engine), Tire Type (Cushion, Pneumatic), Operation, Application, End User Industry - Global Forecast 2025-2032
Description
The Forklift Trucks Market was valued at USD 38.13 billion in 2024 and is projected to grow to USD 40.89 billion in 2025, with a CAGR of 7.29%, reaching USD 66.95 billion by 2032.
A comprehensive orientation that clarifies the current state, strategic imperatives, and decision-making priorities shaping the forklift trucks ecosystem today
The forklift truck landscape is at a strategic inflection point where incremental improvements have converged with systemic shifts in technology, regulation, and customer expectations. This introduction frames the core forces influencing manufacturers, fleet operators, and component suppliers, and it outlines the strategic questions that executives must address to remain competitive. Emerging propulsion technologies, digitalization of fleet operations, and evolving trade policies are combining to reshape procurement criteria, total cost of ownership considerations, and capital deployment timelines.
Moving from descriptive context to analytical focus, this introduction highlights the interplay between operational imperatives-such as uptime, energy efficiency, and safety-and external drivers like supply chain resilience and environmental targets. It establishes the foundation for subsequent sections by clarifying definitions, common use cases, and the market participants that dominate design, integration, and aftersales services. By situating readers in the current state of play, the introduction prepares decision-makers to evaluate scenarios, prioritize investments, and adopt implementation roadmaps that balance near-term operational needs with longer-term strategic transitions.
An in-depth exploration of the structural transformations reshaping the forklift industry driven by electrification, automation, and supply chain realignment
The forklift sector is experiencing transformative shifts driven by technology adoption, regulatory pressure, and customer demand for more sustainable and automated solutions. Battery-electric propulsion has matured beyond proof-of-concept and is now influencing procurement cycles, with lithium-ion battery chemistry enabling faster charging profiles and reduced maintenance complexity compared with lead acid systems. At the same time, telematics and fleet management platforms are moving from optional adjuncts to core capabilities, linking operational metrics to predictive maintenance regimes and utilization-based financing models.
Parallel to electrification and connectivity, automation is changing operational choreography on the warehouse floor and in outdoor material handling yards. Automated guided vehicles and collaborative robotic integrations reduce manual handling risks while enabling consistent throughput under variable demand. Additionally, tire technology and drive train configurations are being optimized for application-specific wear profiles and energy efficiency. Finally, geopolitical developments and localized industrial policy initiatives are prompting manufacturers and fleet operators to reassess sourcing strategies and component footprints to balance cost with continuity of supply.
A focused analysis of how the 2025 United States tariff measures are reshaping sourcing strategies, supplier partnerships, and operational resilience in the forklift sector
Tariff policies enacted in the United States in 2025 have introduced new cost considerations for manufacturers, suppliers, and end users, prompting a re-evaluation of sourcing, inventory strategy, and supplier relationships. These measures have changed the calculus for global supply chains, encouraging greater regionalization of component sourcing and assembly activities to mitigate exposure to import duties. As a result, companies are increasingly weighing nearshoring and dual-sourcing strategies to preserve margin and maintain delivery reliability in the face of tariff volatility.
Beyond immediate cost implications, the tariff environment has accelerated conversations about vertical integration and long-term supplier partnerships. Organizations are now more likely to consider contract structures that share risk, including dual-currency contracts, inventory consignment models, and collaborative forecasting. In addition, procurement teams are exploring product design adjustments that reduce tariffable content through modularization and localization of high-value components. These shifts are reshaping capital expenditure plans and redefining how competitive advantage is achieved in a landscape where trade policy is an active variable rather than a background assumption.
Strategic segmentation analysis revealing how propulsion, tire design, operational mode, end-use industry, and application context dictate product and service differentiation
Segmentation-driven insight is central to understanding how product choices and operating models align with end-user priorities. Based on propulsion type, the market is characterized by a bifurcation between Electric and Internal Combustion Engine platforms, where Electric solutions are further delineated by Lead Acid and Lithium Ion chemistries, and Internal Combustion Engine variants are differentiated into Diesel and Liquefied Petroleum Gas options; this split highlights distinct lifecycle cost profiles and infrastructure requirements that influence buyer preferences. Based on tire type, operators choose between Cushion and Pneumatic configurations, with Pneumatic tires subdivided into Air Pneumatic and Solid Pneumatic options that address differing terrain, puncture risk, and ride comfort considerations and thereby affect maintenance planning and operational uptime.
