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The Future of Fleet: Product and Service Sector

Fleet industry demographics are rapidly evolving. Traditionally dominated by males 51-60 years old, the American Trucking Association reports that more than half (54 percent) of new trucking hires will be brought on to their new roles to replace drivers that retire. Despite being a field with a high potential for career growth and competitive salary, the fleet industry has historically struggled to recruit fresh talent.


Rather than preparing for a career in fleet through a single educational track, most professionals are led to the fleet industry through their work in another field. Only once they’ve begun working in fleet do they realize how much they still have to learn through essential training like NAFA’s CAFM certification.


Keeping this in mind, I spoke with two young fleet leaders in the Product and Service sector to discuss how they began working in the fleet business and how they predict their generation will turn the industry on its head.

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Trailblazing Women in the Fleet Industry

Women are swiftly scaling ranks in the fleet industry. Today, women comprise 47 percent of the trucking workforce, including 7 percent of drivers and 23 percent of fleet management roles. The number of female fleet business owners is also on the rise. American Express 2019 State of Women-Owned Businesses report found that, between 2014 and 2019, the growth in the share of total employment by women-owned transportation and warehousing firms increased by 10 percent. The share of total revenue by women-owned firms in transportation and warehousing increased by 28 percent during this time.
The question, then, becomes: what inspires female pioneers to enter the traditionally male-dominated transportation industry? We spoke with four female fleet leaders from different sectors to find out their path to a career in the transportation industry, what inspires them, and what advice they have for the next generation of women in fleet.
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Asset Management Strategies for Fleet Leaders During Covid-19

Fleet managers today are being asked to predict the future. Traditionally the term “rightsizing” refers to quantifying the vehicles and staff necessary to fulfill fleet functions. However, the coronavirus pandemic has made rightsizing challenging, as the delivery landscape of next week or even a few months from now remain uncertain­­.
There are no ready answers to the questions Fleet Managers need answered in order to right-size their fleets. Nobody knows what deliveries will be considered essential, for instance, or whether we will we find a vaccine. We also don’t know which industries will go back to business as usual, or how will certain sectors will be forever altered by the pandemic? This creates a challenging environment in which to evaluate assets.  

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Improve Safety, Reduce Liability

Keeping drivers safe on the road is critical, and well-trained drivers can make the road safer for everyone, reduce a company's liability and improve efficiency. The National Safety Council reported that the most dangerous part of an employee's workday is when they are on the road, which is why it is vital to offer driver training, even to experienced drivers.
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Data Ownership and Privacy

Why this report matters to fleet managers:
  • A lack of ownership or access to the data that fleet vehicles generate is viewed as directly detrimental to secure operations.

  • Owners are concerned about the collection of their personal data and privacy rights.

  • The Internet-of-Things opens the potential for data misappropriation without user permission.

  • Automakers’ stake in controlling data has an estimated value of $750 billion by 2030.

According to the AAA, Americans spend up to 70 billion hours per year driving. It estimates that per week, individual drivers travel more than 220 miles, an average of 11,498 miles each year. During that time behind the wheel, vehicle computer systems are learning about your driving habits, less-than-safe driving inclinations, how fast and often you speed, how hard you are braking, plus more.

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Training Programs Pivot to Educate Future Techs Amid a Pandemic

Training for automotive and diesel technicians is critical, and training programs have had to alter their curriculum to meet students’ needs while adhering to social distancing and safety protocols during the pandemic. Virtual education fills a critical need; many within the industry said a hybrid of online and offline learning, giving students the choice, makes modern education and training relevant and convenient.

