15 Nominees Vie for AF's 2008 Fleet Manager of the Year
Belding leads a team responsible for fleet administration and fleet safety. She has embraced changes to her organization and the fleet industry in her 15 years. In the last 10 years, she has turned a 250-vehicle, closed-end leased, fully-insured fleet into a 2,900-vehicle, open-end leased, self-insured fleet. Most recently, an RFP to consolidate leasing from two fleet management companies to one resulted in a projected 4-percent reduction in fleet expense for the 2009 fiscal year. Despite an 8-percent increase in the number of miles driven since 2005, fleet has reduced accidents per million miles by 9 percent. Moving forward, Belding and her team are looking for more fuel-efficient vehicles to meet their business needs, as well as increased job safety for drivers. Belding is also passionate about ensuring that Forest’s fleet uses industry best practices.
In addition to handling all fleet responsibilities in North America, Bibbo is responsible for Employee Services, a human resources 800-line and Web portal. Since August 2006, she has revised and tightened fleet policy, renegotiated pricing with the company’s leasing company and auto manufacturers — realizing savings of more than $300,000 per year — handled an expansion of 700 new sales reps in early 2007, pre-ordered and assigned vehicles to ensure 80 percent of new hires were in their first-choice vehicles within a week of their start date and 15 percent in their second choice, published two editions of a new fleet newsletter, established a "green fleet" goal of reducing the company’s carbon footprint by 5 percent per year for the next five years, and calculated the company’s baseline footprint, taking the first steps toward this goal with the 2008 model-year selector. For 2008, she will implement a new safety program and cost savings initiatives, and will expand the fleet by another 200-300 vehicles. Bibbo will also assume NAFA duties as chair of the FleetEd Committee.
As head of the fleet management department created in July 2006, Bieger has been charged with consolidating four separate and distinct ADP fleets of more than 3,200 vehicles into one cohesive and managed program. To do so, he staffed and trained the five-person department. In the past year, Bieger has created a uniform fleet policy, launched a safety training program, implemented annual MVR checks, created codified selectors (minimizing net depreciation costs 20- to 25-percent lower than peer average), and consolidated administrative operations to the New Jersey home office from 28 regional offices across the country. These efforts resulted in a 24-percent reduction in overall operating costs. Additionally, Bieger has formed and led a 10-member team from eight countries and launched an RFI/RFP tender for a pan-European fleet solution. One ADP fleet alone saw more than $2 million in savings from the previous year, while increasing driver’s program satisfaction levels to more than 85 percent.
Coyte is global fleet manager for Johnson Controls, Inc., an automotive systems and facility management control company. She oversees fleet operations in more than 20 countries, managing more than 14,000 vehicles. In this role, she oversees the strategic direction, coordination, and implementation and management of fleet activities throughout North and South America, and Europe. Before joining fleet 13 years ago, Coyte began her career with Johnson Controls in 1978, holding various positions in audit, legal, and human resources. She is a NAFA member, currently serving as Michigan chapter secretary. Coyte also serves on the GM Commercial Sounding Board and LeasePlan’s Future Directions (U.S.) and Global Advisory boards.
Prior to joining Pioneer Hi-Bred International, Inc., Eggerss started his fleet management career as a fleet clerk with Preferred Risk Insurance Company, where he later worked his way up to fleet administrator. Before leaving the company in March 1997, the fleet operated approximately 250 vehicles. As with many individuals involved with fleet management, Eggerss wore several hats, which included administering the company procurement card program and handling employee relocations. In April 1997, he joined Pioneer Hi-Bred International, Inc., "A DuPont Company." As fleet manager, Eggerss is responsible for a 1,700-vehicle fleet, made up primarily of pickup trucks. Within the past several years, the fleet management role has expanded to include responsibility of an additional 450 managed assets, including mobile equipment such as forklifts, scissor lifts, and tractors. Eggerss will be celebrating his 20th anniversary as a NAFA member in November.
