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Optimal replacement strategy lowers maintenance and fuel costs
A global leader in selling, marketing and distributing food products noticed their maintenance costs were increasing for their fleet of delivery tractors. The customer was currently cycling their tractors after seven to eight years with 700,000 to 800,000 miles. They asked Element Fleet Management’s Strategic Consulting team to analyze their replacement parameters and recommend an optimal time to cycle the tractors.
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向电动汽车过渡：澳大利亚和新西兰的案例研究
Custom Fleet 是 Element 车队管理公司的一部分，已在澳大利亚和新西兰运营约 40 年，为 1000 多家最大的企业（包括新西兰政府车队）管理超过 100,000 辆车辆。该公司一直积极支持客户向电动汽车（EV）过渡。挑战在于，许多组织热衷于过渡到电动汽车，但不确定从哪里开始或如何实现过渡。过渡过程不仅涉及选择合适的电动汽车，还涉及充电基础设施的安装、能源审计以及充电交易和成本的管理。此外，公司还需要及时了解电动汽车生态系统中新兴创新和监管变化的最新情况。
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Telematics improve fleet effectiveness for energy company
The customer, a company serving the energy industry, was facing a challenge of not having visibility into the location of all its vehicles at all times. This was particularly problematic when an emergency response was needed. The company did not have a handle on its inventory and did not know where all its vehicles were located. In addition, the customer’s DOT-related compliance was ineffective, and it wanted to increase compliance in case of an audit.
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Truck Engineering
The customer, a construction company, operated a fleet of tractor trailers to haul product in regional areas across the United States. They were struggling with a lack of standardization across their fleet and complying with legal standards. A specific challenge they faced was the “spring thaw” in northern Midwest states which requires trucks to reduce axle weight during spring months to protect roadways. To ensure compliance, the company either had to find a way to reduce axle weight or had to avoid the specified state highways during that time period. This was impacting their customer service, productivity and costs.
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Strategic Alliances
A U.S.-based multinational energy company needed a comprehensive solution to align 150+ decentralized company-run van pools, offered as an employee transportation benefit. With no direct business owner assigned to the overall operation, the customer turned to Element as a trusted resource for vehicle sourcing, management assistance, consolidated billing and delivery of a consistent employee experience. The customer needed 150+ passenger vans equipped with specific amenities. The customer wanted Element directly involved as a business partner, to work with them to source and manage the units.
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Truck Engineering
The customer’s sales reps transport sensitive medical equipment to surgery centers/hospitals to oversee eye surgeries. The equipment needs to be securely transported in the vehicle but also between the vehicle and the operating room. Instances of damage to the equipment from moving around in the truck and damage occurring after the equipment was unloaded were noted as well as safety concerns for the drivers.
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Truck Engineering
The customer's stand-alone generator sets were experiencing high failure rates and were prone to theft. The trucks were diesel powered and the generator sets used gas to power their tools, resulting in frequent fueling mix-ups and higher maintenance costs. In addition, the current generators experienced a high rate of burnouts from being used so much and as gas was their source of power, drivers had to bring gas cans with them. Some field customers would not permit this and the trucks were not allowed on site – impacting our customer’s ability to service their customers.
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Downsizing vehicles reduces costs
A regionally-based paint store chain was looking to reduce costs and improve efficiencies in its fleet operations. They were using ½ ton and ¾ ton cargo and passenger vans for both their sales and delivery vehicles. The company wanted to become more streamlined in this area and decided to hand over the management of their fleet to the experts at Element and its Fleet Manager Program. One of the first tasks they assigned to Element was determining the best vehicle for their sales fleet.
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克服车队车辆分配限制：案例研究
2021 年，Element 客户与许多其他车队一样，计划在秋季订单周期下工厂车辆订单。然而，他们很快发现，由于客户的车辆需求超出了 OEM 的分配，原始设备制造商 (OEM) 已经停止了订购。秋季订单超出了分配量 50 个单位。该客户计划在 2022 年额外订购 50 台设备，这意味着他们需要为需要更换的 100 台设备找到解决方案。面临的挑战是引导 OEM 控制的订单分配并找到满足客户车辆需求的方法。
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Zachry Construction 利用 Element 实现车队管理转型
Zachry Construction 是一家中型建筑公司，在管理其车队方面面临着重大的运营挑战。该公司在车辆的维护、采购和运营方面遇到了困难，这正变得越来越复杂和耗时。每四五年购买新卡车的财务负担也被证明是不可持续的。该公司需要一种解决方案来简化车队运营、降低成本并确保车辆的高效使用。
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Leasing vs. Equipment Rental
The customer was looking for a way to reduce the total cost of its material handling equipment used in its warehouses across the country. The customer’s corporate office had no visibility into its forklift inventory or related costs within each of its 80 branch locations. Several branches have low asset usage needs and believed rentals were a better option than leasing new equipment.
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Customer Service Case Study: Fleet Management in Consumer Goods Industry
The customer, a company in the consumer goods industry, was experiencing declining service levels with their current fleet management company. Their drivers were not receiving the level of customer service and support they required to keep them and their vehicles on the road and in compliance. The customer initiated an RFP process to review products and services provided by major fleet management companies to improve their service levels.