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How CAFM Matters

What makes fleet professionals decide to become a Certified Automotive Fleet Manager (CAFM)?  The desire to improve. Jonathan D. Ford, MPA, CAFM, Fleet Manager for City of Orlando Fleet & Facilities Management was driven to become a more valuable asset to the City of Orlando. “I perceived it as a challenge to myself,” says Ford, “and felt the need to accomplish it. Throughout my life, I have consistently embraced challenges aiming to better myself personally and professionally.”
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The Promise of Volunteering

Volunteering is a transformative experience. Deloitte suggests that volunteering can help professionals develop the “soft skills” sought out by organizations. These soft skills include leadership, time management, planning, empathy, communication, and professionalism––and 92 percent of company leaders described these soft skills as a “crucial priority.”
Wayne W. Westerholm, CAFM and Deputy Director at the Office of Parking & Transportation at Harding University, explained it perfectly: he says, “Volunteering within an organization permits professionals to display capabilities in ways that may not be traditionally observed by others by using different skill sets or techniques.”
But volunteering isn’t only beneficial to the individual. On an organizational level, volunteering can help fleet agencies stay relevant, connected, and at the forefront of burgeoning technologies. We spoke with four fleet leaders with a rich history of volunteer work to discover how volunteering with has enriched their personal and professional lives.  
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Reinventing Industry Conferences Is More Essential Than Ever

How do you keep a community connected during a pandemic when staying connected has never been more important? Meetings and conferences have traditionally brought business leaders together to share best practices and strategize how to get through challenging times. It’s pivotal to have a platform to share insights and outcomes. But all of that was turned upside down by Covid-19. We have had to reinvent the whole idea of a meeting and ways to stay connected over the past four months. The good news is that we have quickly adapted to many positive innovations.
The importance of conferences is especially critical to the fleet industry because it is evolving quickly. Keeping up with technology, risk management and operational challenges has always been important. Now with the impact of four months (and counting) of dealing with a public health crisis, exacerbated by an economic crisis, business leaders can use all the insights they can find.

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Don’t Be Distracted from Distracted Driving!

We’ve read about it.  We’ve written policies about it.  We may have been guilty of doing it ourselves.  Distracted driving. One side effect from the past few months is most of us experiencing a high level of distraction as a result of living with uncertainty, the rigors of sheltering in place and more recently, the conflicting signals and guidelines about how to reopen post-lockdown.

How does this relate to fleet? Many drivers getting back out onto the road regularly, and as surprising as it may sound, the skills of day-to-day driving may have been stunted after four months of shelter-in-place protocols. Then there’s the added issue of fleet drivers navigating roads with local residents who may be suffering from the same conditions, resulting in their own distracted driving.
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Six-Point Fleet Playbook

The pandemic is the most recent example of the need to update procedures and policies documents. Five others include residual personal data in vehicle digital memory when vehicles are remarketed; legalized marijuana; using fleet vehicles for second jobs; carrying weapons; and using cell phones for calls and texting.

Estimates of Fleet Policies in Place
  • Pandemics - 0-1%
  • Data Clearing - 0-10% 
  • Legalized Marijuana - 10-30%
  • Using Fleet Vehicles for Second Jobs - 10-60%
  • Carrying Weapons - 30-80%
  • Cell Phone Conversations and Texting - 50-95%

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How Can Fleet Leaders Create and Enforce Safety Culture?

The Covid pandemic put fleet safety at front and center of the consumer zeitgeist of 2020. Nonessential business has resumed across the U.S., which means fleet leaders are hashing out what the “next normal” is going to look like for their business. The smart fleet management market is poised to grow by $153.63 billion between 2020 and 2024, with some variance for the impact of Covid-19. But as the demand for last mile delivery continues to grow, expectations for fleet safety are also on the rise. Suddenly, everyone from product manufacturers and the CDC, to the end consumer has a guideline about how fleet agencies should operate––and whether they should be operating at all.
Although Edelman found that 75 percent of consumers feel CEOs should be conservative in resuming normal operations post-Covid, the demand for last mile delivery has never been stronger. Let’s explore how fleet agencies can ease back into operations without compromising the health and safety of staff.

