This document discusses critical success factors for effective fleet category management. It emphasizes the importance of having a strategic organizational approach with clear roles and responsibilities. It recommends creating transparency by specifying requirements in advance without room for interpretation. It also stresses the importance of understanding a lease company's cost structure and components. Finally, it suggests moving from an estimated cost of use model to a real cost of use model that accounts for driver behavior, and exploring bundling services versus keeping them de-bundled. The overall message is that fleet management should focus more on driver mobility than just cars, and consider evolving its model to a flexible income plan for employees.
The future of the auto service experienceTim Jones
This is an initial view that brings together a number of different perspectives on the future of car servicing being driven by potential changes within the sector, in adjacent arenas and beyond. Having gained some feedback and opinion from around the world on which of these shifts will have greatest impact, which will happen first and what is missing from this view we have added in some potential future scenarios for how the future shifts could change customer experiences and business models for dealers and workshops. Further comments on these thoughts are welcome and will be shared in a few weeks time
As with all futureagenda projects, the outputs will be openly shared for all to use as sources of insight and stimulus for innovation, strategy challenge and wider engagement.
This is the case study analysis and presentation for the purpose of final examination by two student of IE Business School.
The sole purpose of this document is to provide the analysis for the final exam. This document should not be used as basis for any calculations/ decisions and user should conduct his/ her own analysis.
Using our fleet telematics and the intuitive user interface you can quickly understand where your assets are, where they have been and where they are going. You can even alter their schedule live in real time from the transport office.
Our vehicle telematics systems let you assign your resources where they will be most effective and by understanding how the fleet is being driven, focus training where it will have the most positive impact to improve the overall performance of your fleet.
Microlise will also help you to streamline driver and customer communications with affordable and safe messaging; and hands free voice calls.
Find out more - https://www.microlise.com/fleet-manag...
Dealerships tend to feel every bump in the road along the path toward greater profits. Just as the automotive industry started to show signs of rebounding from economic recession, the pinch of margin compression has entered the picture. Dealerships may be selling more new and used cars in recent years, but thanks to margin compression this perceived success may be more of an illusion than anything else. Discover 7 solutions to combat margin compression in this guide.
The future of the auto service experienceTim Jones
This is an initial view that brings together a number of different perspectives on the future of car servicing being driven by potential changes within the sector, in adjacent arenas and beyond. Having gained some feedback and opinion from around the world on which of these shifts will have greatest impact, which will happen first and what is missing from this view we have added in some potential future scenarios for how the future shifts could change customer experiences and business models for dealers and workshops. Further comments on these thoughts are welcome and will be shared in a few weeks time
As with all futureagenda projects, the outputs will be openly shared for all to use as sources of insight and stimulus for innovation, strategy challenge and wider engagement.
This is the case study analysis and presentation for the purpose of final examination by two student of IE Business School.
The sole purpose of this document is to provide the analysis for the final exam. This document should not be used as basis for any calculations/ decisions and user should conduct his/ her own analysis.
Using our fleet telematics and the intuitive user interface you can quickly understand where your assets are, where they have been and where they are going. You can even alter their schedule live in real time from the transport office.
Our vehicle telematics systems let you assign your resources where they will be most effective and by understanding how the fleet is being driven, focus training where it will have the most positive impact to improve the overall performance of your fleet.
Microlise will also help you to streamline driver and customer communications with affordable and safe messaging; and hands free voice calls.
Find out more - https://www.microlise.com/fleet-manag...
Dealerships tend to feel every bump in the road along the path toward greater profits. Just as the automotive industry started to show signs of rebounding from economic recession, the pinch of margin compression has entered the picture. Dealerships may be selling more new and used cars in recent years, but thanks to margin compression this perceived success may be more of an illusion than anything else. Discover 7 solutions to combat margin compression in this guide.
Ifma debat edwin de ceukelaire_integraalplannen_realty_13-05-14Muriel Walter
Debatnamiddag IFMA 13/05/14 - De toekomst van FM & Real Estate 13/05/14.
Een integraalplan is een beleidsinstrument voor een bepaalde regio, bijvoorbeeld één of meer scholengroepen. Hierin wordt een strategie geformuleerd voor het onderwijs van de toekomst, met de bijbehorende budgetten en projecten voor alle betrokken onderwijs-instellingen en schooldomeinen.
