
Three challenges consistently high on the list for many fleet managers — improving driver safety, mitigating the high cost of fuel, and complying with corporate pressures to reduce fleet’s contribution to the company’s global carbon footprint.
Three challenges consistently high on the list for many fleet managers — improving driver safety, mitigating the high cost of fuel, and complying with corporate pressures to reduce fleet’s contribution to the company’s global carbon footprint.
Most in procurement take the position that fleet’s primary responsibility is to buy assets and services, which annually can range from millions to tens of millions of dollars in expenditures. This amount of corporate spend requires it be managed by someone with superb negotiation skills and proven procurement acumen.
If you don’t stay on top of the latest developments in mobility, battery technology, autonomous vehicles, and telematics, you are subjecting yourself to the whims of senior management who may be making decisions based on the latest trendy news.
Pete Dondlinger is replacing Jim Dondlinger as president of the Auto Truck Group, the upfitter has announced.
If you implement fleet programs that contribute to the achievement of overall company-wide goals, you will get the attention (and praise) of senior management. You must view vehicle acquisition, replacement planning, funding alternatives, and sourcing alliances with manufacturers and suppliers as high-level strategic corporate decisions. Without long-term planning, it is impossible to have a well-managed fleet.
If Harvard had a school of fleet, it would have lots of courses on vehicle selection, advanced lease accounting, depreciation, and maybe even alternative powertrains.
Fleet managers tend to get bogged down in the day-to-day operations and then wonder why they are not connecting with upper management. These fleet managers wrongly assume that effective fleet management is simply managing assets.
What’s the formula for achieving the greatest ROI on your telematics solution? Taking time up front to get the right solution for your needs and ensuring it’s properly implemented.
A great deal of our attendance this year was made up of risk and environmental, health & safety (EH&S) professionals from Fortune 500 companies. I hope that, as time goes by, we'll grow our fleet professional attendance as more and more of you realize that safety is an area where you can truly make a difference and even save lives.
Increasingly, fleet managers find themselves interacting with procurement or purchasing functions. This can lead to confusion and frustration, unless fleet managers understand how to deal with procurement pros.
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