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People, Profits and the Planet

What are you doing to improve the environment?  Wise elders inspired “The Seventh Generation Principle based on an ancient Haudenosaunee (Iroquois) philosophy that the decisions we make today should result in a sustainable world seven generations (140 years) into the future.”
Sustainability is becoming embedded into business models and smart leaders recognize that sustainable business practices can improve profits as well as the brand image among all stakeholders.  In a customer-driven marketplace, innovation and forward-thinking strategies are key to the long-term sustainability of the business as well as stewardship for the long-term health of the planet.
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The Big Picture on Fleet Sustainability

Sustainability is quickly becoming a moral imperative in the fleet industry. We’ve been operating as if earth itself was a renewable resource. But air pollution, water contamination and the consumption of natural resources now pose a tangible, detrimental impact to the quality of human life. A whopping 44 percent of the U.S. population now lives in areas that do not meet the requirements for the Clean Air Act’s National Ambient Air Quality Standards. Air that doesn’t meet these standards can lead to health issues such as lung cancer, asthma, heart disease and emphysema.
Only 38 percent of respondents in Edelman’s most recent study felt that organizations were “putting people before profits,” meaning consumers feel organizations have a long way to go before consumers perceive them as taking environmental concerns into account. With that as a prelude, let’s delve a little deeper into sustainability strategies for fleet leaders.

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Fleet Trust and Resilience in a Covid-19 World

Fleet is operating in the wake of a pandemic, economic crisis and civil unrest, and trust has become a core issue. According to the global research firm, Edelman, which has been monitoring consumer trust for over two decades, only 47% of consumers say that business has done a good job of ensuring that products and services have been readily accessible during the Covid-19 outbreak. Additionally, 44% say that businesses have done a good job of protecting essential employees whose jobs require them to work outside their home, and even fewer consumers believe businesses are looking out for their employees or partners--only 38% believe they put people before profits, 39% believe they protect employees’ financial wellbeing, and 38% believe they are helping smaller suppliers and partners stay in business by extending them credit or giving them more time to pay.
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CAFM: Keeping Up and Staying Ahead

The CAFM program can become your essential tool for maintaining high standards and being up to date on best practices and operational procedures. Brandon Wilkins, CAFM, Fleet Management Parts Lead for Orange County, FL's Sheriff’s Office says, "In speaking with other fleet professionals, the overwhelmingly positive feedback about the CAFM program made my decision to pursue this very easy.” He adds, "When I saw CAFM was listed on the 'Top Certifications for 2019,'  I knew it was a resume-builder. What I did not know was how many gaps I had regarding comprehension of various fleet disciplines, along with common fleet practices. I did not realize how much knowledge I was lacking until digging into the first CAFM module."

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The Value of  Lifelong Learning

It’s easy to talk about lifelong learning in an abstract sense. Nobody would argue that, as a fleet leader, you should continue educating yourself as the field evolves. Continuing education has proven to boost confidence and credentials in managing a team. A whopping 63% of adults in the U.S. have taken a professional class or training in the past year. Earning and maintaining certification is both a professional responsibility and a personal commitment. With the convenience of online learning platforms, it’s easier than ever to certify and recertify the essential skills needed to lead fleet.

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CAFM Ups Your Game at Any Stage in Your Career 

Alexis Reece, Fleet Analyst for Ferguson Enterprises, in Newport News, VA, has worked in the fleet industry for over 17 years in various fleet-related roles and is a recent Certified Automotive Fleet Management (CAFM) 2019-2020 graduate. Even with a secure career in the field, she says she earned her CAFM now because, “Even though I have over 17 years of experience in the industry, CAFM certification opens up more opportunities to advance within it.”

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Can Fleet Safety Procedures Be Harmful to Driver Health?

Safety has always come first in the fleet industry. However, the coronavirus outbreak has encouraged fleet leaders to put safety culture at the forefront of their list of priorities. Organizations with a great safety record do so with a culture of safety-present as policy. Many fleet organizations have had to enact stricter safety protocols to prevent pathogen spread in fleet vehicles. The CDC suggests that drivers disinfect vehicles with a “diluted bleach solution,” or a solution comprised of 70% alcohol.

