Dag fm ifma kluwer_27-03-14_benny gers_kritische succes factoren voor goed fleet category management

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- Strategic organization and approach
- How to get organized
- Roles and responsibilities
- How to create transparency
- MLA – SLA – PFA
- ECU – RCU
- Driver behavior
- What you should care about
- From fleet management to mobility management

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Dag fm ifma kluwer_27-03-14_benny gers_kritische succes factoren voor goed fleet category management

  1. 1. Dag van Facility Management Kritische succesfactoren voor goed Fleet Category Management Benny Gers Practice Leader Fleet PROGRESSIO 1
  2. 2. Overview ! Strategic organization and approach ! How to get organized ! Roles and responsibilities ! How to create transparency ! MLA – SLA – PFA ! ECU – RCU ! Driver behavior ! What you should care about ! From fleet management to mobility management 2
  3. 3. Let me start by raising a question… §  What does Fleet Management mean to you? §  Cars? §  Procurement? §  Spend? §  Category? §  Leasing? Drivers Services Estimated versus real Costs out of contract Internal cost of operations Mobility Strategy
  4. 4. What it means for most of the Fleet Managers §  Car choice §  Car policy §  Dealer network §  Fuel §  CO2 impact §  Insurance §  Pool & pre-runner cars §  Damage policy §  Tires §  Safety §  Employee Cost (internal) ? ? ?
  5. 5. How to get organized ? Example 5
  6. 6. Roles and Responsibilities 6 Roles & Responsibilities within the Sourcing Process Central Services Car Fleet & CP Specify Select Negotiate Contract Engage Monitor Define the request (1) Identify potential suppliers and market solution Suppliers negotiations Build contract & SLA Create PR Performance monitoring (SLA) HR & CS & CP CS & CP CP CP Not Applicable CP Requirements Announce suppliers pre-selection Supplier final selection Finalize contract Approve PO Continuous improvement HR & Central Services CP CS & CP CP & Legal Not Applicable CP Business case Define selection criteria Sign contract Operational relationships Supplier Relationship Management HR CS & CP CS & CP CS CP Specify tender type (RFI and/or RFP) Prepare and release RFI and/or RFP Load in contract db Operational issues CS & CP CP CP CS Receive and evaluate RFI and/or RFP Archive contract Contractual issues CP Legal CP Q&As, visits (1) Involve CP up-front CS & CP before the process starts CS : Central Services HR : Human Resources CP : Corporate Procurement CP specific activity : Develops a Sourcing Plan in coordination with HR and Central Services Car Fleet Supplier can be : Constructor, Importer, Dealer, Lease Company, Insurance Company, Tire center, car body repair shop or any other fleet related supplier Explaining the stepwise approach Specify : Fleet related request in reference to cars, leasing, car insurance, repair, maintenance, tyres, services, providors or fiscal aspects Select : Identification, selection, and communication with potential suppliers for official and/or not official RFI, RFP, RFQ Negotiate : selection rounds needed to come to a supplier selection decision Contract : Build, finalize and register final contractual agreement between Company and the supplier Engage : Administration and follow up of operational, administrative and contractual issues Monitor : follow up on performance, market positioning and supplier Management
  7. 7. A different way of presenting it ! Policy ! Owner : HR /FLM ! Guard : FLM ! Involved : Procurement ! Budget ! Owner : Finance ! Guard : Procurement ! Involved : FLM / HR ! Car Choice ! Owner : Procurement ! Guard : Fleet Management ! Involved : HR 7 For cars in remuneration package Easy to understand Clear roles Clear responsibilities
