The pandemic-era supply chain crisis did more than delay vehicles — it upended how fleets think about procurement, lifecycle planning, and operational agility. At the 2025 NAFA I&E in Long Beach, Calif., a panel of fleet experts explored how fleets are applying the lessons of that period to prepare for an uncertain future. 

"Fleet procurement used to be transactional," said Charles Mathew, assistant director, order & upfit at Merchants Fleet. “Now it’s strategic, with scenario planning, risk modeling, and lessons borrowed from other supply-chain-driven industries.” 

Fleets are learning to think like supply chain managers, not just vehicle buyers, he said.

Bottlenecks Aren’t Just About Vehicles

The ripple effects weren’t limited to vehicle production. “Upfitting delays hit just as hard,” said Shelby Simpson, manager, strategic partnerships at Adrian Steel. “It’s not always about missing parts; it’s about missing plans.” 

Simpson emphasized that late engagement with upfitters creates a cascade of delays, with vehicles sitting unproductive and fleets footing the bill. To counter this, Simpson urged fleet managers to involve upfitters, OEMs, and FMCs earlier in the process. 

“If your upfitter doesn’t know when vehicles are arriving — or what’s going on them — you’re creating a bottleneck.”

From Allocation Crunches to Agile Mindsets

Justin Lambden, national sales manager, large commercial fleet at Stellantis, noted the long-term positives that emerged from the crisis. “We collaborated more closely with fleets than ever before, and I think that made the relationships stronger,” he said. 

He stressed that proactive communication — particularly around vehicle availability and production forecasting — has become essential. 

Tim Mundahl, director of fleet consulting at Merchants Fleet, added that resilience requires a “continuous planning mindset.” Instead of building one 12- or 18-month plan, “you’re always updating based on what’s changing. It’s not just ‘Plan A.’ You need Plans B and C—financially, operationally, and logistically.”

Flexibility Is the New Standard

Fleet managers are adopting a more modular and adaptive mindset around vehicle specs, platforms, and suppliers. “You have to know your must-haves from your nice-to-haves,” said Mundahl. “That flexibility lets you move when a constraint hits, rather than freeze.” 

Working across multiple OEMs and sourcing channels is part of that flexibility, even if it creates more complexity. “Yes, managing more relationships is harder,” said Mundahl. “But it also gives you leverage and options.”

Future-Proofing Means Starting Earlier

Planning ahead is now non-negotiable. “Treat upfitting as a strategic function,” said Simpson. “Don’t wait until your vehicles are serialized to start talking about parts, graphics, or telematics.” 

She encouraged milestone tracking as a shared accountability tool between stakeholders. Mathew agreed: “Field-ready means different things to different fleets, but if your timeline doesn’t account for everything from GPS to decals, you’re going to see delays.”

Scenario Planning and Strategic Procurement

Contingency planning now goes beyond vehicle choice. Mathew advised fleets to categorize vehicle selectors into high-, mid-, and low-risk groups, so alternate plans can be activated quickly. 

He also emphasized the importance of building out your network. “Obviously working with your OEM partners is key, but also your dealers,” he said. “You may have to tap into your national dealers because they may be able to fulfill some of your immediate requests.”

Advice for New Fleet Managers

The session closed with a moving moment: a new fleet manager in the audience asked how to find support in such a complex environment. “Raise your hand and find a mentor,” said Lambden, who encouraged the room to stand if they were willing to help. Dozens did. 

“This is the biggest small industry I’ve ever seen,” he added. “You’re not in it alone.”