Driven by History
Supporting tractors for decades, even when manufacturers stop.
1962-1967: Harlan Takes Shape
In 1962, Jim Kaplan founded Harlan Corporation to rent and rebuild lift trucks. While repairing them, he studied why components failed and discovered that replacements for the most failure-prone parts were unavailable. Taking matters into his own hands, he redesigned the parts, developed new sources and purchased components to repair his customers’ trucks. He even brought his improved designs to the lift truck manufacturer, which was initially uninterested but later adopted them. This drive to re-engineer components, improving reliability and reducing costs, remains at the heart of Harlan’s operations today.
Jim was soon selling parts worldwide and forming lifelong friendships with customers and suppliers in over 70 countries. Over the next 35 years, these supplier relationships became one of Harlan’s greatest strengths, supporting rapid growth in improved forklift parts for a global market.
By 1967, Harlan had outgrown its early operations and established roots in a 280,000-square-foot facility, which continues to serve as our headquarters today.
1968: Pioneering Towing Tractors
In 1968, a customer in Venezuela asked Harlan to produce towing tractors. Rising to the challenge, Jim purchased a Clark Model E tractor and re-engineered it using Harlan’s surplus parts. The result was Harlan’s first purpose-built tow tractors, the HT Classic and Cargo Master.
The first 25 units were designed and produced in just two months, with only the frame requiring new development before final assembly. These early models quickly earned a reputation for reliability and ease of maintenance, setting the standard for Harlan’s engineering philosophy for decades to come.
Harlan’s entrepreneurial spirit drove this rapid innovation. Projects that larger companies might deliberate over for months were accomplished overnight through Jim’s direct involvement. The company became a hub of energy, ingenuity and growth, traits that continue to define Harlan Global today.
1970s-1980s: Innovation and Expansion
Harlan was an early adopter of computer technology, implementing a computer-based perpetual inventory control system by the early 1970s. By the early 1980s, the company recognized that it had outgrown its informal roots. To maintain growth, Harlan needed a more defined structure to enable effective delegation.
During this period, Harlan successfully bid on government contracts, beginning deliveries in 1984. These contracts contributed to a decade of production expansion, increasing output from 10 tractors per month to 90 tractors per month through government, aviation, and other commercial business. Harlan’s future was bright, fueled by innovation, quality, and an entrepreneurial drive.
1989-1993: Transition Period
In 1989, Jamie Kaplan, Jim’s son and founder of Harlan Automotive Parts, joined Harlan as President when Jim suffered a brief illness. Jamie began by modernizing the company’s systems, improving efficiency and laying the foundation for future growth.
In 1991, Harlan adopted a strategy to become an OEM parts supplier for material handling and agricultural equipment, moving away from the will-fit parts business, much of which had focused on Clark forklifts. The shift proved highly successful, and longtime competitor Clark Equipment became one of Harlan’s largest customers. Harlan’s operations were organized into two business units: the OEM Parts Division and the Tractor Division.
In 1993, Jamie launched the TransCon low profile tractor, backed by a global marketing effort that expanded worldwide sales. Designed around proven, reliable components, including the engine, transmission, drive axle, steering gear and steer axle, it set a new benchmark for driver comfort and equipment reliability. Today, the TransCon remains one of Harlan’s highest-volume products.
During this period, Harlan also began developing a supplier base in China to improve cost competitiveness and sourcing. After years of collaboration, a partner company was established to operate independently, continuing to serve as a trusted supplier network. The quality achieved through these long-term relationships helped strengthen Harlan’s global supply chain.
1995-1997: Breakout Period
By 1995, Harlan’s rapid growth had overwhelmed its infrastructure. Deliveries were late, inventories were bloated and product quality lagged behind the company’s high standards. Jim and Jamie Kaplan faced a pivotal decision: shrink the business to keep it manageable, or bring in outside expertise to build the infrastructure needed for continued growth.
The executive team focused on two areas. Jim, as Chairman, concentrated on OEM development, cost reduction and new product initiatives. Jamie, as President, led strategy, marketing, business process development and day-to-day operations.
Over the next three years, Harlan made significant improvements:
- Quality: A new part and supplier development process reduced post-assembly defects by 98% and warranty costs by 96%.
- Engineering and production: Tractor design was stabilized, synchronous flow production was introduced, and bill of materials and routing accuracy rose above 90%.
- Planning: Master production scheduling, forecasting and MRP systems were put in place to control material flow, eliminate parts shortages and reduce inventory.
During this period, Harlan launched two new products: the Hybrid Diesel/Electric Tractor and the All-Purpose Vehicle. Using Pro/ENGINEER 3D design software, Harlan minimized design errors, reduced lead times and eliminated prototype rework, delivering quality products on time.
The company also developed a cost accounting system, rolled out in late 1997, that provided the foundation for financial reporting, performance management and product pricing. It enabled the publication of audited results, improving access to capital for further growth.
1998-1999: Quality and Clean Power
Entering the 21st century, Harlan achieved ISO 9001 certification, making its products more consistent and reliable. The company’s design team introduced the environmentally friendly HLE electric tractor, with an AC motor, minimal maintenance requirements and extended battery life.
Continuing its environmental focus, Harlan also developed a tractor powered by the Ford ESG-642 engine, a low-emission engine meeting EPA standards.
In 1999, Harlan implemented a company-wide network, including global email, an intranet, internet access and outbound fax. This improved communication with employees, suppliers and customers worldwide, allowing faster, lower-cost sharing of drawings, quotations and sales information.
2000-2010: Innovation and Expansion
Between 2000 and 2010, innovation remained central to Harlan. Advanced machining and design centers allowed the company to produce OEM parts compatible with nearly every GSE make, alongside a growing fleet of internal combustion, hybrid and electric tow tractors engineered for performance and reliability.
Harlan embraced lithium-ion battery technology, pioneering more efficient, sustainable power solutions for next-generation ground support equipment and strengthening its reputation for forward-thinking design.
2020-Present: Harlan Today
Despite global economic challenges, Harlan continued to innovate, introducing the Service Utility Vehicle (SUV) with an optional scissor lift for ground operations. The company also designed an autonomous cargo platform and launched the electric hitch, a safety-focused engineering breakthrough.
Committed to sustainability, Harlan developed the E-Conversion kit, enabling existing fleets to switch to electric power and extend the life of their GSE. Today, Harlan exports to more than 106 countries, continuing its mission to deliver reliable, innovative solutions worldwide.