The majority of finance departments would view a fleet and consider it as a liability, vehicle fleet tracking management system. Depreciating assets. Insurance obligations. Fuel invoices. A row of figures which never appears to end. It is no wonder that framing is so. It is also silently choking operating potential. A competitive instrument is a well-run fleet.
A brand promise that has wheels is delivery reliability. Clients are not exposed to your internal processes, they are exposed to whether the vehicle arrived on time, in good condition and whether it was driven by someone who is a professional representative of the operation. Each late payment is a little loss of a savings account which has been years in the making. A sufficient number of withdrawals and the account is closed.
The efficiency of routes accumulates over a period of time in a manner that is not noticeable on a monthly basis but epic on an annual basis. Eight minutes of a daily route saved on fifteen vehicles is no rounding error, it is more than 700 hours of capacity saved each year. That is actual work, real fuel, real vehicle wear that has been prevented.
The quality of Telematics data is as good as the decisions made based on it. The business of gathering all and doing nothing has bought costly validation of their current issues. It is not what our data show that is the question to ask.
What did we change last quarter because of it? One such metric that is very frank is idle time. Cars parked with engines on consume fuel, rotate engine hours and emit emissions – all at the same time.