Based on operation, the market separates into Automated Guided Vehicle and Manual modalities, with Automated Guided Vehicle implementations further differentiated between Laser Guided and Magnetic Guided systems; this operational segmentation drives divergent investments in facility retrofits, fleet orchestration software, and workforce reskilling. Based on end user industry, the forklift landscape spans Construction, Manufacturing, Retail, and Warehousing & Logistics, each demanding unique vehicle specifications, duty cycles, and safety regimes that influence product roadmaps and aftermarket services. Finally, based on application, operators categorize usage into Cold Storage, Indoor, and Outdoor contexts, with temperature control, ingress protection, and traction characteristics guiding engineering decisions and aftermarket offerings. Collectively, these segmentation lenses reveal that successful product and service strategies must be highly targeted, combining technical configuration with tailored commercial models to match the operational realities of distinct customer cohorts.
Regional dynamics and operational realities that determine technology adoption, aftersales strategies, and commercial models across the Americas, EMEA, and Asia-Pacific
Regional dynamics exert a powerful influence on product engineering, distribution networks, and service models across the global forklift industry. In the Americas, customer focus centers on total cost of ownership, uptime reliability, and integration with advanced logistics infrastructures; these priorities incentivize investments in telematics, flexible financing, and broad service footprints. Meanwhile, Europe, Middle East & Africa displays regulatory and environmental heterogeneity that accelerates electrification in some markets while sustaining demand for robust internal combustion solutions in others; compliance with emissions standards and a diverse set of urban logistics challenges shape product variants and aftersales strategies. Asia-Pacific exhibits rapid adoption of automation and high-throughput warehouse models, with dense manufacturing clusters and major e-commerce ecosystems driving customization of fleet automation and battery solutions.
Across these regional groupings, supply chain architecture and policy landscapes differ significantly, which affects lead times, component availability, and capital deployment choices. Infrastructure considerations-such as charging networks, skilled maintenance labor, and local parts ecosystems-further influence which technologies gain traction in each geography. As a consequence, go-to-market plans must be regionally calibrated, prioritizing different value propositions, channel partners, and service commitments to align with the operational and regulatory realities customers face in each area.
Insight into competitive structures where legacy manufacturers, component innovators, and digital service providers converge to redefine value creation and aftermarket engagement
Competitive dynamics in the forklift ecosystem are shaped by a mix of legacy OEMs, specialized component suppliers, and emerging technology providers, creating an environment where collaboration and competition coexist. Established vehicle manufacturers continue to leverage scale in production and global dealer networks to support fleet uptime and warranty commitments, while component specialists in battery technology, telematics, and automation systems are influencing product roadmaps through modular, interoperable solutions. At the same time, smaller innovators focused on niche automation or energy storage technologies are catalyzing rapid capability improvements across the value chain.
The intersection of mechanical engineering, software, and energy management has created new competitive battlegrounds around data-driven services, subscription-based offerings, and outcome-oriented contracts. Partners that can integrate hardware, connectivity, and analytics to deliver measurable operational improvements are increasingly preferred by large end users. Moreover, channel and service models are evolving, with distributors and service providers offering value-added maintenance packages, remote diagnostics, and training programs that reinforce customer retention. Strategic alliances and selective acquisitions are likely to remain common as incumbents seek to close capability gaps and new entrants look for scale and market access.
Actionable strategic steps for executives to accelerate technology adoption, strengthen supply chain resilience, and monetize service-driven value propositions in material handling
Industry leaders must take decisive actions to translate insight into advantage by prioritizing a set of coordinated initiatives that balance near-term performance with long-term transformation. First, companies should accelerate investments in flexible propulsion platforms that allow for modular battery or combustion options to be configured for specific applications, thereby reducing the cost of customization and shortening time-to-deployment. Simultaneously, it is essential to embed telematics and predictive maintenance capabilities into standard offerings to improve uptime and create data-led service revenue streams that strengthen customer stickiness.
Second, supply chain resilience should be elevated as a strategic priority through supplier diversification, regional assembly hubs, and collaborative inventory models that share risk with key partners. Third, leaders should develop clear automation adoption pathways that address workforce transition, safety certification, and facility adaptation, with pilot programs scaled through structured governance. Finally, commercial innovation-such as usage-based contracts, integrated service bundles, and targeted financing solutions-can unlock new customer segments and preserve margin in markets where price competition is intense. By executing these prioritized steps with measurable KPIs, organizations will be better positioned to capture value across changing technology and trade landscapes.