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Telematics solution delivers immediate savings to service fleet
A national automotive supplier was looking to reduce the costs of its service fleet, which consisted of light, medium, and heavy trucks. The company also prioritized improving driver safety and sought recommendations on how to achieve these goals. The challenge was to find a solution that could help the company monitor its fleet, reduce costs, and enhance driver safety.
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Strategic Consulting uses business intelligence tool to dig for deeper savings
A director at a leading oil and gas pipeline company set an initiative to cut costs by 1 cent per mile within his department. The cost-saving measures had to be reasonable to implement and not hinder current business processes. The company needed to find a way to analyze their enormous amount of fleet data to uncover potential savings opportunities and recommend a course of action to achieve the desired results.
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Strategic Consulting optimizes productivity, safety and sustainability
The construction tool manufacturer was looking to optimize its fleet of 1,400 vehicles to maximize productivity, improve safety, and decrease maintenance costs. The company also had specific fuel efficiency sustainability guidelines based on its European parent company’s fleet. The company faced issues with ergonomics, limited visibility due to upfitting design, loading weight distribution, exceeding allowed weight of loads and excessive idling, all of which impacted safety, maintenance, depreciation and fuel economy.
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Fleet outsource model drives down costs
An energy utility company was looking to reduce costs and improve driver safety. The company managed its fleet in-house, only outsourcing upfitting specifications/design and maintenance to separate third parties. The company decided to move to an outsourced model, where Element Fleet Management would spec and facilitate vehicle engineering, ordering and delivery, as well as manage fuel cards, safety and maintenance.
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Utility company uses telematics to reduce fuel and accident costs
An electric utility company was tasked internally to drive down operating costs. The focus was specifically placed on reducing accidents/liability and fuel spend. The company was looking for a solution that could help them enforce speeding policies, decrease idling, increase seat belt use and reduce erratic driving behaviors.
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Truck experts create CNG pilot program to meet corporate responsibility and cost goals
A large beverage company was looking to add CNG trucks to their fleet of vehicles as part of a broader, corporate “green” initiative. However, the addition of these trucks also needed to make good business sense. The customer enlisted the help of an outside provider to lead the initial CNG pilot program. Unfortunately, the program did not go well. The trucks were spec’d incorrectly, fuel tank systems were recalled causing additional delays, and onsite fueling services were not available. The initial pilot took 18 months to get all 67 trucks in service. The customer was not satisfied with the pricing or service with their current vendor and turned to the experts at Element Fleet Management to oversee the second pilot.
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Reducing maintenance costs for material handling equipment
The customer, a business services company, was under intense pressure to reduce costs associated with its material handling equipment used in its facilities. The customer operated approximately 70 units, mostly forklifts, in 11 sites around the United States. Each facility handled its own maintenance needs using a variety of manufacturers/providers. There was no centralized oversight or visibility into costs and effectiveness. The lack of centralized oversight led to a lack of visibility into the actual number of units and the costs associated with their maintenance.
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Telematics improve fleet effectiveness for energy company
The customer, a company serving the energy industry, was facing a challenge of not having visibility into the location of all its vehicles at all times. This was particularly problematic when an emergency response was needed. The company did not have a handle on its inventory and did not know where all its vehicles were located. In addition, the customer’s DOT-related compliance was ineffective, and it wanted to increase compliance in case of an audit.
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Lower costs and higher productivity through new truck trailer design
The customer was seeking third-party expertise to enhance their in-house garage operations. Element’s truck consulting team conducted a field study at several of the customer’s in-house garage shops and identified several issues. These included an excess of inventory parts, the absence of a tire policy, inconsistent use of the maintenance software system, varied training provided to mechanics, lack of centralized purchasing programs, absence of a preventive maintenance checklist leading to numerous errors, and discrepancies in safety practices.
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Truck Engineering
The customer, an oil and gas company with a fleet size of 3,000, was facing issues with their current truck insert. The insert was not user-friendly and had limited payload capacity, which resulted in lower productivity and difficulty in complying with weight restrictions for road use. The truck inserts were too heavy, potentially illegal for road standards, and ergonomics were ignored for driver safety and comfort. The customer was looking for a solution that would follow company policies, be deemed as valuable to drivers, and comply with strict legal standards.
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Truck Engineering
A large customer in the oil and gas industry had more than 100 truck specs across all businesses and functions, making it nearly impossible to efficiently reassign vehicles when needed. Reassigned vehicles required additional upfits upon arrival, or to be sent elsewhere. Too many specs also extended and complicated the ordering process. The customer was looking to reduce the number of specs available but would need to get buy-in from both the current drivers as well as key decision makers within the company.
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Vehicle change lowers monthly fuel spend
A Canadian-based service provider was seeking a comprehensive solution to improve its fuel efficiency and drive down costs in their 183-service van fleet. The customer was utilizing multiple alternative fuel options such as propane conversion along with gas service vans. Despite maximizing fuel discounts, the customer needed to identify more cost-saving opportunities. The challenge was to find a solution that would not only reduce fuel consumption but also provide a substantial savings opportunity for the customer.
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