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How to Achieve the Top Ranking in 2020 100 Best Fleets

“This is not a secret and by no means are we trying to keep it that way,” says NAFA Member Jeffrey A. Hawthorne, CAFM, B.S.B.A. He is the Division Manager for Fleet Management for Palm Beach County Sheriff's Office (PBSO), in Florida. His fleet tied for the top spot in the 100 Best Fleets rankings for 2020 announced in April, and he is only too glad to share the methods that got PBSO there.

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Fleet Strategies: Pivot with Minimal Disruption

The Covid outbreak threw a wrench in many fleet leaders’ agendas. Suddenly, plans such as business expansions, burgeoning client relationships, vehicle acquisitions and hiring have been put on hold… or suspended altogether. It can be challenging to pivot business plans unexpectedly, while simultaneously minimizing business disruption and pushback from staff. Ideas can suddenly be upended by shifts in the economy, global issues, or even movements within the organization itself. As regulations around business openings and operations are changing almost daily, organizations have been called upon to pivot more quickly than ever before. And the threat of government fines and pathogen spread looms large for fleet agencies that have managed to remain operational.
So, how can fleet agencies turn small defeats into long-term success and pivot quickly, while still being responsible to their staff and clients in the process? We spoke with two fleet leaders and NAFA members to find out.

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The Pivot from Seat Covers to Facemasks

In March 2020, the reality of a worldwide pandemic began to take hold and the ripple of uncertainty spread out across nearly every industry. Organizations were flooded with questions: what was essential/nonessential; how to manage a tele-workforce; how to manufacture a product that may not be in great demand in the short-term; and how to keep staff active during a shutdown? Everyone needed answers, and fast.

TigerTough Group is a manufacturer of seat covers; their way forward came when medical professionals on the frontlines put out an urgent call for personal protective equipment (PPE). The company was uniquely suited to make a contribution and fill this great need.

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Risk Management for Fleets: New Mobility and Covid-19

Implementing new mobility options comes with great potential benefits: increased efficiency of operations, reduced costs, reduced carbon dioxide emissions, and perhaps improved employee satisfaction. As a result, and prior to Covid-19, many fleet managers will have been considering their approach to risk management with respect to new mobility – electrification, automation, and sharing. Clearly, a pandemic temporarily alters priorities; safety of staff and the resilience of the business have priority.  But we shouldn’t take our eye fully off of the longer-term view: managing the potential of alternate mobility solutions.  We may even find some solutions in our short-term challenges. 
It’s become an adage that the fleet manager is becoming a mobility manager. In terms of risk, the consequence is straightforward: as you add responsibilities across the spectrum of new mobility, so too will the list of risks you will need to manage. Connected and electric vehicles each bring a new set of responsibilities, from the batteries and charging infrastructure, to the data compiled by the vehicle and the telematics. 

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Navigating the New Normal

Fleet managers – both those still running essential fleets and those who have dealt with closure obstacles – have been navigating “the new normal” for more than two months now. Likewise, the companies that serve these fleets with products and services have been figuring out how to keep staff on track, even as clients have other concerns in mind.

A national pause as we are experiencing offers the unexpected opportunity to replace old, ineffective practices with new ideas and operations. Corey Woinarowicz is Director of Business Development at NOCELL Technologies, and he is using this time to enhance his firm’s expertise in combatting the deadly and costly distracted driving habit.

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Innovating During Coronavirus

We are all living in a time warp as our collective confinement continues, but let us reminisce a moment back to Q1 2020.  In January, California residents gained the right to wrestle back their user data from the tech platforms and other companies that had captured and exploited it. In February, Senator Josh Hawley posited that the FTC should take over Google, and Senator Amy Klobuchar introduced an antitrust modernization bill as a cudgel against big tech. The country was speeding toward a new era where the big technology companies would be reined in and privacy protections would soon sweep the nation. Instead weeks later, what nearly swept us under was a global pandemic.