  8. 8. Fleet Management and Procurement ! Create sufficient number of levels in your car choice ! Officers, Managers, Directors, VP, Managing Directors, IVP, CEO ! Create if needed per level JR and SR levels ! Involve HR to understand the market level per car choice level ! HR to benchmark with your competitors and with the market in general ! Make sure the competitive level is fully understood in terms of all components: brands, car market segments, options, mileage in contract, components in the contract ! Involve Procurement to negotiate market competitive conditions ! With Constructors, Importers, dealers ! Challenge your car choice model from top to bottom and visa versa ! Decide if you work with budgets, with pre defined cars or with a combination of both ! Limit the number of brands and types of cars conform your fleet focus 8
  9. 9. How to create transparency ! Type of relationship ! Input at strategic level ! Tactical solutions ! Operational work ! Quantitative aspect of your tender ! Number, facts and figures ! Describe the specifications in advance ! Do not leave room for interpretation ! Describe the format of the answer ! Qualitative aspect of your tender ! What do you want to know ! Where do you put the focus ! Where do you put the cursor (per service, per segment, per component) ! What solutions do you expect ! From mean driven approach to result/performance driven approach 1 2 3 Build your comparison matrix in advance
  10. 10. Understanding cost structure at lease company 10 EXAMPLE – EXAMPLE - EXAMPLE
  11. 11. How to create transparency 11 Area   Item   Huidige  situa/e   Objec/ef  -­‐  toekoms/ge   werkwijze   Oplossing  Lease   Maatschappij   Services   Quote  to  order  proces   Order  to  delivery  proces   Driver  Help  Desk   Fleet  repor6ng   Directe  communica6e  naar  bestuurders   Rapporteren  van  uitzonderingen   Aanbevelingen  naar  op6malisa6es   Schade  beleid  en  begeleiding   Mobiliteitsondersteuning   Contractvorm  Opera6onele  leasing   Vervangwagenbeheer   Pool  car  beheer   Wagenwissel  beheer  
  12. 12. How to create transparency 12 Lease  componenten   Afschrijving   Intrest   Wegentaks   Belas6ng  op  Inverkeerstelling   Verzekering  BA+   Verzekering  eigen  risico   Verzekering  inziLenden   Repara6e   Onderhoud   Banden   Brandstof   Vervangwagen   Pechverhelping   Management  fee   CO2  taksen   Vrijstellingen   Meer  en  minder  gereden  kilometers  
  13. 13. How to create transparency 13 Mobiliteit  services   Op6male  opera6onele  service  op  rijdende  vloot   Alterna6eve  aanbiedingen  naast  "bedrijfswagen"   Combina6e  aanbiedingen   Openbaar  vervoer   Elektrische  wagens,  hybride  wagens   Maximale  mobiliteit,  minimale  6jdsbesteding   Business  cases   Van  ECU  naar  RCU   Ondersteuning  van  de  ECU  formule   CO2  policy  -­‐  beloningsaanpak  en  CAP   Eigen  bijdrage  schade  -­‐  nieuw  bijdragevoorstel   Einde  contract  schade  -­‐  nieuw  bijdragevoorstel   Berijdersgedrag  -­‐  beloningsaanpak   Defensief  en  ecologisch  rijden   Intrest  bewaking  -­‐  aanpak   Centraal  schadeherstel   Nieuwe  mobiliteit  en  nieuwe  policy   Aanbevelingen  wagenkeuze   Verzekering  -­‐  winstdeling  na  defensief  rijden   Brandstof  -­‐  éénmerkkaart  en  verbruiksrapportage   Self  funding  
  14. 14. MLA – SLA – PFA ! Master Lease Agreement ! General terms and conditions ! Way of working ! Calculations, quotes, orders, deliveries, services, outsourcing, matrix, …. ! Service Level Agreement ! The level of services for the fleet and mobility of your company car drivers ! The level of services for the Help Desk and your Account Manager ! Price Frame Agreement ! To assure that the price level used during tendering is guaranteed over time ! To assure you can work at market conform pricing in sole suppliership 14
  15. 15. ECU >< RCU Quote = ECU ECU known RCU known End of contract closing ALL costs Start Stop Guard driver behavior and policy ?? %
  16. 16. From ECU to RCU ! Estimated Cost of Use ! Monthly lease invoice components ! Depreciation and interest ! Repair, maintenance and tires ! Road assistance, ! Replacement car ! Insurance TPL+, Own Risk ! Road taxes, registration tax ! Fuel ! Non Recoverable VAT ! CO2 taxes (depending on the CO2 emission of each car) ! Impact of fiscal deductibility depending on CO2 emission ! ECU = the estimated cost of the car (a priori) 16