A rigorous mixed-methods approach combining primary interviews, supply chain mapping, secondary validation, and scenario analysis to produce robust, actionable findings
The research methodology combines qualitative and quantitative approaches to ensure robust, triangulated findings that reflect real-world operational conditions and strategic intent. Primary engagement included structured interviews with fleet managers, OEM product leaders, component suppliers, and logistics operators to capture first-hand perspectives on technology adoption, total cost considerations, and procurement behaviors. These insights were complemented by secondary analysis of public policy documents, technical specifications, and industry publications to validate trends and identify regulatory inflection points that impact product design and deployment.
In parallel, the methodology integrated supply chain mapping and capability assessment to understand component flows, lead time sensitivities, and potential bottlenecks. Data triangulation techniques reconciled interview findings with observed adoption patterns and supplier disclosures, while scenario analysis explored implications of tariff changes, energy price fluctuations, and accelerated automation rollouts. Quality controls included cross-validation of source material, iterative review cycles with subject-matter experts, and alignment of definitions to ensure comparability across segments. This mixed-methods approach underpins the report’s practical recommendations and ensures the findings are actionable for decision-makers across manufacturing and operations functions.
A concise synthesis emphasizing the interdependent trends of electrification, automation, and regional policy that define strategic priorities for material handling leaders
In conclusion, the forklift truck sector is navigating a period of sustained change that blends technology evolution with shifting geopolitical and commercial dynamics. Electrification, automation, and connected services are not isolated trends but interdependent shifts that require coordinated responses across product engineering, sales models, and service delivery. The tariff environment and regional infrastructural differences add layers of complexity that must be managed through strategic sourcing and localized go-to-market approaches. Leaders who align organizational capabilities with these multi-dimensional pressures will be poised to convert disruption into competitive advantage.
The overarching imperative is clear: companies must act with deliberate speed to modernize fleets, secure resilient supply chains, and monetize data-driven services while ensuring that workforce transition and safety remain central to implementation plans. By adopting a phased, KPI-driven transformation agenda and engaging in collaborative partnerships, stakeholders can meet immediate operational needs while building the institutional capabilities required for the next era of material handling.
Please Note: PDF & Excel + Online Access - 1 Year
A comprehensive orientation that clarifies the current state, strategic imperatives, and decision-making priorities shaping the forklift trucks ecosystem today
The forklift truck landscape is at a strategic inflection point where incremental improvements have converged with systemic shifts in technology, regulation, and customer expectations. This introduction frames the core forces influencing manufacturers, fleet operators, and component suppliers, and it outlines the strategic questions that executives must address to remain competitive. Emerging propulsion technologies, digitalization of fleet operations, and evolving trade policies are combining to reshape procurement criteria, total cost of ownership considerations, and capital deployment timelines.
Moving from descriptive context to analytical focus, this introduction highlights the interplay between operational imperatives-such as uptime, energy efficiency, and safety-and external drivers like supply chain resilience and environmental targets. It establishes the foundation for subsequent sections by clarifying definitions, common use cases, and the market participants that dominate design, integration, and aftersales services. By situating readers in the current state of play, the introduction prepares decision-makers to evaluate scenarios, prioritize investments, and adopt implementation roadmaps that balance near-term operational needs with longer-term strategic transitions.
An in-depth exploration of the structural transformations reshaping the forklift industry driven by electrification, automation, and supply chain realignment
The forklift sector is experiencing transformative shifts driven by technology adoption, regulatory pressure, and customer demand for more sustainable and automated solutions. Battery-electric propulsion has matured beyond proof-of-concept and is now influencing procurement cycles, with lithium-ion battery chemistry enabling faster charging profiles and reduced maintenance complexity compared with lead acid systems. At the same time, telematics and fleet management platforms are moving from optional adjuncts to core capabilities, linking operational metrics to predictive maintenance regimes and utilization-based financing models.
Parallel to electrification and connectivity, automation is changing operational choreography on the warehouse floor and in outdoor material handling yards. Automated guided vehicles and collaborative robotic integrations reduce manual handling risks while enabling consistent throughput under variable demand. Additionally, tire technology and drive train configurations are being optimized for application-specific wear profiles and energy efficiency. Finally, geopolitical developments and localized industrial policy initiatives are prompting manufacturers and fleet operators to reassess sourcing strategies and component footprints to balance cost with continuity of supply.
