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It is understandable when fleet managers are fired for making expensive mistakes or when caught engaging in ethical transgressions, but many are terminated for circumstances that were self-inflicted and entirely avoidable.
We heard the call for a forum to discuss challenges, share best practices, ask questions. And we answered.
Some fleet managers operating a well-managed fleet are humble to a fault and are not recognized by senior management for the dollars they bring to the bottom line. To remedy this, here are 13 strategies to self-promote your accomplishments.
Multinational corporations are changing the way they source and manage their vocational fleets to better identify true costs and to leverage opportunities to reduce spend and to maximize the operating efficiency of these specialized vehicles.
The second day of NAFA I&E 2019 was host to more educational sessions that appealed to a broad variety of topics pertinent to fleet management, including how autonomous vehicles may impact the fleet industry, procurement's relationship with fleet, and reducing fleets exposure to fraud.
There isn’t a single trait that epitomizes a great fleet manager; rather, it is a multitude of traits interacting with one another. The best fleet managers are jugglers who can balance a variety of variables to make the fleet program work efficiently.
There is a difference between a well-managed fleet and a best-in-class fleet. A “best-in-class fleet” is one that represents the top-tier performance level in its specific industry segment.
A great global fleet manager is a strategic thinker and visionary who has the ability to develop and communicate this vision. There isn’t a single trait that epitomizes a great global fleet manager; rather, it is a multitude of traits interacting with one another.
Commercial fleet management trends, open-end versus closed-end leasing, Element Financial Corp.'s acquisition of GE Capital's fleet unit, and telematics trends made up the most popular articles of 2016 on AutomotiveFleet.com.
LeasePlan identified four emerging trends in global sourcing and fleet management — centralization of shared processes, a focus on business value versus cost savings, increased partnering with internal stakeholders, and the accelerating adoption of new technologies.