What is the role of the fleet manager? Is it to micro-manage every detail of the fleet policy, placing orders, taking calls, doing the admin? Or is it to set strategy, appoint suppliers and manage relationships?
Today’s fleet manager, or more accurately fleet decision-maker (the role can have many job titles, from fleet and travel to procurement and finance, and, more contemporarily, mobility manager), needs to add value to their business.
Value may come from managing an entire travel operation (vehicles, public transport, hotels), understanding company priorities and matching the fleet to those priorities, setting strategies to reduce cost, improve safety, tackle environmental concerns, reduce/eliminate grey fleet, or create funding offers, such as salary sacrifice, employee car ownership or personal contract hire (PCH) for employees unable to access the company car scheme.
Limited value can be achieved by giving drivers a hotline to fleet, even though there are plenty of decision-makers who believe this is a way to engage drivers and show they – and, importantly, the business – care. And that’s fine, if driver satisfaction is the core fleet/company pillar.