A focused analysis of how the 2025 United States tariff measures are reshaping sourcing strategies, supplier partnerships, and operational resilience in the forklift sector
Tariff policies enacted in the United States in 2025 have introduced new cost considerations for manufacturers, suppliers, and end users, prompting a re-evaluation of sourcing, inventory strategy, and supplier relationships. These measures have changed the calculus for global supply chains, encouraging greater regionalization of component sourcing and assembly activities to mitigate exposure to import duties. As a result, companies are increasingly weighing nearshoring and dual-sourcing strategies to preserve margin and maintain delivery reliability in the face of tariff volatility.
Beyond immediate cost implications, the tariff environment has accelerated conversations about vertical integration and long-term supplier partnerships. Organizations are now more likely to consider contract structures that share risk, including dual-currency contracts, inventory consignment models, and collaborative forecasting. In addition, procurement teams are exploring product design adjustments that reduce tariffable content through modularization and localization of high-value components. These shifts are reshaping capital expenditure plans and redefining how competitive advantage is achieved in a landscape where trade policy is an active variable rather than a background assumption.
Strategic segmentation analysis revealing how propulsion, tire design, operational mode, end-use industry, and application context dictate product and service differentiation
Segmentation-driven insight is central to understanding how product choices and operating models align with end-user priorities. Based on propulsion type, the market is characterized by a bifurcation between Electric and Internal Combustion Engine platforms, where Electric solutions are further delineated by Lead Acid and Lithium Ion chemistries, and Internal Combustion Engine variants are differentiated into Diesel and Liquefied Petroleum Gas options; this split highlights distinct lifecycle cost profiles and infrastructure requirements that influence buyer preferences. Based on tire type, operators choose between Cushion and Pneumatic configurations, with Pneumatic tires subdivided into Air Pneumatic and Solid Pneumatic options that address differing terrain, puncture risk, and ride comfort considerations and thereby affect maintenance planning and operational uptime.
Based on operation, the market separates into Automated Guided Vehicle and Manual modalities, with Automated Guided Vehicle implementations further differentiated between Laser Guided and Magnetic Guided systems; this operational segmentation drives divergent investments in facility retrofits, fleet orchestration software, and workforce reskilling. Based on end user industry, the forklift landscape spans Construction, Manufacturing, Retail, and Warehousing & Logistics, each demanding unique vehicle specifications, duty cycles, and safety regimes that influence product roadmaps and aftermarket services. Finally, based on application, operators categorize usage into Cold Storage, Indoor, and Outdoor contexts, with temperature control, ingress protection, and traction characteristics guiding engineering decisions and aftermarket offerings. Collectively, these segmentation lenses reveal that successful product and service strategies must be highly targeted, combining technical configuration with tailored commercial models to match the operational realities of distinct customer cohorts.
Regional dynamics and operational realities that determine technology adoption, aftersales strategies, and commercial models across the Americas, EMEA, and Asia-Pacific
Regional dynamics exert a powerful influence on product engineering, distribution networks, and service models across the global forklift industry. In the Americas, customer focus centers on total cost of ownership, uptime reliability, and integration with advanced logistics infrastructures; these priorities incentivize investments in telematics, flexible financing, and broad service footprints. Meanwhile, Europe, Middle East & Africa displays regulatory and environmental heterogeneity that accelerates electrification in some markets while sustaining demand for robust internal combustion solutions in others; compliance with emissions standards and a diverse set of urban logistics challenges shape product variants and aftersales strategies. Asia-Pacific exhibits rapid adoption of automation and high-throughput warehouse models, with dense manufacturing clusters and major e-commerce ecosystems driving customization of fleet automation and battery solutions.
Across these regional groupings, supply chain architecture and policy landscapes differ significantly, which affects lead times, component availability, and capital deployment choices. Infrastructure considerations-such as charging networks, skilled maintenance labor, and local parts ecosystems-further influence which technologies gain traction in each geography. As a consequence, go-to-market plans must be regionally calibrated, prioritizing different value propositions, channel partners, and service commitments to align with the operational and regulatory realities customers face in each area.