Dag fm ifma kluwer_27-03-14_anton maes_werkplekontwikkeling als tools om orga...Muriel Walter
Definitie strategische werkplekontwikkeling
- Het plannen, bouwen en implementeren van een werkomgeving in functie van de strategie, cultuur en praktische behoeften van de organisatie
- Het inzetten van de werkomgeving als pragmatische hefboom om een stijging te bekomen van zowel productiviteit als welbevinden
Dag fm ifma kluwer_27-03-14_wim storme_facilitair beheer en exploitatie duurz...Muriel Walter
FACILITAIR BEHEER EN EXPLOITATIE VAN DUURZAME GEBOUWEN
Zijn onze onderhoudsleveranciers wel klaar voor duurzame gebouwen?
Wat zijn eventuele bijzondere SLA’svoor duurzame gebouwen
Hoe zorgen we ervoor dat een duurzaam gebouw groen blijft eenmaal in gebruik ?
Biedt “Breeamin use” voldoendeoperationele meerwaarde?
Wat met ISO 14.001en 50.001 ?
Wat moet er in ontwerpfase bijgestuurd worden
Moet er meer specifiek onderhoudsdesign komen
Green Building = extra investmentGreen Building O&M = return on extra investment
Green building measures cannot achieve their goals unless they work as intended (designed, commissioned)
De wereld staat voor een van de meest ingrijpende veranderingen aller tijden. Ooit was kapitaal het hoogste goed. Vandaag is dat menselijk talent. Dat talent aantrekken, stimuleren en ontwikkelen is de grootste uitdaging geworden om zich als bedrijf en zelfs als land te onderscheiden. Bedrijven moeten zich voorbereiden op één zekerheid: de onzekerheid. IFMA exploreert op dit congres de rol van de Facility Manager in deze veranderende wereld.
Defining service excellence_in_facility_management_iss_january 2014Muriel Walter
This whitepaper concludes two main themes emerging in driving service excellence in FM. Firstly, that excellence is underpinned by consistency, and secondly, an absolute confidence in delivering to an agreed set of standards. But research also shows that this consistency is not enough in itself to guarantee service excellence.
RICS - Strategic Facilities Management - 1st Edition oct 2013Muriel Walter
This guidance has been produced collaboratively, recognising that the facilities management sector is populated by a wide range of professionals from a variety of different backgrounds, many of whom have come to the profession with experience in the construction and servicing of buildings.
Fleet Management Services covering the whole operational lifecycle from acquisition to in-life and disposal. Procure and contract management optimization
Against wrong selection of suppliers, many people tend to go for the cheapest in the market. Just as the most expensive is the not the best so also in most cases the cheapest may spell doom for the objective.....
Ifma debat edwin de ceukelaire_integraalplannen_realty_13-05-14Muriel Walter
Debatnamiddag IFMA 13/05/14 - De toekomst van FM & Real Estate 13/05/14.
Een integraalplan is een beleidsinstrument voor een bepaalde regio, bijvoorbeeld één of meer scholengroepen. Hierin wordt een strategie geformuleerd voor het onderwijs van de toekomst, met de bijbehorende budgetten en projecten voor alle betrokken onderwijs-instellingen en schooldomeinen.
Dag fm ifma kluwer_27-03-14_anton maes_werkplekontwikkeling als tools om orga...Muriel Walter
Definitie strategische werkplekontwikkeling
- Het plannen, bouwen en implementeren van een werkomgeving in functie van de strategie, cultuur en praktische behoeften van de organisatie
- Het inzetten van de werkomgeving als pragmatische hefboom om een stijging te bekomen van zowel productiviteit als welbevinden
Dag fm ifma kluwer_27-03-14_wim storme_facilitair beheer en exploitatie duurz...Muriel Walter
FACILITAIR BEHEER EN EXPLOITATIE VAN DUURZAME GEBOUWEN
Zijn onze onderhoudsleveranciers wel klaar voor duurzame gebouwen?
Wat zijn eventuele bijzondere SLA’svoor duurzame gebouwen
Hoe zorgen we ervoor dat een duurzaam gebouw groen blijft eenmaal in gebruik ?
Biedt “Breeamin use” voldoendeoperationele meerwaarde?
Wat met ISO 14.001en 50.001 ?
Wat moet er in ontwerpfase bijgestuurd worden
Moet er meer specifiek onderhoudsdesign komen
Green Building = extra investmentGreen Building O&M = return on extra investment
Green building measures cannot achieve their goals unless they work as intended (designed, commissioned)
De wereld staat voor een van de meest ingrijpende veranderingen aller tijden. Ooit was kapitaal het hoogste goed. Vandaag is dat menselijk talent. Dat talent aantrekken, stimuleren en ontwikkelen is de grootste uitdaging geworden om zich als bedrijf en zelfs als land te onderscheiden. Bedrijven moeten zich voorbereiden op één zekerheid: de onzekerheid. IFMA exploreert op dit congres de rol van de Facility Manager in deze veranderende wereld.
