Ed Bobit's Publisher's Page

Our society cannot have it both ways: to maintain a conformist and ignoble system and to have skillful and spirited men to man the system with.-Paul Goodman

When we see men of worth, we should think of equaling them; when we see men of a contrary character, we should turn inwards and examine ourselves.-Confucius

It takes a wise man to recognize a wise man.-Xenophanes

The function of fleet control has been a question of debate ever since the early days of car fleet recognition. Just how important that control is to the organization operating the vehicles and how much expertise and individual shows in that function also stimulates controversy, at the management level, as well as among peers. We are all too familiar with the less than supportive asides that are privately voiced about fleet people working in this vital area of responsibility.

Recently, the overall topic was brought to a head when an old friend, Les Landau (now running the NAFA Foundation), was in our offices and asked what efforts could upgrade the fleet function to the corporate offices of management. I was ready with an answer that should be shared with you.

My initial response centered on the suggestion that Don Gorman (Leaseway) has been making for years - let's start by calling the person in that fleet function a fleet manager, not an administrator. Most would agree that while a small percentage of individuals in this function remain "clerks," the majority are charged with heavy burden of cost-effective acquisition, utilization, and disposal of real capital investments in the professional performance of their duties. With nearly 15,000 separate fleets comprised of 25 or more cars, even the part-time responsibilities of the fleet function demand intelligent, managerial decision-making and supervision within the organization operating the fleet.

Les knows very well that the relatively new certification program for fleet managers (less than 200 have registered during the first year, and many of those are lessor/supplier people) is an obvious method to properly upgrade the interested professional. The annual NAFA meeting itself the opportunity to increase knowledge even though most of the agenda is designed for the newer members. So what else can be done to spotlight this vital fleet function?

My thoughts, shared with Les, centered on a planned national corporate "awareness" program: engender industry support since it will ultimately be beneficial to all, and develop a series of media presentations to expose top corporate management to the simple truths surrounding the fleet function. An able public relations firm could create actual reports for the national news and business press, e.g., Fortune, Business Week, Wall Street Jorunal, etc. The "story line," couched in words and phrases that the president, chairman of the board, financial vice president, treasurer, and others would comprehend and find most readable, would relate directly to investment and costs pertaining to the fleet vehicles and their supervision.

Some of our knowledgeable industry authorities could participate in many of the advanced corporate management seminars at various universities or address directors in the board room. I'm sure that lessors represent themselves in this manner to management currently.

The American Trucking Association (ATA) has the ATA Foundation, sustained by supplier members, which has had consistent ads, in these type of media channels illustrating the total value of trucking in our everyday economy. It's true we cannot function today without trucking; similarly, the corporate fleet cannot operate today in an efficient manner without a professional fleet manager.

There may be a better method. If there is, I'm sure you'll drop me a note or call me. Whatever effort is undertaken, it is high time that we elevate today's fleet administrator to an integral part of the corporation as a manager.