Fleet managers are being warned not to confuse ‘value for money’ and ‘low cost’ as they seek new fleet providers in a bid to cut costs following the Coronavirus pandemic.
Price is not the most important factor to take into account during a procurement process, warns FleetLocum.
The specialist world of fleet, as seen through the eyes of a procurement manager, will come under the spotlight at a major fleet event next month.
The director responsible one of the most successful fleet procurement initiatives of the decade will speak at Fleet Live on October 10.
Procurement will take centre stage at Fleet Live after a joint working agreement between the event and the Chartered Institute of Procurement & Supply (CIPS).
By Geoffrey Bray executive chairman, Fleet Service Great Britain
Motor claims consultancy Industry Insights has launched the Connected Solutions programme to provide an end-to-end supply chain programme to deal with accidents.
The Crown Commercial Service has launched a telematics lot under its buying agreement framework programme.
Fleet Operations has launched Move - a multi-supplier procurement process aimed at reducing workload and administration.
Fleet Logistics has established a 'preferred dealer network' in the UK for the supply of new vehicles.
Value for money is key when choosing, managing, reviewing and changing a supplier
Ford is to supply 1,100 vehicles to UK police fleets from this year as part of wins in two group buying tenders.
28 UK Police forces have signed a procurement deal for the supply of more than 3,000 police vehicles over the next two years.
Tendering for the right leasing provider can become a complicated and labour-intensive process, but it doesn't have to be. Catherine Chetwynd reports
The purchasing process can often be almost a charade. Here the Fleet Industry Advisory Group explains how to get the most out of it.
Data can be used to ensure continued high levels of service during contract life
Collaborative working will lead to better decisions, writes Louise Cole
Fleet procurement can go wrong despite the best of intentions. Ian Hill and
Geoffrey Bray look at two examples and the lessons learned. John Charles reports
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