We are looking for a way out and it is those same big tech companies we complained about that are helping us get through.  

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A Risk-Averse Fleet Makes A Bold Decision That Pays Off

All fleets are grappling with the COVID-19 pandemic, and each organization is dealing with circumstances unique to them.  Such is the case with the fleet of 2020 Fleet Excellence Award Winner Chris Schaefer. Schaefer won in the Excellence in Corporate/Private Fleet or Mobility Management category.

“Every fleet needs to be mindful of risk, but we’re an insurance company,” Schaefer says. “We are naturally risk-averse. We have to protect our drivers, employees, and customers, but also set the example based on the services we provide.” Schaefer, Fleet and Travel Manager for Westfield Insurance, has been working from home along with his team members. “We have roughly 1,500 people who work at our home office, so that is a large population to move to work-from-home setups, but we implemented that quickly.”

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Fleet Protocols for a Post-Covid World

The federal government is pushing for states to reopen. Certain states––such as Alabama, Idaho, Mississippi, and Montana, among others––are slated to resume business before May 1st (while others––such as Arkansas and Florida––never officially shut down in the first place).

Each state will open slowly and with restrictions prohibiting large gatherings. With that said, it’s beginning to look like the U.S. is on track to gradually return to an active economy. 
While commerce will eventually recommence, it will hardly be “business as usual” for a nation brought to its knees by the Covid crisis. School and universities are shut down for the foreseeable future, so fleet agencies that cater to this sector will need to find new purposes for their drivers. And the way we do business will never be quite the same. Let’s take a look at how organizational protocols in fleet need to be altered to reflect what we’ve learned from coronavirus

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2020 Flexy Winner: Stewardship, Change, and COVID-19 (Flexy Winner Interview)

We caught up with 2020 FLEXY Award Winner Steve Larsen, Director of Procurement and Fuel at Ruan Transportation Management Systems to discuss crisis management. Everyone working at Ruan has been charged with helping minimize the impact on operations that the coronavirus has caused.   

As many reports and first-person accounts can affirm, many stores are faced with shortages due to supply chain issues as a result of panic buying. At times like these, the role of the trucking industry charged with getting the merchandise to our stores cannot be underestimated. 
Larsen spoke to NAFA from his home where he and his wife are working remotely. What follows is a wide-ranging discussion about current needs, how Ruan is stepping up to the challenges at hand, as well as the efforts that gained him his Excellence in Corporate/Private Fleet or Mobility Management FLEXY.
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Growing Tomorrow: Lessons from the Coronavirus

Of course, tcommunication is always a good idea – but during (and after) a crisis, this is even more essential, as it presents a learning opportunity for leadership.  Collect your anecdotal and analytical data now to create your playbook.  

  • How did staff get around during self-isolation?  
  • Did they park their vehicles and use a bicycle, or even an e-scooter to maintain physical distancing?  
  • What apps were they using to stay informed – and can these be integrated in company software?  
  • For city-based employees: are they still comfortable with using public transport for commuting or making customer-visits, or should you implement a mobility allowance for ridehailing and carsharing?
  • For essential services employees, were current fleet vehicles fit-for-purpose during the crisis? 
  • Countries around the world have undertaken different mitigation measures during the Coronavirus Crisis; globally operating fleet and mobility managers should reach out to their international teams to exchange best-practices once time permits. ​
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Firefighting Fleets: Managing Data and a Pandemic (Flexy Winner Interview)

The national coronavirus crisis is affecting fleets in unique ways, principally from being labeled essential to being temporarily shut down. FLEXY winner Brad Smith, Fleet Maintenance Supervisor for Poudre Fire Authority in Fort Collins, CO manages an absolutely essential fleet.
NAFA caught up with Brad, winner for Excellence in Public Fleet or Mobility Management, to dig deeper into the challenges of the moment which make firefighting administration even more challenging. 
“Fire fleets have situations where some houses contain several functions and multiple assets running out of one place,” Smith explains. “The trucks stay at the station and crews are rotated every 48 hours, so we ensure that quality pass-on is done between the shifts. Lingering non-safety issues are monitored.  I have currently halted all non-essential shop activity to include preventive maintenance actions that are not more than 500 miles or 30 days overdue.  The goal of that is to keep as many reserve firefighting apparatuses at the ready in the event of major breakdowns and supply chain issues.  We have six reserve apparatus with one currently in service.”

