When Mack Trucks reaffirmed it was committed to remaining in Lehigh Valley, PA, it embarked on a $71 million investment project to upgrade and expand its existing plant. With a corporation as large as Mack Trucks, key stakeholders had no shortage of ideas on how to modernize the facility and improve operations. By involving Bohler Engineering early in project discussions, our team helped build stakeholder consensus, overcome development challenges, and design a masterplan to address plant inefficiencies.
Mack Trucks’ Lehigh Valley Operations recently completed Phase 1, an 84,000 SF expansion on the 140-acre site in Lower Macungie, PA. The project consisted of three additions to the existing building, a new audit building and expanded facilities for truck parking and loading. Bohler provided master planning, civil engineering, permitting and landscape architecture design for the project.
With inefficient site circulation and the need for additional truck parking, the plant’s existing design limited Mack Truck’s ability to operate at the level they needed. Bohler joined the project team early in the master planning process, giving us the opportunity to hear from stakeholders and understand their overall objectives before starting design.
Together with project architect Ware Malcolmb and Blue Rock Construction, Bohler partnered with Mack Trucks to prioritize improvements and optimize their development budget. With early engagement in the development process, our team created a master plan that strategized and accounted for future improvements to the site, minimizing the potential for duplicate efforts down the road.
Bohler simplified the stormwater management system, saving time and money. We redesigned loading dock layout as well as truck parking and circulation, improving Mack Trucks’ distribution operations. The project even enabled the company to meet production deadlines for a new product.
Bohler’s creative solutions to Mack Trucks’ challenges resulted in smoother plant operations, from truck parking to assembly lines, and our team completed it all within a shorter than average turnaround time. According to Project Manager George Hartman, “The key to [our success] was the existing relationships that we had with the stakeholders during those early meetings and throughout the project.”