Newly Appointed Fleet Managers Have Challenges and Opportunities
My August AF editorial on the perplexing plight of “newbies” caused a stir in the industry. The varied responses present a positive outlook for help.
With more than 50 years in the fleet industry, Ed Bobit, Automotive Fleet editor and publisher, reflects on issues affecting today’s fleets. Drawing insight from his own experiences in the field, Ed offers a perspective similar to that of a sports coach guiding his players.
My August AF editorial on the perplexing plight of “newbies” caused a stir in the industry. The varied responses present a positive outlook for help.
Will you be Chicken Little (“The sky is falling, the sky is falling”) or the clarion to management so you can prepare for the revolutionary change ahead?
In the last 10-years or so of my career, I’ve paid close attention to those private sector fleet managers whom I assumed had no previous technical background in the automotive or diesel industry.
There has been a transition to turning to the fleet management companies (FMCs), and OEMs for direction, counseling, and technical and systems advice. New (and even the more experienced) managers in the company fleet function have new challenges and opportunities.
The annual spring ritual by many of the manufacturers who sell fleet vehicles in numbers presents a variety of rewarding experiences; if you are chosen.
Clint Eastwood is my long-time macho hero (along with John Wayne and Bruce Willis). His historic “Make my day!” statement is kind of a mantra with me. Those three words may also offer a challenge to the nation’s environmentalists, activists, and tree huggers everywhere.
Too many fleet managers entering the industry fall into the “purchasing” and “administrative” trap with their time management. If you dedicate yourself to learning remarketing skills, your savings to the bottom line will bring you fame.
There is a striking disparity among the nation’s keepers of fleets. A study of the demographics and personal profiles provides interesting answers.
Sure, you’re going to get safer, cleaner-running, higher-tech, sleeker looking vehicles with better mpg. But, at what cost? And, will it be in your CFO’s budget?
OEMs and FMCs stress safety factors. Media and associations offer best practices on a regular basis. The question is: Are fleet managers listening?
With consumer confidence low, political bickering at a high, eroding 401(k) plans, massive national debt, and protesters in the streets, “fleet” remains a very bright segment. Here are some year-end reflections.
With so many other corporate departments interested in a company’s overall welfare, you have an obligation to prioritize the prudent care of your drivers. If ignored, you are vulnerable.
There have always been divergent opinions on the actual role of “fleet” vs. “retail” among automakers and the industry. Here are some new observations of facts that may corrode some of the myths.
No one would suggest we ignore the current egregious fuel prices. However, to mimic my personal mantra for the last 50 years, resale values continue to identify the vehicle’s most costly item.
We have almost become accustomed to company outsourcing, reducing head count, technology reliance, adding responsibilities, and doing more with less. The question is, where is this leading?
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