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Together We Will Prevail: Insights on the Impact of Coronavirus in Fleet

The fleet industry has been through economic downturns in the past, but those have developed over time. The coronavirus pandemic, on the other hand, hit the industry within a matter of weeks…and there’s no definite ending to the crisis. As such, fleet managers have found themselves without a clear set of guidelines to follow to navigate their businesses during the outbreak. 
We interviewed NAFA board members to get their insights on how fleet professionals can best contend with the impact of the COVID-19 outbreak, to emerge stronger (and more resilient) on the other side. 

NAFA Board of Directors Secretary/Treasurer Kathy Wellik, CAFM, is Director for Iowa State University Transportation Services. Wellik––like all of us––must face this pandemic head-on in every level of her personal and professional life. She says that Iowa State University Transportation Services is taking a few key actions to move forward at this crucial moment. 

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2020 Flexy Winner Interview: George Hrichak

  2020 FLEXY winner George Hrichak shares strategies for success. This is not the way George Hrichak imagined he’d be celebrating his 2020 Fleet Excellence Award (FLEXY) win, with most of the United States in a virtual standstill because of Covid-19. “My family is following the precautions everyone else is, washing hands, using hand sanitizers, social distancing, that type of thing.”

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Mitigate Now: Nine Lessons from the Coronavirus

Challenging times call for operational strategies that can evolve as the situation unfolds.

Maintaining the operations of a business in a simultaneous health and economic crisis is a critical concern for every leader today.  

As the coronavirus crisis rages, fleet and mobility managers have a specific responsibility to act swiftly – to ensure the safety of employees, to assist the business in staying flexible, and where possible, to support efforts to save lives. 

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Preparing for Natural Disasters in Uncertain Times

According to Patti M. Earley, CAFM, Fleet Fueling Operations Supervisor at Florida Power & Light and President of NAFA, after a disaster, the most important mission is getting people’s lives back to normal as quickly as possible. “For most organizations,” Earley says, “restoration or continuity of daily functions doesn’t happen without the fleet. While there may be some advanced warning with hurricanes, most disasters don’t necessarily give you notice before they strike.”

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Data Safety: How Do You Protect Your Fleet from Hackers?

Today’s increasingly connected vehicles provide a trove of data and insight, but that brings with it another worry, especially for law enforcement fleet professionals: the valuable data also might be of interest to criminals.

What about a terrorist attack response that is dramatically slowed down because police vehicles are remotely disabled, wherever they sit?

Officers are sitting in an undercover police car, staking out a drug kingpin. Out of nowhere, the car is surrounded by armed men, because the bad guys hacked into the police network to find out vehicle locations.

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Navigating Fleet Staff Conflict

Workplace relationships can be the most difficult kind. They are as close as family ties, and frequently, one will see their co-workers more than spouses, children, and so on. The key differences are that your livelihood depends on your ability to work and interact with your colleagues, and the quality of your organization’s efforts can suffer greatly if you don’t. 

Therefore, fleet and mobility professionals can find themselves in the position of mediator and conflict mitigation manager , with two employees on either side and at odds with each other. 

“At its core, fleet management is a resource management discipline and the most important resource we have are our employees,” said NAFA Regular Member and Past President Christopher D. Amos, CAFM, Commissioner of Equipment Services, St. Louis, Mo. “Workplace productivity is negatively impacted by anything that distracts from people doing their job.”  

