• Advisory Services and Experience
  • Development of Fleet Policy and Financial Policy.
  • Development and Implementation of Complete Chargeback Systems.
  • Study and Implementation of the Potential for Centralized and Consolidated Fleet Management.
  • Development of Fleet Replacement Plans including Clean and Alternative Fuel Implementation.
  • Development of Customer-Driven Fleet Management Programs.
  • Fleet Agency Audits.
  • Maintenance Operations Audits.
  • Competitiveness Strategies for Reducing Fleet Costs.
  • Approaches to "Right Size" the Fleet and Reduce Costs.
  • Reengineering Fleet Operations Using Modern Technology.
  • Development of Energy Efficient Fleet Programs.
  • Evaluation of the Potential for Outsourcing.
  • Determination of Compliance with Government Regulations/Mandates.

Advisory Services and Experience (Top)

Spectrum offers a full range of services to fleets. For more than sixteen years, we have assisted fleets in organizing and stream- lining operations for greater competitiveness and responsiveness to fleet customers.

Development of Fleet Policy and Financial Policy. (Top)

We have developed fleet and financial policy for numerous fleet organizations that has resulted in a clear definition of authority, accountability and financial viability of the fleet. Our policy structures provide the direction and force for fleets to achieve optimum fleet management, that is, lowest cost/mile and high quality service in support of the transportation goals of our clients.

Development and Implementation of Complete Chargeback Systems. (Top)

We have developed rental rates and charges for our clients using a comprehensive computerized spreadsheet. At the conclusion of the project, the spreadsheet is provided to the client and becomes an ongoing tool. The spreadsheet permits the client to program fair and equitable charges for operations and replacement of their fleet saving thousands of hours in the annual development of rate packages for its fleet customers.

Our rate packages are not designed merely for cost recovery. Our chargeback approach introduces a market driven fleet management approach that influences customers to make more economical decisions regarding the use of fleet management resources thereby keeping costs under control. These systems are structured to enable easy comparison with other private and public service providers for ongoing competitiveness analysis.

Study and Implementation of the Potential for Centralized and Consolidated Fleet Management. (Top)

Centralization of the fleet management function holds great opportunity for substantial savings by performing the fleet function in the most appropriate economy of scale that decreases the overall cost of fleet management. One study we conducted in 1993 resulted in savings of over $500,000 in a fleet of just over 600 vehicles. Another study for a large fleet of 2,000 vehicles in 1994 is expected to result in annual savings of over $1.5 million.

The plans included changing the method of billing from an actual cost basis to a rental rate system, formation of set aside funds for vehicle replacement, and transferring equipment ownership. One of our consultants implemented the program that contributed to fast and substantial payback to the client.

Development of Fleet Replacement Plans including Clean and Alternative Fuel Implementation. (Top)

Many government fleet agencies merely provide maintenance services and do not own their fleets. As a result, they cannot achieve cost savings because they lack control over the vital linkage between operating performance and replacement decisions.

The immediate challenge for fleets is to identify fleet replacement cycles that minimize overall operating and capital costs of the fleet and to fund such programs in tough economic times. Now, clean car and alternative fuel mandates complicate this challenge.

We have designed complete replacement programs, funding methodologies and integrated clean and alternative fuel plans into the replacement strategies. Moreover, we have integrated these approaches into our computerized spreadsheet for estimating long term funding requirements for their fleet programs.

Development of Customer-Driven Fleet Management Programs. (Top)

For many fleet organizations, customer relations is reactive. One way to combat this is to develop a formal customer-driven fleet services program. Our experience is that fleet organizations which regularly communicate with their customers and develop programs that meet mutual goals produce cost effective fleets.

We have assisted our clients in developing fleet policy that defines the authority and accountability relationships between fleet management and department or agency heads, upper management, and vehicle drivers. We have developed formal intra-agency service agreements (ISA) between fleet management and customer departments that detail the level and quality of fleet services, and charges for those services. These are two examples that help set the framework for interacting with fleet customers.

Fleet Agency Audits. (Top)

We have performed management audits of entire fleet agencies that have resulted in a clear understanding of current and future fleet issues and problems while providing a definitive road map for modernizing fleet operations.

Maintenance Operations Audits.

Our services include determining the cost competitiveness of maintenance and repair operations, review of preventive maintenance (PM) programs, compliance with mandated state inspection programs and the evaluation of the number and size of mechanical staff required to maintain and repair your fleet.

Competitiveness Strategies for Reducing Fleet Costs. (Top)

We specialize in the evaluation of the competitiveness of fleet operations and developing an overall strategy for the agency to operate within a cost structure that compares to the best in the industry and enables your fleet to compete with the best.

Approaches to "Right Size" the Fleet and Reduce Costs. (Top)

Loosely defined fleet assignment and control policies have led to "overfleet" in many agencies. Since the cost of the vehicle asset is the largest number in the overall vehicle cost equation, rationalizing fleet size can be a powerful tool in reducing fleet costs.

Reengineering Fleet Operations Using Modern Technology. (Top)

Modern technology has afforded fleets the opportunity to reinvent the manner in which they operate - eliminate redundant data entry and records systems, minimize staff and paperwork requirements, and develop better information for decision making. We have recommended new systems and techniques empowering client employees with the necessary information to be more productive and responsible in the workplace.

Development of Energy Efficient Fleet Programs. (Top)

Fuel represents one of the largest operating costs of fleet management. We have provided our clients with assistance in managing fuel programs including the acquisition and implementation of automated dispensing and leak detection systems, downsizing fleet programs and identifying functions which can best be served with mandated clean fuel and alternative fuel vehicles.

Evaluation of the Potential for Outsourcing. (Top)

Some fleets are finding that privatization of specific fleet functions can contribute to more cost effective fleet programs as well as service to customers. We have evaluated private sector options for any number of services including 7quot;total fleet management", maintenance and repair, fueling, repair services, vehicle washing, leasing and oil change services.

Determination of Compliance with Government Regulations/Mandates. (Top)

A hoard of government regulations has enveloped the fleet management function over the past ten years. We regularly audit fleet operations for compliance with these requirements. We also advise on the appropriate response to these issues as well as incorporating the cleanest production of fleet services in future planning and expenditure programs.