Jamme oversees the U.S. fleet management of a global pharmaceutical company. Since stepping into the role of fleet manager in early 2006, Jamme has been instrumental in delivering operational improvements by identifying, proposing, and implementing cost savings initiatives for the fleet. In 2007, her team generated $2.75 million in overall savings through contract negotiations, global OEM agreements, streamlined rental costs, and better utilization of surplus inventory. Additionally, Jamme designed an environmental strategy to increase overall mpg and reduce CO2 emissions. To entice drivers to choose environmentally friendly vehicles, Jamme offered employees no-charge upgrade options to recognize their eco-choices. In 2008, she plans to expand this program by providing drivers with additional tools to make informed decisions when selecting new vehicles.
LaRosa was one of the first in the industry to manage order cycles to take advantage of the strong fall resale market. LaRosa is currently responsible for a domestic fleet of over 9,000 vehicles and an additional 14,000 vehicles outside the U.S. at Merck and Company. At his previous employer, he consistently decreased average cost per vehicle and saved the company nearly $4 million over the past two model-years. As director of global fleet services, LaRosa has implemented a new total cost of ownership model for Merck already making important policy and administrative changes in managing fleet and safety and accident management, and has been able to realize significant cost savings in a very short time frame.
Lopez is responsible for the oversight and management of the Abbott U.S. fleet and four company transportation programs. Lopez’s main objectives include protecting employees’ safety, enabling productivity, regulating quality, reducing overall CO2 emissions, and saving money. She has developed a consistent U.S. Fleet Policy & Fleet Reference Manual, launched a corporate fleet Web site, tripled auto manufacturer rebates through negotiation, accelerated replacement of more than 1,000 SUVs for an estimated gain on sale of $2 million, improved fleet-related expense audits, and a billing process with a new FTP. As part of Abbott’s GreenFleet initiative, Lopez partnered with Environmental Defense and PHH Arval to offer many employees greener vehicle options. About 20 percent of eligible drivers selected more fuel-efficient 2007-MY vehicles — a 4.3-percent improvement in mpg, 4.2-percent reduction in greenhouse gas emissions, and overall costs down 4.1 percent. Her 2008 projects include re-evaluating quote policy, lease term analysis, enhancing personal use policy/process, and determining feasibility of implementing/installing GPS technology. Lopez is active in the fleet industry serving as chair of the Northern Illinois/Southern Wisconsin Fleet Manager Association, and vice chair of the NAFA Chicago Chapter.
Miller initially began at Boehringer in 1979 managing sales expenses, later moved up to field services manager. In 2002, her responsibilities shifted exclusively to managing Fleet Operations as a result of increased business. She consistently challenges vendor partners on process and technology improvements and provides ideas to not only help her company, but also help other clients. Miller continually initiates programs to increase manufacturer rebates and implement services to lower overall costs, as well as streamline and increase productivity to drivers. In 2006, she implemented an online driver safety training program, a fleet safety committee, and with her team, created an industry-first fleet selector video for all sales force drivers, which was met with overwhelming positive feedback. In 2007, she partnered with Boehringer’s executive director of strategic sourcing and Wheels Inc. to implement substantial cost reductions, expected to realize $3.5 million in savings over a three-year period. In addition to being an active member of AFLA and NAFA, Miller has participated on numerous client advisory boards including Wright Express, GE Capital Solutions Fleet Services, Wheels, and is currently a member of the Fleet Response client advisory board.
Moser is responsible for the procurement of capital equipment and field supplies, as well as general purchasing in 17 states. Moser credits his fleet’s success to his team, continuing education, and partnerships with peers and suppliers. During a period of substantial growth, his team has implemented a proactive maintenance program that works efficiently across 17 states, while primarily utilizing outside vendors. Program compliance has improved from 40 percent five years ago to more than 85 percent today. An equipment committee has also been assembled, allowing field operations the necessary input for acquiring the most effective tools and equipment. Current projects include a large-scale (400-unit) field test introducing a (GPS) telematics system into the mobile fleet, an expanded technical training and certification program for mechanics and vendors, a maintenance and repair procedure manual to improve quality and consistency, and a comprehensive driver manual intended to enhance communication to employee owners. Moser is enrolled in NAFA’s CAFM program and anticipates certification completion early this year. In addition to serving on the board of directors of the local Clean Cities Coalition for the greater Rochester, N.Y. region, he also coordinates a group of local fleet managers who periodically meet to exchange ideas and seek opportunities to synergize.