Defining service excellence_in_facility_management_iss_january 2014Muriel Walter
This whitepaper concludes two main themes emerging in driving service excellence in FM. Firstly, that excellence is underpinned by consistency, and secondly, an absolute confidence in delivering to an agreed set of standards. But research also shows that this consistency is not enough in itself to guarantee service excellence.
RICS - Strategic Facilities Management - 1st Edition oct 2013Muriel Walter
This guidance has been produced collaboratively, recognising that the facilities management sector is populated by a wide range of professionals from a variety of different backgrounds, many of whom have come to the profession with experience in the construction and servicing of buildings.
Fleet Management Services covering the whole operational lifecycle from acquisition to in-life and disposal. Procure and contract management optimization
Against wrong selection of suppliers, many people tend to go for the cheapest in the market. Just as the most expensive is the not the best so also in most cases the cheapest may spell doom for the objective.....
Fleet Management Consultancy Services | EVP SolutionsNick Jones
Fleet Management Consultancy is at the core of what we do at EVP. We provide a one-stop diagnostic on all elements of your fleet management, from procurement exercises to delivering a comprehensive review of your whole fleet operation.
Where expertise is lacking within your organiszation, EVP are on hand to provide specialist support on all levels of fleet covering cost, responsibility and operational performance. We look at the challenges you face, identify the ones you may have missed, and work with you to overcome them.
Ald Automotive -Car Leasing Company Indiaaldautomotive
ALD Automotive is one of the fleet management and car leasing companies in India. We offer fleet services, commercial vehicle leasing, corporate rental car policy; corporate car hire. Contact us!
For organizations requiring ongoing support with the fleet, we offer our Fleet Manager+ service. Through this service, we act as a supplier relationship manager, ensuring that your fleet is run effectively over the contract lifecycle.
The management of leasing companies is palmed off to HR or finance, stakeholders aren’t properly informed about key processes, and often the knowledge is simply not there to efficiently manage a fleet of vehicles. EVP fill this gap providing peace of mind and an expert eye on your supplier base
Measuring the performance of your fleet by clearly defining strategy and tacticsTristan Wiggill
A presentation by Christopher Hill, fleet operations specialist, Altech Netstar, at the 1st annual Fleet Management Conference held at the Indaba Hotel in Johannesburg, South Africa.
Les Cliniques Universitaires Saint-Luc se sont dotées d’une gestion informatisée de toutes leurs
activités de nettoyage. Une première en Belgique ! Double objectif du projet lancé en 2018 :
rationnaliser l’organisation du travail des 300 techniciennes de surface ; optimiser et rentabiliser le
service fourni. Un défi proprement relevé.
TVH est une multinationale au caractère familial et à l’esprit d’entreprise de Flandre occidentale,
ce qui se traduit notamment par de l’attention envers les collaborateurs et l’environnement de
travail. C’est dans ce cadre que le bâtiment ‘The Hub’ de 13.000 m2, situé à l’entrée principale du siège à
Waregem, sera inauguré le 31 mars. La nouvelle construction regroupe de nombreuses facilités, répond
au manque de place, clarifie l’histoire de TVH et mise sur la rencontre et la collaboration, notamment
via l’imposant Experience Center.
De Cliniques Universitaires Saint-Luc hebben het beheer van al hun schoonmaakactiviteiten
geïnformatiseerd. Een primeur voor België! Dubbele doelstelling van het in 2018 gelanceerde
project: de organisatie van het werk van de 300 schoonmaaksters rationaliseren en de geleverde dienst
optimaliseren en rendabeler maken. En de uitdaging is aangenomen.
TVH is een multinational met een familiaal karakter en de West-Vlaamse ondernemersspirit, wat
zich onder meer uit in de zorg voor de medewerkers en de werkomgeving. Het is binnen dat kader
dat ‘The Hub’, een duurzaam nieuwbouwproject van 13.000 m2, op 31 maart opent aan de hoofdingang
van de site in Waregem. Het bundelt tal van faciliteiten, vangt de ruimtenood op, verduidelijkt het
TVH-verhaal en zet volop in op ontmoeting en samenwerking, onder meer via het imposant Experience
Center.
