Integrating Multiple Pasts into a Single Fleet Future
Keeping drivers and leadership happy during a major integration
Competition is tight for talent in the healthcare industry, and pharmaceutical companies must leverage employee engagement tools – like the company vehicle – to motivate and retain top employees. So when company acquisitions happen, a number of groups assuredly will face change around their company vehicles as a result.
An ARI customer faced this challenge recently, following a short series of company acquisitions. The fleet team was dealing with multiple fleet programs, and data was housed in three separate systems. But the impact to employee satisfaction was among the fleet’s highest concerns. Across the divisions, there was misalignment in vehicle options and personal contribution dollar amounts.
To restore harmony, the fleet team wanted to create uniform policies that gained stakeholder backing and rebuild a driver-centric environment with excellent support.
The client worked with ARI to review all of the practices and parameters from the various fleet divisions and collect inventory and spend information. With the support of our Business Intelligence & Analytics team, they reviewed best practices and did some benchmarking with other pharmaceutical customers. Lastly, the fleet team traveled to the various fleet hubs to strengthen their relationships with stakeholders. This combined with a shift of driver support to ARI staff was done to help ensure program buy-in.
This was a lot for the fleet team to bite off, but their efforts paid off. Less than 24 hours after consolidating fleet spend, they had a budget in hand. Leveraging benchmarking information to confirm best practices was the next achievement, and finally the fleet team was able to focus their efforts on the betterment of the company rather than administrative tasks. Fleet was the first department in the organization to achieve full integration, allowing them to quickly achieve sound budgeting, strong business decisions, and a well-grounded focus on employee engagement.
Managing Fleet Costs to Find Hidden Savings
How did a state-wide transit agency not only curb excessive spending, but also achieve $500,000 in fleet management cost savings in one fiscal year?