Change your business with Autolytix-Lean-Fleet

In our 20 years’ experience working with C Suite executives, who insightfully prioritised the implementation of Fleet Cost Reduction Strategies to return significant Company Profitability Improvements; most executives failed or simply gave up, realising that their fleet management environments were neither designed nor equipped to successfully support and deliver the results they desired.

Autolytix-Lean-Fleet materialised cost reductions of up to 25% in 12 months, impacting profitability with up to 30%, whilst allowing these fleets to run more productively and efficiently.

What is Autolytix-Lean-Fleet

What is Autolytix-Lean-Fleet

Autolytix-Lean-Fleet significantly drives better business results through higher fleet performance in relation to productivity, efficiency and safety achieved at a much lower overall fleet cost.

With Autolytix-Lean-Fleet you get much more for much less.

Why is Autolytix-Lean-Fleet worth your business’ attention?

Why is Autolytix-Lean-Fleet worth your business’ attention?

  • After salaries, fleet costs are often the largest business expense in a fleet operating company
  • Fleet is a critical enabler of sustainable business and business expansion
  • Fleet efficiency impacts directly on customer satisfaction and contributes to customer retention
  • A small reduction in fleet costs can result in much larger business profits, making Lean Fleet an attractive strategic initiative especially in a low margin business or in a low revenue growth business environment
  • Fleet is a large contributor to a company’s carbon footprint and therefore affects its sustainable environment responsibility
  • Fleet operations impact on employee satisfaction as well as on employees’ and society’s safety
  • Fleet is the connection between a company’s sales and operations, therefore fulfilling the company’s promise to customers and its own earn ability
How can Autolytix-Lean-Fleet be achieved?

How can LeanFleet be achieved?

  1. Through effective change

What is needed for effective change?

Measurability

  • Data Access – Multiple internal and external data source integration and streaming
  • Data Sanitation – data standardisation, cleaning, categorisation and derived data
  • Analysis – big data analytics, acumen, predictive analytics and algorithms
  • Problem Isolation – Measurement Interpretation
  • Opportunity Identification – Data Driven Insight
  • Effort Prioritisation – Actionable Insight

A Change Programme

  • Meaningful Methodology
  • Practical Plan
  • Executable timelines and milestones

Robust Implementation

  • Disciplined Action
  • Relentless execution and monitoring
  • ROI monitoring

Why companies in general do not consider pursuing Autolytix-Lean-Fleet

Although perceived as a necessary evil, high fleet costs, as long as it being under control, are accepted by the company’s executive. Because fleet is often perceived as a non-core, non-revenue driving business activity it is not deserving of strategic attention and is perceived not able to materially impact better business results. A budget compliance, administrative and daily operations culture is accepted to take precedence over a performance improvement focus in the fleet department due to customer, supply chain and logistics demands. A general lack of know-how, tools, investment and resources disable fleet improvement initiatives. The cost and effort to materially improve fleet performance is perceived too high for the expected business benefit it will deliver

What is most fleets current approach/ situation to fleet management

Cost containment – exception reporting. Compliance – admin, procurement, finance, HR, legal. Daily operations execution – drivers, downtime, vehicle maintenance, breakdowns, deliveries.

What would prevent them from changing?

No management expectation from them to change. Extreme time pressure on operations and administration. Lack of skill. Insufficient technology. Inconvenience

Support that diminish the inhibitors

Management buy-in and accountability. Line of sight to the end result potential. Appointment of expertise and additional dedicated resources. Implementation of proven change programmes

What should their approach be?

Cost Reduction

Performance Improvement

Strategic revenue driving operations

What do you need to execute the status quo?

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  1. Control
  2. Reports
  3. Fleet service providers, people, systems and processes
    • Fleet Cards
    • Maintenance Management
    • Fleet Transaction Services Reports
    • Fleet management systems and reports
    • Vehicle manufacturers and dealers advice and procurement
    • Fines and licences providers and processes
    • Maintenance and tyres, repairs, accident, panel beating services and workshops
    • Lease and asset based finance suppliers such as banks
    • Insurance providers and risk funding mechanisms
    • Fleet administrators, supervisors and clerks
    • Fleet operations managers
    • Fleet managers
    • Oil company products and services

What do you need to transition into Autolytix-Lean-Fleet

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  1. Analysis
  2. Interpretation
  3. Insight
  4. Change Plans
  5. Execution
  6. ROI measurement

What is the problem with fleet management as it is

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  • Although perceived as a necessary evil, high fleet costs being under control are accepted by the company’s executive
  • Because fleet is often perceived as a non-core, non-revenue driving business activity it is not deserving of strategic attention and is perceived not able to materially impact better business results
  • A budget compliance, administrative and daily operations culture is accepted to take precedence over a performance improvement focus in the fleet department
  • A general lack of know-how, tools, investment and resources disable fleet improvement initiatives
  • The cost and effort to materially improve fleet performance is perceived too high for the expected business benefit it will deliver

What is the solution to achieve Autolytix-Lean-Fleet?

Measurable, ROI driven, Change Management Programs executed for Autolytix-Lean-Fleet