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Inside the Fleet of the Port Authority of New York and New Jersey

Very few fleets can have a major impact on worldwide air traffic from the ground.
According to a December 2018 report compiled by the Port Authority of New York and New Jersey’s Aviation Department, over 1.3 million flights and nearly 20.5 million passengers were handled by airports controlled by the agency last year.

Without the Port Authority’s Central Automotive Division supplying the necessary ground vehicles to keep runways clear and passengers moving, those planes would never get off the ground.

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The Finer Points of Fleet Data

The fleet management industry has seen an evolution in recent years centered on information technology (IT) and vehicle data. With the advent of telematics devices and vehicle tracking systems, fleet managers are utilizing IT more than ever. The statistics provided by these tools can be used to reduce vehicle downtime, keep up with preventative maintenance, improve driver safety, make informed decisions when selecting new vehicles, and more.

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Succession Planning is Key to Professional Continuity

Everyone wants to think they’re irreplaceable. Yet when the lottery hits new heights, the lines are long—with many dreaming of quitting their day job. Retirement parties come around frequently. And no one likes to think about it, but people die every day—and many of them are still in the workforce when it happens. 

Then there are happy things: marriages that take someone out of state, or a promotion that leaves the role vacant.

In a world in which vacancies may mean the full-time equivalent shifts to another department or in which a fleet professional suddenly juggles additional responsibilities, having the next hire identified makes sense. And it may prove more valuable than simply filling the job.

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Predictive Analytics: Get the Most Out of Your Data and Your Vehicles

When it comes time to replace certain vehicles in your fleet, many organizations use mileage and/or months in-service to determine when to cycle their assets. This method, however, doesn’t take into account the great variation in vehicle usage that can occur across a fleet or how the vehicle may have been driven. 

This is where predictive analytics and leveraging big data can give fleet managers a clearer picture of the condition of their vehicles by using a model that incorporates factors like maintenance history, driver behavior, age, and mileage.

NAFA Member Bob McElheney, CAFM®, Director, Vehicle and Equipment Services for the City of Newport News, Va., said his team bases many replacement decisions on a vehicle-by-vehicle basis by examining the type of asset and what it is used for.

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Is Green the New Gold?

Investing in a new technology or initiative for the sustainability benefits alone is a noble idea with long-term benefits—but not necessarily one that upper management will gravitate toward. These days, with budgets being crunched to squeeze out every dime, those efforts might also require cost savings.    

The good news is that it’s easier than ever, fleet professionals say, to find vendors who will offer solutions that support sustainability. Increased competition, naturally, means better solutions—and better results. So yes: “green” can add up to “gold,” but it will take some work. 

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Diesel and Defeat Devices

  Experts have never disputed the efficiency derived from diesel fuel or the additional number of miles-per-tank that “burning oil” offered. What was always a sticking point was the long-held perception of diesel as a dirty fuel belching out dark soot -- a stigmatization that caught hold in the U.S. during the 1970s oil crisis. U.S. consumers moved to diesel technology to beat the high price and low availability of gas but were disenchanted by noisy equipment and pollution. That wasn’t necessarily the case on European roads where diesel had been a mainstay.

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Vehicle Miles to Replace Fuel Tax?

Vehicle miles traveled (VMT) is a funding mechanism that charges drivers according to how many miles the vehicle has been driven, as opposed to current point-of-purchase fuel taxes. The primary beneficiary of the fuel taxes, the Highway Trust Fund (HTF), struggles annually to stay solvent and continue to pay for projects to build and repair the country’s roads and bridges.
Additionally, alternate fuel vehicles and more efficient gas and diesel engines make fewer trips to the station to pay fuel taxes, and some vehicles don’t visit gas stations at all.
Sam Graves (R), Chairman of the House Transportation and Infrastructure Subcommittee on Highways and Transit, is the U.S. Representative for Missouri’s 6th congressional district, serving since 2001. He is a leading proponent for VMT as a funding source for the Highway Trust Fund, and in a one-on-one interview outlined his reasons for pursuing this funding mechanism.

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