2. TRAINING PROGRAMME OVERVIEW
• Defining the fundamental concepts
• Strategic Fleet Management – principles and practice
• Stakeholder Analysis - Fleet and Transport Management
• Risk Management - Fleet and Transport Management
• Internal Control – Fleet and Transport Management
• Performance Management - Fleet and Transport Management
• Strategic Fleet and Asset Management cycle/process
3. INTRODUCTORY LEARNING ACTIVITY
• How would you define Strategic Fleet and
Transport Management?
• What are the critical success factors for
Strategic Fleet and Transport Management?
How are we performing in terms of these
factors?
• What are the obstacles to effective Strategic
Fleet and Transport Management in general?
4. STRATEGIC FLEET MANAGEMENT –
DEFINITION AND BENEFIT
• Strategic Fleet Management stresses the
importance of achieving objectives and the use
of metrics to benchmark progress (Mike Antich)
• Strategic Fleet Management principles will help
an organization to develop a fleet which is fit for
purpose.
• Fleet management plans and practices should be
aligned with the organizational strategic plan
and objectives
13. LEARNING ACTIVITY 1
• Refer to page 21 in the Learner Manual
• Syndicate group activity:
• By means of SWOT and PESTEL analyses,
apply step 1 of the Strategic Fleet
Management process, to your current,
organizational fleet management practice.
14. ROLE PLAYERS IN FLEET & TRANSPORT
MANAGEMENT
• Fleet Management Stakeholder Management
Process:
Step 1: Identify stakeholders (internal and external)
Step 2: Analyze & Prioritize stakeholders
Step 3: Get to know stakeholders (engagement)
Step 4: Stakeholder relationship management
15. STEP 1: IDENTIFY STAKEHOLDERS
(INTERNAL)
• Department of Transport
• HoD (Accounting Officer)
• Head of Supply Chain
• CFO
• Transport Officer
• Drivers
18. LEARNING ACTIVITY 2
• Refer to page 25 in the Learner Manual
• Syndicate group activity:
• Conduct a Stakeholder Analysis your current,
organizational fleet management practice.
19.
20. FLEET RISK MANAGEMENT
• Definition of Risk
• Definition of Risk Management
• Applying Risk Management principles to
Fleet decision-making, policy and practice
• Applying the Fleet Risk Management Process
25. LEARNING ACTIVITY 3
• Refer to page 37 in the Learner Manual
• Syndicate group activity:
• Apply the Fleet Risk Management process to
your current, organizational fleet
management practice.
26.
27. FLEET INTERNAL CONTROL
• Definition of Internal Control
• Internal control process
• Elements of the control environment
• Types of internal control
• Factors influencing the internal control process
• Internal control system
• Applying the internal control principles to fleet and transport
management measures and practices
28. DEFINING INTERNAL CONTROL
• Internal controls can be defined as all means devised to
promote, govern and check upon various activities for
the purpose of seeing that institutional objectives are
met.
• It can also be defined as the measures implemented in
a public institution to improve the quality of
management and to avoid or prevent
mismanagement.
• Internal control is the management function that
ensures the co-ordination and effective functioning of
all institutional activities so that institutional objectives
are implemented and pursued according to plan.
30. INTERNAL CONTROL QUESTIONS AND
REALITIES
• What exactly needs to be controlled?
• What environment does the control exist in i.e. is
it a high vulnerability area, a high risk area?
• Fleet cars are always a high risk due to them
being a highly sought after commodity, easily
camouflaged, and cash generating
• Fleet equipment is not as high due to their
conspicuous nature, but still highly sought after.
31. ELEMENTS OF THE FLEET CONTROL
ENVIRONMENT
• Sound management characteristics
• Efficient organizational structures
• Effective internal audit function
• Acceptable personnel policies
• Written procedures
32. TYPES OF INTERNAL CONTROL
• Financial and accounting controls
• Budgetary control
• Authorisation of expenditure
• Security of assets
• Accounting controls
• Administrative controls
• Managerial controls
• Informational control
• Operational or Procedural control
• Physical and mechanical controls
34. FLEET INTERNAL CONTROL MEASURES
• Map the current systems
• Ascertain the current control points
• Evaluate each control measure
• Ascertain whether:
the cost of control justifies the measure of control it produces
it achieves it control objectives,
it could be substituted with a more effective means of control
• Decide where extra control points are needed, i.e. where no control exists, or
where control is over-controlled for it’s intended purpose
• Develop and Implement Control measures:
Trip Authorizations
Pre and Post inspections
35. LEARNING ACTIVITY 4
• Refer to page 50 in the Learner Manual
• Syndicate group activity:
• By referring to the elements and types of fleet
internal control, evaluate the degree of
compliance of your current, organizational fleet
management practice.
• Identify gaps and recommend fleet control
improvement strategies.
37. OPTIMIZING FLEET PERFORMANCE
• Considering the fleet as an asset
• 3 E’s – efficiency, economics and effectiveness
• Components of fleet performance – inputs, process, outputs and
outcomes
• Value-for-money chain
• Total Cost of Ownership (TCO)
• Performance Efficiencies
• Performance Indicators
• Fleet Performance Management process
38. FLEET PERFORMANCE MANAGEMENT
• Objective: It is important that vehicles are managed effectively,
efficiently and economically to ensure that a prompt and speedy
service are delivered.
• There are a number of measures used to assess asset performance:
the asset’s physical condition
its utilization
its functionality
its financial performance
• This information (business intelligence) is then used to determine the
current and projected economic return of the asset or portfolio.
Discounted Cash Flow analysis can be used to provide a measure of the
Net Present Value and the Internal Rate of Return for assets.