Insight into competitive structures where legacy manufacturers, component innovators, and digital service providers converge to redefine value creation and aftermarket engagement
Competitive dynamics in the forklift ecosystem are shaped by a mix of legacy OEMs, specialized component suppliers, and emerging technology providers, creating an environment where collaboration and competition coexist. Established vehicle manufacturers continue to leverage scale in production and global dealer networks to support fleet uptime and warranty commitments, while component specialists in battery technology, telematics, and automation systems are influencing product roadmaps through modular, interoperable solutions. At the same time, smaller innovators focused on niche automation or energy storage technologies are catalyzing rapid capability improvements across the value chain.
The intersection of mechanical engineering, software, and energy management has created new competitive battlegrounds around data-driven services, subscription-based offerings, and outcome-oriented contracts. Partners that can integrate hardware, connectivity, and analytics to deliver measurable operational improvements are increasingly preferred by large end users. Moreover, channel and service models are evolving, with distributors and service providers offering value-added maintenance packages, remote diagnostics, and training programs that reinforce customer retention. Strategic alliances and selective acquisitions are likely to remain common as incumbents seek to close capability gaps and new entrants look for scale and market access.
Actionable strategic steps for executives to accelerate technology adoption, strengthen supply chain resilience, and monetize service-driven value propositions in material handling
Industry leaders must take decisive actions to translate insight into advantage by prioritizing a set of coordinated initiatives that balance near-term performance with long-term transformation. First, companies should accelerate investments in flexible propulsion platforms that allow for modular battery or combustion options to be configured for specific applications, thereby reducing the cost of customization and shortening time-to-deployment. Simultaneously, it is essential to embed telematics and predictive maintenance capabilities into standard offerings to improve uptime and create data-led service revenue streams that strengthen customer stickiness.
Second, supply chain resilience should be elevated as a strategic priority through supplier diversification, regional assembly hubs, and collaborative inventory models that share risk with key partners. Third, leaders should develop clear automation adoption pathways that address workforce transition, safety certification, and facility adaptation, with pilot programs scaled through structured governance. Finally, commercial innovation-such as usage-based contracts, integrated service bundles, and targeted financing solutions-can unlock new customer segments and preserve margin in markets where price competition is intense. By executing these prioritized steps with measurable KPIs, organizations will be better positioned to capture value across changing technology and trade landscapes.
A rigorous mixed-methods approach combining primary interviews, supply chain mapping, secondary validation, and scenario analysis to produce robust, actionable findings
The research methodology combines qualitative and quantitative approaches to ensure robust, triangulated findings that reflect real-world operational conditions and strategic intent. Primary engagement included structured interviews with fleet managers, OEM product leaders, component suppliers, and logistics operators to capture first-hand perspectives on technology adoption, total cost considerations, and procurement behaviors. These insights were complemented by secondary analysis of public policy documents, technical specifications, and industry publications to validate trends and identify regulatory inflection points that impact product design and deployment.
In parallel, the methodology integrated supply chain mapping and capability assessment to understand component flows, lead time sensitivities, and potential bottlenecks. Data triangulation techniques reconciled interview findings with observed adoption patterns and supplier disclosures, while scenario analysis explored implications of tariff changes, energy price fluctuations, and accelerated automation rollouts. Quality controls included cross-validation of source material, iterative review cycles with subject-matter experts, and alignment of definitions to ensure comparability across segments. This mixed-methods approach underpins the report’s practical recommendations and ensures the findings are actionable for decision-makers across manufacturing and operations functions.
A concise synthesis emphasizing the interdependent trends of electrification, automation, and regional policy that define strategic priorities for material handling leaders
In conclusion, the forklift truck sector is navigating a period of sustained change that blends technology evolution with shifting geopolitical and commercial dynamics. Electrification, automation, and connected services are not isolated trends but interdependent shifts that require coordinated responses across product engineering, sales models, and service delivery. The tariff environment and regional infrastructural differences add layers of complexity that must be managed through strategic sourcing and localized go-to-market approaches. Leaders who align organizational capabilities with these multi-dimensional pressures will be poised to convert disruption into competitive advantage.
The overarching imperative is clear: companies must act with deliberate speed to modernize fleets, secure resilient supply chains, and monetize data-driven services while ensuring that workforce transition and safety remain central to implementation plans. By adopting a phased, KPI-driven transformation agenda and engaging in collaborative partnerships, stakeholders can meet immediate operational needs while building the institutional capabilities required for the next era of material handling.
