Serving as a part-time fleet administrator challenges an estimated 12,000 managers, most of whom are responsible for fleets under 150 vehicles. Each is commonly faced with learning "fleet" on the job, administering multiple job responsibilities, and effectively managing work time.

For a closer look at the challenges confronting small fleets, Automotive Fleet interviewed three part-time fleet managers who explained their fleet operations and the difficulties they encounter in administering them.

The Ralph M. Parsons Co.

"I'm sure I would do things differently if we had more vehicles and I was able to devote more of my time to the fleet program," says Doug Erikson, transportation manager for The Ralph M. Parsons Co., an international engineering firm in Pasadena, CA.

As a part-time fleet manager, Erikson oversees the company's fleet operation, which includes spec'ing vehicles, preparing requisitions for new vehicles, and scheduling fleet maintenance.

"I estimate I spend about 10 to 15 percent of my time on the fleet," says Erikson, who has been transportation manager for 10 years. "Besides fleet, I have other responsibilities such as handling company security, mail, and supplies."

The Ralph M. Parson Co.'s fleet consists of two cars, 34 vans, and nine light trucks. The vans are used primarily in the company's vanpool program, which transports daily about 380 employees. Vehicles are replaced on a five-year cycle and new units are ordered annually from local dealers through a bid system. Vehicle maintenance is handled by a local service company. When a vehicle requires service, the maintenance company picks up the vehicle, performs the maintenance, and returns it by the end of the day. If the maintenance is not completed by that day, Erikson rotates to a backup vehicle to cover the out-of-service unit. Vanpool vehicles are scheduled for preventive maintenance at 5,000 mile intervals which includes brake checks and general maintenance

One aspect of fleet management The Ralph M. Parsons Co. has avoided is vehicle disposal.

"We have taken the easy way out," Erikson says. "We've found people who are interested in used vans and they tell us how much they'll pay for them. We found it was too much trouble to shop the market and come up with the best price. We decided we are not in the car disposal business and didn't want to waste our time on it."

A common challenge facing part-time fleet managers is learning the position on the job. "I didn't have any fleet experience when I started," says Erikson. "For the past nine years we've been refining our fleet program, but there's not a lot of change year to year."

Staying on top of developments in the fleet industry is another difficulty encountered by part-time fleet managers.

"Because your time is diluted doing other things, keeping up with manufacturer programs and innovations in fleet operations is hard to do," he says. "I read industry publications and talk to people, but I don't have the breadth of information needed to do the job 100 percent justice."

So how does Erikson keep track of his fleet duties? "When you're doing something on a part-time basis, it's always difficult," he says. "I think it demands extra effort. During the day you change hats so many times it's hard to maintain continuity and keep going full-speed. That's one of the biggest challenges of a part-timer - to get things done effectively and efficiently."

Erikson cites time management as an important element of part-time fleet administration and recommends that other part-time or small fleet managers develop this skill. "I've been working on it for about two years," he says. "I've found that time management is a crucial part of my job."

Brandeis Machinery & Supply Co.

Driver cooperation is the key to effective part-time fleet management for Don Carlile, fleet and transportation manager for Brandeis Machinery & Supply Corp., a distributor of construction, mining, and industrial equipment headquartered in Louisville, KY. "I ask drivers to check their vehicles on a regular basis and if there's anything wrong to let me know immediately," says Carlile, who oversees Brandeis' 111 trucks which are used mainly for delivery and service work. "Also, when it comes time to order new vehicles, I usually listen to driver input on how they would like to equip them." Carlile estimates that 50 percent of his time is spent managing Brandeis' fleet, which is dispersed among six Midwest branches. His main duties as fleet manager include purchasing new vehicles, disposal, and setting fleet policy. Besides fleet, Carlile is also responsible for scheduling equipment deliveries to customers and receiving equipment from factories.

Each Brandeis branch has an on-site maintenance facility that regularly services fleet vehicles assigned to it. The largest branch has a staff of 15 mechanics; the smallest branch has five.

Vehicles are typically kept in service for five years or 150,000 miles. New vehicles are purchased through local dealers with an average of 10 new vehicles acquired annually.

Truck disposal is either through a biannual auction or employee sales.

Another challenge Carlile faces occurs in the vehicle ordering process. "My biggest problem is delays in receiving ordered vehicles," he says. "If a dealer says six weeks and the vehicle arrives in nine weeks, it throws everything off schedule."

When Carlile needs outside assistance in solving fleet problems, he normally contacts regional and national fleet associations. "I have several associations I can go to for help, such as the Kentucky Trucking Association and the American Trucking Association."

In order to be a successful part-time fleet manager, Carlile suggests listening to driver's complaints and being responsive to them. A good relationship with local dealers is beneficial, too, he says.

Caplan Brothers, Inc.

Sometimes, the role of small fleet manager evolves from another position. Such is the case with Tom Shamberger, foreman, vehicle maintenance for Caplan Brothers, Inc., a glass company in Baltimore, MD. Although his original duties dealt primarily with the maintenance of the 43 company-owned trucks and 40 cars, Shamberger's position has expanded to include fleet management responsibilities.

"The drivers bring all of their problems to me," says Shamberger. "But I encourage that because I can't be a watchdog for every vehicle. I don't see all the cars and trucks every day because drivers can take them home. The only way I know there are problems is if they bring them to my attention."

A company vice president orders vehicles for Caplan Brothers, but Shamberger is involved in the selection process and usually gives input on what should be purchased. Company trucks are upfitted with special service bodies and are used mainly for delivery and installation of glass panes. Cars are used by executives and salespeople and are equipped with air conditioning and radios. Some cars are ordered with cruise control. Trucks are usually kept in service for 10 years, while cars are turned over every six to eight years. Disposal of company vehicles is handled through trade-ins with local dealers. Although employees can bid on vehicles, few do so since the vehicles are in service for at least six years and accumulate high mileage.

"Ninety-eight percent of our fleet is General Motors," says Shamberger. "I told management I would prefer to keep the fleet all one make because it's easier to operate and maintain parts."

A good preventive maintenance program is recommended by Shamberger to other small fleet managers. Vehicle maintenance schedules at Caplan Brothers are maintained on a computer which flags vehicles monthly using mileage readings.

One difficulty Shamberger faces is when multiple drivers are assigned to a vehicle. "The drivers don't seem to take good care of these vehicles," he says.

However, Shamberger says that maintaining a good rapport with drivers helps ameliorate many of the difficulties in managing a small fleet.