  17. 17. From ECU to RCU ! Real Cost of Use ! All the ECU components ! + ! End of contract damages ! More and less driven mileage ! Deductibles for damages ! Unexpected costs that are not in the monthly invoice ! Non recoverable VAT ! CO2 taxes (depending on the CO2 emission of each car) ! Impact of fiscal deductibility depending on CO2 emission ! Eventually: social security taxes and VAT on the benefit in kind ! RCU = the real cost of use of the car (a posteriori) influenced by the behavior of your driver(s) 17
  18. 18. Impact of driver behavior on your RCU Green + Safety + Fleet Damages, Incidents, Accidents, End of Contract damage Cost Management, Corporate Responsibility Legal Fuel consumption = CO2 emission DRIVER BEHAVIOR
  19. 19. What components do we put into the contract ? 19 Buy •  Brand negotiation and selection •  Car selection after TCO Lease Co selection •  Lease formula selection •  Car Ordering •  RMT negotiations •  Fuel negotiations •  Contracting •  Registration startup •  Monthly invoices •  Exception reporting •  Policy maintenance •  VAT reclaim Hold •  Invoices services •  Maintenance •  Tires replacement •  Road assistance •  Short term rental •  Accident management •  Damage management •  Fuel consumption •  Driver communication •  Renewal management •  Exception reporting •  Policy maintenance •  VAT reclaim Sell •  Car return •  De-registration •  Stop insurance •  Refurbishment •  Resale •  End of contract damage •  End of contract invoice •  TCU management •  Exception reporting •  Policy maintenance •  VAT reclaim Bundling >< de-bundling
  20. 20. Bundling or de-bundling? ! Out of pocket cost ! The cost you pay to the external service partner ! Your risk shared in a larger volume ! The balanced approach ! Internal cost of operations ! The workload you have to maintain the relationship ! The energy and effort you need to put in the permanent management of partnership and market competitive conditions ! Your business case ! Quantify the workload and cost of internal cost of operations ! Build a full picture ! Do not only consider the “price” component, also evaluate the full “cost” 20
  21. 21. What you should care about today… How you can play as Fleet-Procurement-Finance your added value role in this environment ! Are you managing cars or drivers? ! Are you managing the policy or the exceptions? Very soon this is what you will do ! From Car choice to car budget ! From car budget to mobility budget ! From mobility budget to Flex Income Plan
  22. 22. Situation today in most of the companies… Company car Public traffic subscription Parking cost Fuel card No frame, no aggregate budget Start of the cost
  23. 23. Recommendation for future approach Total Mobility budget • Total budget available for Employee to choose from Company car • Company car can be one of the choices Public traffic subscription • Public traffic in combination with other choice Fuel Card •  Fuel card with or without company car Bike – scooter e – bike Free choice of components Included the fiscal impact of the choice To expand conform needs and market options FIP
  24. 24. Flex Income Plan - Baskets ! Potential baskets in the Flex Income Plan ! Mobility ! Additional insurances ! Cash compensation(s) ! Benefits in kind ! GSM ! Laptop ! PC – tablet ! Sport ! Training ! Technology support ! Additional holidays – extra days off ! ….. ! Address a trend ! 50% of the labor market is asking for it ! 30% of the labor market today is not satisfied with salary package
  25. 25. Mobility solutions within the allowed defined frame Car – Fuel Card – Public Trafic – Bike – Scooter – e-bike – Parking More or less car More or less options
  26. 26. Mobility solutions within the allowed defined frame Car – Fuel Card – Public Trafic – Bike – Scooter – e-bike – Parking More or less car More or less options Can be done as a first phase…. …. Moving into the direction of a Flex Income Plan
  27. 27. Last Slide Thank you for your attention Coming home again… Evaluate your position and your activities 27

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