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.
It can be a daunting process to establish a fleet’s best practice benchmarks, but there are resources available to make the process manageable and, most of all, successful.
Managing a fleet of executive vehicles can be a challenge, and the resources and time required can be out of proportion to the numbers. Here are some tips to get the job done with ease.
This article from Fleet Financials magazine, titled Minimizing Employee Litigation Through Arbitration Agreements, explains how fleet managers can minimize many employee lawsuits and their fallout through arbitration agreements.
At the inaugural Global Fleet Management Conference Phoenix, set for Sept. 30 – Oct. 1 at the Hyatt Regency Phoenix, representatives of the PHH Arval Global Alliance will present an educational session on fleet metrics for benchmarking in different regions across the globe.
Finding Your Provider: What to Ask a Telematics Company
A full commitment to fleet safety is an industry-wide axiom. Unlike other company departments, the fleet workplace extends beyond the four walls of an organization’s headquarters, reaching public roads and civilian drivers.
Fleet managers have to deal with other department managers who may not be team players or who have egos the size of a Class 8 truck. As a result, there are the inevitable fleet-related interdepartmental conflicts, typically driven by the challenge of balancing HR/driver requirements versus finance/accounting department requirements, which are often at odds with one another. Some criticize this involvement of “non-fleet” managers, rather than seeking ways to partner with them.
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