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Employees Using Company Vehicles to Moonlight as Uber Drivers

A growing number of employees have been caught using their company vehicles as a tool to generate supplemental personal income for themselves.The fastest-growing trend in unauthorized usage of company vehicles is working as an Uber or Lyft driver. But using company vehicles to moonlight goes far beyond Uber and Lyft. READ MORE

Drivers Aren’t Users, They’re Customers

Some fleet managers have an adversarial relationship with drivers. These internal customers aren’t your nemesis. In order to develop a service mindset, you need to view work from the customers’ perspectives. Define your functions with the customer in mind. The fleet manager is responsible for creating a fleet culture that values all internal customers, even difficult ones. READ MORE

It is Critical to Get Out of Your Office to Assess Vehicle Usage Issues

Many view fleet management as being a desk job, but it is more than that. When trouble-shooting fleet problems, such as increased costs for a particular user group, it is important to identify the root cause, which often requires on-site visual inspection of fleet assets and how they are being utilized. READ MORE

Why the Fleet Manager Should be the Gatekeeper to Procurement

The strategic procurement process typically involves a multifunctional sourcing team. This cross-functional team often designates a “gatekeeper” responsible for controlling the flow of information to the group. When selecting a fleet supplier, I strongly believe the fleet manager needs to be the gatekeeper. Here are the arguments supporting this assertion. READ MORE

Cost Control is Constrained Without Driver Buy-in

The fundamental requirements of your business necessitates minimum fleet equipment specifications that, as a result, pre-define the expense parameters from both a fixed and operating cost perspective. If you acquire vehicle assets that best fulfill your fleet application, then any supplemental cost reduction will only be based on incremental refinements The best way to achieve additional cost reduction is by modifying driver behavior. READ MORE

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In a 24-year fleet career that began in 1964, Helen Smorgans managed fleets for Johnson & Johnson corporate and 10 other J&J companies. She was co-founder of the NAFA New Jersey chapter and also served on the organization's National Board of Governors.

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Author Bio

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Mike Antich

Editor and Associate Publisher

Mike has covered fleet management and remarketing for more than 20 years and entered the Fleet Hall of Fame in 2010.

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