The alliance's advisory board has revealed that the Interleasing Coordination Centre will target dual rather than solus supply contracts. This new vision aims to position Interleasing as the alternative local supplier to the major corporately owned networks, following major consolidation among Europe's largest leasing companies.
Michel Claus, chief executive officer of the Interleasing alliance, said: 'There is no organisation that can say it is number one in every market, and no single organisation that can give the best service and price in every market.'
He added that the standard 'request for quotation' tender process conducted by international fleets cannot include every vehicle over every term, and that the prices featured in tender negotiations rarely translate to real life.
'In Europe, where the lessor assumes the residual value risk, residual value forecasts differ enormously, and there is no way one company's estimates of residual values will always be the highest,' said Claus. 'So any fleet that links in with one supplier will end up with a number of high cost operations.'
This has led Interleasing to advise international fleets to appoint at least two suppliers in every market in order to ensure competitive rates. And with its strategy of creating alliances between large national players in each market, Interleasing claims it is the ideal alternative or 'best competitor' to corporately owned networks.
Ford Pearson, executive vice-president of Wheels Inc, one of the largest Interleasing partners, added that in contracts where Interleasing is the local competitor to an international corporately-owned network, it typically wins 60-70% of that customer's fleet.
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