
If you are not actively engaging your drivers to help meet fleet objectives, you are managing the fleet with one hand tied behind your back. Most fleet programs focus on managing the asset versus managing the driver.
If you are not actively engaging your drivers to help meet fleet objectives, you are managing the fleet with one hand tied behind your back. Most fleet programs focus on managing the asset versus managing the driver.
Vocational vehicles are in the business of delivering goods and providing services. They are earning assets and to maximize their productivity, you need to minimize unscheduled downtime or offset downtime for routine PMs by doing the work during non-revenue-producing hours.
A lifecycle cost analysis that incorporates a work vehicle’s productivity can lead to greater fleet utilization and decreased fleet spend.
A great fleet manager constantly conceptualizes new initiatives, is creative in problem-solving, motivates staff and suppliers to excel, and is willing to experiment by implementing new technology-based fleet solutions.
Successful fleet managers know how to promote themselves without being perceived as self-promoters. They use their self-promotion skills so others in the company know what they do and how well it is done.
Time in the shop, instead of on the road, means lost sales and less face time with customers, putting downward pressure on the bottom line. Downtime mitigation is key to controlling costs and helping to maximize fleet uptime.
Running a well-managed fleet is a complex task that requires supervision by someone with deep subject-matter expertise. As a result, a fleet manager’s capabilities and expertise can be easily overlooked by executive management not versed in the intricacies of fleet management.
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.
Total cost of ownership for vocational truck fleets is trending upward, primarily due to higher fuel prices, increased maintenance costs due to higher labor rates and parts prices, and commodity-driven increases in tire prices.
Most in procurement take the position that fleet’s primary responsibility is to buy assets and services, which annually can range from millions to tens of millions of dollars in expenditures. This amount of corporate spend requires it be managed by someone with superb negotiation skills and proven procurement acumen.
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