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Nearly every function of fleet vehicle management requires a decision dependent upon accurate odometer reporting. Utah’s Division of Fleet Operations employs a proactive approach to ensure correct mileage data.
Read More →Fleets profit from training by using technology to increase productivity and efficiency, which in turn, lowers costs. Training employees to use new technology effectively is as important as the investment in the technology itself.
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With a disciplined approach and careful planning and implementation, outsourcing non-core functions can provide a positive impact on the entire fleet operation.
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The breathtaking escalation in gasoline and diesel prices has given the fleet industry a reality check as to how quickly fuel can dramatically increase vehicle-operating expenses. In the first five months of 2004, the price of a gallon of regular unleaded gasoline increased almost 30 percent, which represents, on an annualized basis, an average increase of almost $600 per vehicle, based on driving 2,000 miles a month.
Read More →The issue of driver reimbursement is a perennial issue confronting our industry. Whenever there is a new corporate management or when corporate sales are flat or when new cost-cutting initiatives are instituted, someone invariably asks whether it would make better business sense to reimburse employees for the use of thier personal vehicles rather than providing company vehicles.
Read More →The aggressive fleet incentives that manufacturers are currently offering commercial fleets present the opportunity to give serious consideration to substituting a compact SUV on a selector in lieu of a traditional intermediate-size fleet sedan, so long as it is capable of fulfilling the fleet application.
Read More →1. Loss of Competitive Assistance Program (CAP) Monies from Factories Oftentimes, manufacturer fleet incentive programs, such as competitive assistance programs (CAP), are structured based on reaching tiered volume purchasing levels. A re-imbursement program, in which some employees are re-quired to use their own vehicles, would decrease a com-pany’s fleet volume and its eligibility for additional CAP monies.
Read More →When I look around at our associates, and it's in our Mission and Value Statements, our workforce is our major asset.
Read More →The fleet management company’s door-to-door service leverages volume and develops strategic partnerships with key dealers, controls costs, increases fleet service levels, and dispatches vehicles within 30 minutes.
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Congratulations to Henry Paetzel of General Mills, Inc., winner of AF’s 2004 Fleet Manager of the Year Award. A smooth transition to a new management company and 36 years in the industry propelled him to this honor.
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