Opinion
The evolving role of a fleet manager: Adapting to digitalisation, innovation, and sustainability
Wayne Warburton, winner of our fleet manager of the year award, and head of mobility services procurement at Siemens UK and Ireland, looks at how the fleet manager’s skill set continues to evolve.
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ith businesses increasingly seeking means of acting on decarbonisation goals and targets. The role of fleet management has changed and the skill set required continues to evolve. Once a role focused primarily on cost management, supplier performance, and fleet safety, it has now transformed into a strategic position that demands a deeper understanding of sustainability and innovation. Now more than ever there is a need to consider new – but critical – ways where we can support wider business transformation.
1. Strategic Planning
At the heart of this, is the need for a comprehensive strategic plan that aligns with sustainability objectives. Fleet managers now collaborate with a broader range of stakeholders, including sustainability teams, whose insights are crucial for shaping effective strategies. This evolution has highlighted the importance of data management – fleet managers must now analyse not only vehicle metrics but also energy requirements and charging logistics and infrastructure, often working alongside real estate partners to integrate these elements. This collaboration, underpinned by fleet data is now a strategic value that fleet managers bring to the table. As CSR and sustainability become a priority, effective engagement with senior stakeholders is more critical than ever. Carbon reduction targets, electrification and ethical decisions that take society into account have all become central to strategies.
2. Vehicle Movements and Data Analysis Telematics technology, once primarily used for monitoring driver behaviour and fuel efficiency, has taken on new significance. Fleet managers are now expected to analyse vehicle movement data, requiring a robust understanding of data analytics. This shift necessitates closer collaboration with suppliers and leasing companies, as well as consideration of charging infrastructure options, discounted fuel networks and holistic payment solutions reflecting the growing complexity of fleet operations.
3. Policy Development
As the deployment of EVs continues, fleet managers need to be driving policy shifts that enable smooth transformation for the business. There are complexities within this, of course. Differentiating between car and van fleets is essential due to their distinct operational needs. Changes, such as offering support for charging
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costs, may entail significant investment and require close alignment with HR or finance departments too. With rapid advancements in technology – particularly in battery development – fleet managers must invest time in networking and staying informed about market trends to help inform this too. Engaging with peers and industry experts is essential for sharing insights and best practices, ultimately accelerating the journey toward fleet decarbonisation.
4. Team Management and Proactivity Additionally, fleet managers are increasingly tasked with project implementation. This calls for enhanced project management skills to coordinate cross- functional teams and navigate complex initiatives that align with corporate sustainability goals. Balancing this requires fleet managers to cultivate teams that are underpinned by an open and engaged culture. It’s vital for organisations to invest in the training and development of their fleet management teams, ensuring they possess the skills needed to thrive in this dynamic environment. A career in fleet management offers substantial rewards, but success hinges on the right resources and support. In summary, the role of the fleet manager has shifted from routine operations to a strategic position that emphasises digitalisation, sustainability, and innovation. Embracing this evolution is crucial for fleet managers looking to navigate the complexities of modern fleet management effectively.
Above Wayne Warburton, head of mobility services procurement, Siemens UK and Ireland.
Below: Fleet management increasingly requires a skill set capable of addressing sustainability, innovation, and driving real change.
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