Please Note: PDF & Excel + Online Access - 1 Year
Table of Contents
189 Pages
- 1. Preface
- 1.1. Objectives of the Study
- 1.2. Market Segmentation & Coverage
- 1.3. Years Considered for the Study
- 1.4. Currency
- 1.5. Language
- 1.6. Stakeholders
- 2. Research Methodology
- 3. Executive Summary
- 4. Market Overview
- 5. Market Insights
- 5.1. Integration of autonomous navigation systems with AI-based obstacle detection for improved warehouse forklift operations
- 5.2. Rising adoption of electric counterbalance forklifts featuring advanced lithium-ion battery technologies
- 5.3. Deployment of remote monitoring telematics platforms to optimize forklift maintenance scheduling
- 5.4. Growing focus on ergonomic cabin designs with vibration reduction for enhanced operator safety
- 5.5. Increased use of collaborative robots with forklift stacking applications in crowded distribution centers
- 5.6. Expansion of ultra-low-emission fuel cell forklifts powered by hydrogen in clean manufacturing initiatives
- 5.7. Implementation of digital twin simulations to predict forklift performance and workflow bottlenecks
- 6. Cumulative Impact of United States Tariffs 2025
- 7. Cumulative Impact of Artificial Intelligence 2025
- 8. Forklift Trucks Market, by Propulsion Type
- 8.1. Electric
- 8.1.1. Lead Acid
- 8.1.2. Lithium Ion
- 8.2. Internal Combustion Engine
- 8.2.1. Diesel
- 8.2.2. Liquefied Petroleum Gas
- 9. Forklift Trucks Market, by Tire Type
- 9.1. Cushion
- 9.2. Pneumatic
- 9.2.1. Air Pneumatic
- 9.2.2. Solid Pneumatic
- 10. Forklift Trucks Market, by Operation
- 10.1. Automated Guided Vehicle
- 10.1.1. Laser Guided
- 10.1.2. Magnetic Guided
- 10.2. Manual
- 11. Forklift Trucks Market, by Application
- 11.1. Cold Storage
- 11.2. Indoor
- 11.3. Outdoor
- 12. Forklift Trucks Market, by End User Industry
- 12.1. Construction
- 12.2. Manufacturing
- 12.3. Retail
- 12.4. Warehousing & Logistics
- 13. Forklift Trucks Market, by Region
- 13.1. Americas
- 13.1.1. North America
- 13.1.2. Latin America
- 13.2. Europe, Middle East & Africa
- 13.2.1. Europe
- 13.2.2. Middle East
- 13.2.3. Africa
- 13.3. Asia-Pacific
- 14. Forklift Trucks Market, by Group
- 14.1. ASEAN
- 14.2. GCC
- 14.3. European Union
- 14.4. BRICS
- 14.5. G7
- 14.6. NATO
- 15. Forklift Trucks Market, by Country
- 15.1. United States
- 15.2. Canada
- 15.3. Mexico
- 15.4. Brazil
- 15.5. United Kingdom
- 15.6. Germany
- 15.7. France
- 15.8. Russia
- 15.9. Italy
- 15.10. Spain
- 15.11. China
- 15.12. India
- 15.13. Japan
- 15.14. Australia
- 15.15. South Korea
- 16. Competitive Landscape
- 16.1. Market Share Analysis, 2024
- 16.2. FPNV Positioning Matrix, 2024
- 16.3. Competitive Analysis
- 16.3.1. Toyota Industries Corporation
- 16.3.2. Kion Group AG
- 16.3.3. Jungheinrich AG
- 16.3.4. Mitsubishi Logisnext Co., Ltd.
- 16.3.5. Crown Equipment Corporation
- 16.3.6. Komatsu Ltd.
- 16.3.7. Anhui Heli Co., Ltd.
- 16.3.8. Doosan Industrial Vehicle Co., Ltd.
- 16.3.9. Hyster-Yale Materials Handling, Inc.
- 16.3.10. Clark Material Handling Company
- 16.3.11. Linde Material Handling GmbH
- 16.3.12. Toyota Material Handling
- 16.3.13. Nissan Motor Co., Ltd.
- 16.3.14. Manitou BF S.A.
- 16.3.15. Combilift Ltd.
- 16.3.16. Hangcha Group Co., Ltd.
- 16.3.17. Lonking Forklift Co., Ltd.
- 16.3.18. Hyundai Heavy Industries Co., Ltd.
- 16.3.19. EP Equipment Co., Ltd.
- 16.3.20. Godrej & Boyce Mfg. Co. Ltd.
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