39. THE 3 E’S OF FLEET PERFORMANCE
• Economy - can be defined as the lowest cost
for a given quality and quantity of inputs
• Efficiency - can be defined as the extent to
which inputs are used optimally to produce
outputs
• Effectiveness - can be defined as the
maximum outcome by the selection of the
optimal mix of outputs
45. FLEET PERFORMANCE EFFICIENCIES
• Fleet use:
Vehicle availability
Vehicle downtime
Vehicle utilization
• Compliance:
number of accidents
number of vehicle defects
number of DoT failures (vehicle safety, roadworthiness and
exhaust emissions) or first time passes
46. FLEET PERFORMANCE EFFICIENCIES
• Operational:
Fuel usage
CO2 emissions
• Costs:
maintenance cost per vehicle
tyre cost per vehicle
insurance cost per vehicle
operating cost per vehicle
47.
48. KEY PERFORMANCE INDICATORS
• These indicators can mainly be divided into two types,
namely those having relation to cost and those having
relation to quality:
• Cost indicators:
Cost-effectiveness
• Quality indicators:
Fitness for purpose
Consistency
Customer satisfaction
49. FLEET PERFORMANCE MANAGEMENT
STEPS
• #1: Set defined Key Performance Areas
• #2: Set measurable Key Performance Indicators
• #3: Set achievable targets
• #4: Maintain accurate and up-to-date records of
actions
• #5: Compare actual results to set performance criteria
• #6: Compile action plans where necessary
50. EXAMPLE: FLEET KPA/KPI/TARGET
KEY PERFORMANCE AREA KEY PERFORMANCE INDICATOR TARGET
Cost Fuel Cost Per KM Less than R7.50 X total kms travelled
Total Monthly Repair Cost Less than 5% of initial cost / 5 years / 12 months
Customer Satisfaction
Appropriateness of vehicle for the
purpose it was required for
Less than 5% dissatisfaction
Problems experienced with the vehicle
during the trip
Less than 10% customers experiencing problems
with the vehicle
Repeat problem reports Less than 2% repeat problem reports
Safety Number of safe trips Less than 2% incidents
Number of vehicle thefts Less than 2% vehicle thefts
Fleet Utilisation % hours vehicles are underutilised Less than 20% dormant vehicles
Number of times vehicles could not be
supplied
Less than 15% unavailability
Fleet Appearance Number of times vehicles were dirty Less than 20%
Number of vehicles with bumps and
dents
Less than 15%
Number of vehicles with bad paint jobs Less than 5%
51. LEARNING ACTIVITY 5
• Refer to page 66 in the Learner Manual
• Syndicate group activity:
• By referring to the 3 E’s of the value-for-money chain
and other fleet performance indicators and metrics,
evaluate the performance of your current,
organizational fleet management practice.
• Identify performance gaps and recommend fleet
performance optimization and improvement
strategies.
55. LEARNING ACTIVITY 6
• Refer to page 68 in the Learner Manual
• Syndicate group activity:
• Apply step 1 of the Fleet Management cycle
to your current, organizational vehicle fleet
practices. Indicate what means and/or
sources and methods you will utilize for the
needs analysis and the required vehicle
specifications.
61. LEARNING ACTIVITY 7
• Refer to page 70 in the Learner Manual
• Syndicate group activity:
• Apply step 2 of the Fleet Management cycle to your
current, organizational vehicle fleet practices. Indicate
the vehicle options, selection criteria and weighting
and decision-making process.
• By means of building a business case, justify the
selection – type and number of vehicles.
63. STEP 3: OPERATIONS/RUNNING
• Fleet Management and Road Safety:
Vehicle tracking
Mechanical diagnostics
Driver behaviour
• Advantages of Effective Road Risk Strategies by
Fleet Managers
• Technology and the possible impact on Fleet
Management and Road Safety
64. LEARNING ACTIVITY 8
• Refer to page 77 in the Learner Manual
• Syndicate group activity:
• Apply step 3 of the Fleet Management cycle to
your current, organizational vehicle fleet
practices. Indicate the fuel cost management
strategies; road safety measures how vehicles
will be safeguarded and the technology-enabled
monitoring and tracking devices.
65. STEP 4: MAINTENANCE
MANAGEMENT
• Why have a Maintenance Plan?
• What needs to be taken into consideration?
• Objective: The purpose of maintenance management is
to maintain a fleet of vehicles, using both preventative
maintenance and corrective maintenance, in such a
manner that the time the vehicle is off the road is
minimised (vehicle downtime) whilst ensuring that
maintenance costs are kept as low as possible.
• Benefits of a well-maintained vehicle
68. LEARNING ACTIVITY 9
• Refer to page 85 in the Learner Manual
• Syndicate group activity:
• Apply step 4 of the Fleet Management cycle
to your current, organizational vehicle fleet
practices. Indicate the maintenance category,
schedule and sourcing option/s.
69. STEP 5: REPLACEMENT & DISPOSAL
• How often should vehicles be replaced?
condition:
mileage;
age;
‘whole-life’ costings; and
environmental targets
• Replacement Cycle Management:
Age of the vehicle being replaced;
Odometer reading of the vehicle being replaced;
Operating costs of the vehicle being replaced;
Stock availability of the replacement vehicle;
Market demand for the used vehicle to be sold.
70. MAIN SELLING/DISPOSAL METHODS
• Retailing
• Employee sales
• Trade-ins
• Auctions
• Public tender
• Transfer and/or sale to another entity
• Controlled dumping, specialized disposal (for items that have a low value
or are unhygienic)
• Professional valuations
71. LEARNING ACTIVITY 10
• Refer to page 89 in the Learner Manual
• Syndicate group activity:
• Apply step 5 of the Fleet Management cycle
to your current, organizational vehicle fleet
practices. Indicate the vehicle replacement
and disposal criteria and procedure.