Pour réaliser son « Energy Program » lancé dès 2016, la société liégeoise EVS a déployé en 2020 une
approche tridimensionnelle. Elle a augmenté son parc photovoltaïque de 600 à 2300 panneaux,
entamé l’installation de bornes de recharge automobile sur ses parkings et mis au point un système
innovant (combinant eau de pluie et électricité) de refroidissement de ses salles de serveurs. Pour plus
d’économie, de durabilité et de modernité.
Parc 51 est entouré de 3,5 hectares de forêt et de prairies. La biodiversité prime et le chien du campus
est le bienvenu. Les résidents optent pour la nature, le bien-être et la qualité. Ben Goossens
(administrateur Parc 51): « Nous avons rénové deux bâtiments et un troisième, durable, est en
développement où nous nous focalisons sur la demande du marché et des bureaux séparés. Le besoin en
postes de travail professionnels reste élevé. »
FMmagazine 29-22_FR_BNP Paribas Fortis.pdfMuriel Walter
BNP Paribas Fortis, ‘La banque d’un monde qui change’ fête cette année son 200ème anniversaire
sur le site de Bruxelles. La cerise sur le gâteau est l’inauguration du nouveau siège. Celui-ci
centralise tous les collaborateurs à Bruxelles sur un seul site composé de trois bâtiments : Warandeberg,
Chancellerie et l’immeuble à la rue Royale. Le nouveau bâtiment reflète la vision dynamique de la
banque. Un joyau architectural qui excelle en matière de durabilité, d’efficience et de connectivité.
De GOB heeft de gelegenheid van zijn intrek in de nieuwe Iris Tower aangegrepen om zich toe
te rusten met een vernieuwend bedrijfsrestaurant. Het 100% homemade ‘good food’-aanbod
wordt bereid door een eveneens 100% homemade team dat voor 50% bestaat uit jongeren in een
eerste baan. Een grote uitdaging, want met 2.100 werkplekken in de toren moet het restaurant
700 tot 900 maaltijden per dag kunnen serveren. Met een focus op kwaliteit, financieel evenwicht en
medewerkerstevredenheid loopt de formule sinds eind 2020 op rolletjes.
Om zijn in 2016 gelanceerde “Energy Program” uit te voeren, heeft het Luikse bedrijf EVS in
2020 een driedimensionale aanpak uitgewerkt. Het bedrijf heeft zijn installatie van zonnepanelen
uitgebreid van 600 naar 2.300 panelen, heeft op zijn parkeerterreinen zijn eerste laadpalen voor
elektrische auto’s geplaatst en heeft een innovatief systeem ontwikkeld (waarbij regenwater en
elektriciteit gecombineerd worden) om de serverruimtes te koelen. Voor een zuinigere, duurzamere en
modernere aanpak.
Le succès de Deskalot dépasse les attentes. Si l’ambition était de proposer le premier mois cinq
emplacements via la plateforme, il y en a eu 75. Le site web est pris d’assaut par les visiteurs et
il est possible de réserver un ‘troisième poste de travail’ parmi plus de 1.000 emplacements. Jonas
Pollet, CEO : « A terme, Deskalot veut devenir le plus grand bureau du monde par le partage de l’espace
existant. »
Parc 51 is omgeven door 3,5 ha bos en weiland. Biodiversiteit krijgt er alle kansen en de campushond
is er graag gezien. Hier kiezen de bewoners voor natuur, wellbeing en kwaliteit. Ben Goossens
(zaakvoerder Parc 51): “We renoveerden twee gebouwen en een derde duurzaam gebouw is in
ontwikkeling, waarbij we op vraag van de markt meer focussen op aparte kantoren. De nood aan
professionele werkplekken blijft hoog.”
Het succes van Deskalot overtreft alle verwachtingen. Waar het de eerste maand de ambitie was
om vijf locaties via het platform aan te bieden, werden dat er 75. De website werd overspoeld met
bezoekers en momenteel kan men op meer dan 1.000 locaties een ‘derde werkplek’ vinden. CEO Jonas
Pollet: “Deskalot wil op termijn het grootste kantoor ter wereld worden door gebruik van de bestaande
ruimte.”
FMmagazine 29-22_NL_BNP Paribas Fortis.pdfMuriel Walter
BNP Paribas Fortis, ‘De bank voor een wereld in verandering’, viert dit jaar haar 200ste verjaardag
op de site in Brussel. Kers op de taart is ongetwijfeld de opening van de nieuwe hoofdzetel. Die
centraliseert alle werknemers van de bank in Brussel op één site bestaande uit drie gebouwen:
Warandeberg, Kanselarij en het Koningsstraatgebouw. Het nieuw gebouw weerspiegelt de dynamische
visie van de bank. Het is niet alleen een architecturaal pareltje, maar blinkt ook uit op het vlak van
duurzaamheid, efficiëntie en connectiviteit.
