Ed Bobit's Publisher's Page

"There still exist those idealists who have lost reality; who want a new car today that gives 40 mile per gallon, can hit a Sherman tank at 40 miles per hour without scratching a fender, sell for $2500, and ideally emits inorganic fertilizer in Saran-wrapped packages." --Paraphrased from an address by R.C. 'Duck' Teasel, vice-president, research and engineering, Champion Spark Plug Company and chairman of the Automotive Liaison Council's Environmental Task Force, at a press seminar, April 23, 1975, Toledo, Ohio.

Today's man or woman who has the responsibility for running a fleet, whether one with a full office of people to manage, or the part time manager in purchasing, sales or finance with just 15 cars to worry about, has a vital challenge at this moment that has not yet been met.

The evolution of the car in the past few years has been almost revolutionary even though the visible inside and out-side styling appear to be nearly the same for the same period. The inherent difference is in the cost to the company operating, buying and selling the cars.

Inflation, rising fuel costs, and the mandated safety and pollution equipment have made the capitalized costs of the vehicles such a more important factor that top management and the financial departments are now giving more attention than ever before to these cost factors.

How does one strapped with the responsibility meet this challenge? It is called professionalism. Fleet professionalism.

With already announced proposals of three to six-percent cost increases for this fall (that is about S220 on a S4000 car) it can only denote more pressure and scrutiny by finance men internally to cut acquisition and operating costs.

With this cry for fleet professionalism and the accompanying need to utilize every source toward purchasing more economically, trimming operating costs by mills per mile, and demanding the maximum on trade-in, the fleet man has to review his own status and managing expertise.

Each fleet manger must look introspectively to make certain that he has his head on straight with Policy, Procedures and Communications to implement as he administers.

Policy should include a delineated series of headings beginning with:

1. The position and authority of fleet management within the company.
2. Eligibility of those who are to have a company car-
3. Vehicle and equipment selection.
4. Maintenance policy and procedure-
5. Expense reporting.
6. Credit card usage.
7. Personal equipment wanted by the driver.
8. Cost control record keeping.
9. Replacement and resale policies.
10. An effective safety program.
11. Accident reporting.
12. Insurance coverage.
13. Personal driver usage.
14. Traffic tickets.
15. Replacement equipment purchases; i.e. batteries, tires, etc.

These policy standards are essential to good management. Additionally, the administrator must be aware that whatever problem arises, there is a good chance that someone in a similar position has met it with a solution. His job is to find the best solution.

All of the above are overshadowed by the administrator's own business personality and the 'selling' of the programs through proper communications. His projection develops morale; and without high morale among the drivers, any plan can be wrecked.

Finally, with corporate management looking more carefully at the fleet department, he is incumbent to clearly communicate with his own management for regular understanding and acceptance that builds for himself and the department for the future.

Professionals in fleet management can be accomplished. The question to you is, "Are you doing it?"