FLEET MANAGEMENT
Scott Murray
Australasian Fleet Management Association
Collaboration is one of those vanilla words thrown
around in marketing presentations, by politicians
spruiking their latest waste of taxpayer funding, or
by human resources in a job description. But in fleet
management and the 2017 Fleet Conference, it became
a buzzword, a symbol. A way for fleet managers to start
initiating changes to the old guard. Because the world
waits for no fleet manager and this is a marathon.
The event keynote from Mike Antich was particularly
informative, discussing how fleet managers in his 30
years of fleet editorial tend to fall into two types: the
tactical and the strategic. The former is “putting out
spot fires on a daily basis…some say it’s the main
objective, and it’s true, you have to be able to resolve
these day-to-day crisis,” he said. Compared with the
latter Antich said, “The best fleet managers can take
a long-term perspective and use their strategy to
implement tactics.”
Antich reminded delegates that their responsibility is
to avoid complacency and draw internal departments
together, acknowledging this is often easier said.
“To be best in class, you have to be strategic…and
focus on your internal fleet customers. Whether you
like it or not, you’re also in customer service. All the
other departments of your organisation are your
customers and unfortunately too many fleet managers
have internal struggle or conflict. It’s helpful to involve
upper management.”
He also touched on the issue of suppliers being
shut out of the fleet management equation, only
called upon when immediately needed. “Many
fleet managers make themselves as inaccessible to
suppliers as possible. This is very counter-productive.
View your suppliers as partners, people who can help
you optimise your fleet performance.”
GOVLINK » ISSUE 2 2017
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