Responsible for driving strategic and operational planning processes, Oleksy is a key contributor to the development and execution of fleet policies, procedures, and worldwide governance standards. His tasks also include developing innovative fleet practices with focus on customers, safety, cost management, and productivity. With more than 30 years of fleet management experience, Oleksy oversees the progress of Pfizer’s goals, which include expanding the U.S. alternate-fuel test program, promoting implementation of a global fleet safety program, and continuing to support environmentally friendly programs to achieve the company goal of reducing carbon emissions by 20 percent in 2008. In addition to his position as co-leader of Pfizer’s vehicle safety committee, Oleksy is approaching 30 years as a NAFA member, where he previously served an N.J. chapter vice chairman and program director. Oleksy has also served on advisory board for CEI and is currently a member of the General Motors Fleet Sounding Board.
Rebuilding fleet to mirror the corporate vision "Road to Success," Robinson eliminated non-value-added waste and reduced fleet costs on a year-over-year basis. He centralized light-duty vehicle acquisition with an online system to improve efficiencies for internal customers, shortening the ordering process by more than 90 percent. He also led fleet policy development and enforcement to drive financial benefits throughout the organization. Robinson implemented a Web-ordering process making pertinent fleet information, including individual driver vehicle maintenance and fuel costs, immediately accessible. Robinson is currently expanding his role to include off-highway vehicles and equipment. He challenges fleet service providers to look beyond traditional light-vehicle fleets and develop an integrated asset management solution to provide substantial cost savings.
Rzasa joined The Stanley Works in 2003 and was responsible for a divisional fleet of 300 units. The New Britain, Conn.-based company operates 3,000 vehicles globally with 2,200 vehicles in the U.S. Over the past five years, he has assumed roles of increasing accountability and responsibility. Rzasa has been instrumental in developing fleet policy and implementing a safety program hailed "best in class" by Stanley’s insurers. Through his leadership, the company has enjoyed year-over-year savings while delivering enhanced support to drivers. Rzasa chairs Stanley’s Fleet Council, which serves to centralize fleet management through the individualized attention of nine divisional fleet administrators. He also serves as treasurer on the board of NAFA Greater Hartford chapter.
Schreiber is responsible for all strategic and tactical fleet issues, including vehicle sales. As fleet manager, he has created a fleet replacement cycle, stopped out-of-stock purchases, negotiated with OEMs, and created a private bailment pool. As testimony to his leadership, the fleet accident rate dropped steadily from 24.7 percent (before he took the position) to below 15 percent in 2007. In 2007, Schreiber saved Otis nearly $3 million in fleet operations and collected $1.1 million over book in vehicle sales. Schreiber plans to continue to create cost efficiencies in fleet operations to accommodate rising costs in 2008 and beyond, and credits his achievements to the long-lasting relationships he has forged with Otis fleet providers, OEMs, upfitters, and bodymakers.
Treece’s responsibilities include procurement and management of a passenger vehicle fleet as well as contracting work with the Phillip Morris cattle ranch in Montana, two IndyCar racing teams, and a field sales force across the U.S. As fleet manager, he has implemented a fuel card program, switched from in-house fleet software to leasing company’s application, reduced costs and increased service by executing leasing and motor companies’ RFPs, reduced fleet infrastructure by outsourcing and working closely with leasing and supply companies, and in 2008 will begin using six hybrid vehicles. Treece’s management techniques include an open-door policy for suppliers to come in and share new services they want to offer, and also for other fleet managers to exchange ideas.
Click here for full article.