- Part A: History, Description and Corporate Profile
- Part B: Experience -- Consulting and Advisory Services
- Competitive Strategies for Reducing Fleet Costs.
- 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 Audits.
- Maintenance Operations Audits.
- Approaches in "Right Sizing" the Fleet.
- 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.
- Part C: Corporate Philosophy
Part A: History, Description and Corporate Profile (Top)
Spectrum Consultants, Inc. is a fleet management consulting firm specializing in the application of proven fleet management techniques to federal, state, local government and private fleet organizations.
The company was founded by Michael E. Corbett in 1982 and incorporated as a California corporation in 1984. He is the sole owner and actively participates in fleet consulting projects across the United States. Spectrum's fleet management consultants are all former Fleet Managers and are on staff as associates and regularly participates in a full range of assignments.
National Newsletter (Top)
Spectrum is also the publisher of California Fleet News, a fleet management newsletter now in its 25th year of publication. An electronic edition was recently inaugurated. CFN's readership numbers over 5,000 fleet managers and policy makers across the nation, primarily in the government and utility sectors. The firm is located downtown San Diego, California.
Competitive Philosophy (Top)
Through all work products, Spectrum encourages a philosophy of fleet management in the United States that is gaining wide acceptance. That is, public fleets must be competitive in the marketplace of fleet services and perform to a high standard.
We have been successful in developing comprehensive fleet management programs for our clients and selling them to upper management. These programs are both customer and market driven. Often, we are called upon to implement or direct implementation of these programs in order to achieve savings in a more aggressive time span.
Client Winner of CSAC Challenge Award (Top)
Spectrum’s client, the County of San Diego Fleet Management Division, won the California State Association of Counties (CSAC) Challenge Award for its competitive fleet maintenance managed competition program.
Served State of California (Top)
Previously, we served as the fleet management consultants to the State of California Energy Commission, Local Government Assistance Office. In this role, we surveyed every local government fleet, held roundtable discussions with leading managers and provided one-on-one technical assistance with numerous cities and counties.
Our technical assistance projects have included several studies on the efficiency of fleet operations including privatization, centralized fleet management, chargeback and rental rate systems, fleet management information systems, alternative fuels, "right sizing" fleet operations and assignment management policy.
Publications (Top)
In the 90’s, Spectrum completed the Manual of Best Management Practices and Performance Measures for Local Government Fleets. The manual includes over 100 best management practices and 85 performance measures.
The Series on Fleet Competitiveness, a compilation of articles, which appeared in CFN, was also reprinted by California Fleet News Publishing.
Sponsor of California State Conference (Top)
Spectrum is the chief organizer and an ongoing sponsor of the California State Fleet Management Conference.
In the mid-1990’s, Spectrum was contracted by the Sacramento Metropolitan Air Quality Management District to work with six Northern California Air Quality Management Districts in the production of the Northern California Regional Clean Cities Conference. The purpose of the conference was to increase the use of alternative fuel vehicles and develop a clean region under the Federal Clean Cities Program. The conference resulted in five Northern California regions being designated by the Energy Secretary as Clean Cities under the Federal DOE program.
Sponsor National Seminars (Top)
California Fleet News regularly sponsors one-day seminars across the United States addressing the issues of fleet privatization, achieving competitive fleet programs, strategic planning and reengineering fleet management operations. The sessions are conducted by our senior consultants on cutting edge and timely topics in fleet management.
Spectrum offers a full range of services to fleets. For more than eighteen years, we have assisted fleets in organizing and streamlining operations for greater competitiveness and responsiveness to fleet customers.
Speaker at Professional Conferences (Top)
Spectrum consulting professionals regularly speak at local, regional and national conferences. Spectrum’s principal, Mr. Corbett, spoke at two sessions of the 2000 and 2001 American Public Works Association’s International Public Works Congress in Louisville.
Part B: Experience -- Consulting and Advisory Services (Top)
Competitive 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.
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 customerdriven 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 intraagency 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 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. (Top)
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.
Approaches in "Right Sizing" the Fleet. (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 "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.
Part C: Corporate Philosophy (Top)
Our philosophy can be summarized through several quotes from the above mentioned work products.
On Productivity (Top)
"Productivity is the true source of competitive advantage. What is certain to emerge is a new set of cost, performance and productivity standards for all fleet operators changing the future environment in which fleets are managed."
On Competitiveness and Privatization (Top)
"The real issue for fleets is competitiveness with privatization and contracting out as available tools in the quest to remain that way."
On Competitiveness (Top)
"To get competitive, fleet managers as well as unionized technicians must face the hard truths together: work smarter and raise productivity; make all management, supervisory, and technical workers and users accountable; routinely test the competitiveness of all services; and, implement private sector cost controls and measures of performance."
On the Role of the Fleet Chargeback System (Top)
"What role should a proper chargeback structure play in your fleet organization? A properly developed structure not only recovers the costs of fleet management, but assists in funding a rational replacement program and is structured in a manner that encourages users to practice economical behavior that minimizes costs."
On Management of Service Delivery (Top)
"The biggest challenge is to manage service delivery a new way: identify the full cost of each fleet service, measure it against industry norms using performance measures, and periodically compete it."
On Performance Measurement (Top)
"Fleet competitiveness is emerging as the new test of fleet management success. That means a starring role for the practice of measuring fleet performance."
On the Use of Information Technology (Top)
"Technicians in some fleets interact with technology for instantaneous briefings into a vehicle's maintenance history, manufacturer recalls or technical bulletins before arriving at the scene to repair it. Customers, too, can reserve pool transportation, order repair work or schedule preventive maintenance using their personal computers. As a result, fleet tasks previously done by armies of people manually can now be accomplished in a different, more cost effective manner."
On Fleet Organization Performance (Top)
"The fact that some fleet organizations do not perform well isn't because they are flawed. It's because of the way they operate and the principles on which they operate. They need to learn to work differently."