Le SPRB a saisi l’occasion de son arrivée dans sa nouvelle Iris Tower, pour se doter d’un restaurant
d’entreprise innovant. Son offre ‘good food’ et 100% homemade est réalisée par une équipe
également 100% homemade dont 50% de jeunes en premier emploi. Un défi de taille puisque qu’avec
2100 postes de travail disponibles dans la tour, le restaurant doit pouvoir délivrer jusqu’à 700 à
900 couverts par jour. Orientée qualité, équilibre financier et satisfaction des employés, la formule se
rôde depuis fin 2020.
Beci brussels business_La majorité des services sont désormais externalisés_0...Muriel Walter
Déjà deux ans de crise sanitaire !
Les entreprises ont été contraintes d’adapter leurs services et prestations liés à la bonne gestion
opérationnelle et stratégique. Dans un rapport de près de 200 pages, la Belgian Facility Association (belfa),
en coopération avec Procos, fait le point sur les tendances de ce secteur en ébullition. Il est le résultat d’une
vaste enquête auprès des services de Facility Management (FM) des entreprises belges.
Post trigion werkwijze, focus en rol van bewakingsagenten evolueert voortdu...Muriel Walter
De manier hoe bewakingsagenten werken, waar hun focus ligt en welke rollen ze
opnemen, evolueert voortdurend. “Eén ding staat echter vast: de juiste opleiding
en synergieën maken het verschil”
Dossier outsourcing_KMO Insider 01en02 2021Muriel Walter
Outsourcing is het overdragen van het beheer en/of van de dage-lijkse uitvoering van bedrijfsprocessen en -activiteiten aan een gespecialiseerde externe partij, die deze activiteit als dienst levert. Door de jaren heen is het uitbesteden van werk aan externe partijen gegroeid, in tal van sectoren, denk aan IT, backoff ice, klantenservice, callcenters, sales en marketing, facility management, boekhouding, personeelsadministratie en payroll services, juridisch advies, fleet management, logistiek,…
Fokus businessguide nov2020 (002)_integrated fm_p4Muriel Walter
De meeste bedrijven hebben veel leveranciers. Eentje voor de schoonmaak, eentje voor de catering, de beveiliging, ICT, hospitality… Dat creëert extra administratie, weinig synergie, verschillende facturen en vraagt vooral iemand die het hoofd koel houdt om de ver schillende departementen met elkaar te verbinden.
FOKUS_dossier Facility Management_levifl_express_07/20Muriel Walter
Contenu: Les « hard facilities », fondation du métier / Digitalisation : une évolution prometteuse / Le travail de l'agent d'entretien est beaucoup trop sous-estimé / Panel d’experts : les « softs facilities » pour capter les talents, et les garder ! / Tanja Barella : le facility manager en première ligne
“De Navo, een unieke facilities-ervaring”
Met zijn 45 jaar leidt Patrick Sonveaux het Facilities Management en infastructuur van de Navo
in Brussel met diplomatieke handigheid. Twee jaar geleden heeft hij samen met zijn team de
verhuizing van het oude terrein naar de nieuwe megastructuur van 250.000 m2 tot een goed einde
gebracht. De Facility Manager ziet toe op deze atypische en superbeveiligde bijenkorf waarin de
delegaties van de 29 lidstaten ondergebracht zijn en waar 4.500 mensen werken. Een dagelijkse
uitdaging met knelpunten die men nergens anders aantreft.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
An introduction to the cryptocurrency investment platform Binance Savings.Any kyc Account
Learn how to use Binance Savings to expand your bitcoin holdings. Discover how to maximize your earnings on one of the most reliable cryptocurrency exchange platforms, as well as how to earn interest on your cryptocurrency holdings and the various savings choices available.
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. 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. 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)
? ? ?
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. 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. 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. 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
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. 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. 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. 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. ECU >< RCU
Quote = ECU
ECU
known
RCU
known
End of contract closing
ALL costs
Start Stop
Guard driver
behavior and policy
?? %
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. 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. 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. 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. 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. 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. 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. 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. 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. 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. 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. Last Slide
Thank you for your attention
Coming home again…
Evaluate your position
and your activities
27