Getting back into my car, I switched on the radio and the presenter was interviewing a Fleet Manager from a local council in Scotland. This particular individual was responsible for a fleet of vehicles that carried out various public services ranging from mowing the lawn and maintaining street lighting to public transportation and gritting the roads during icy conditions.

He said that when he submitted his budget for the year it was based on a cost of 91 pence per litre of petrol. However, with petrol prices currently around 120 pence per litre he is expecting to be £200k over budget. He was faced with the choice of either finding ways to become more efficient or simply cutting public services. One of the public services that he felt was at real risk was road gritting.
The rising cost of fuel is forcing service providers to introduce measures designed to help meet these costs. For example, one police force in the US has decided to increase fines for offending motorists. From 1 July, motorists caught in Holly Springs, Georgia, will have to pay an extra $12 (£6) to cover the costs of police chasing them down. The town's police chief says the "fuel surcharge" will generate up to $26,000 (£13,000) in revenue per year. Recent $4-a-gallon fuel costs have forced other police forces in the US to turn to unusual cost-saving measures. In Harrisburg, Pennsylvania, police patrols are being ordered out of their cars and onto cycle and foot patrols. In South Fayette, also in Pennsylvania, officers have been told not to sit parked up with air conditioning on. The local police chief told his patrols: "If you want to stay cool, park under a tree."
Cutting services and/or increasing prices are not the only option that companies are faced with. . They should look at everything from eco-friendly driver training, to improved vehicle maintenance, street-level routing and schedule optimization.
Here is one tip to reduce your fuel bill:
Improve route planning – Companies should consider more actively planning efficient routes for field technicians to maximize fuel efficiency. Doing so effectively requires better schedule management. Greater overall efficiency arises from transforming fuel cost management into overall travel management by ensuring the right people with the right skills are doing the right things at the right time. It’s true that companies can reduce total mileage by a few percentage points by minimizing unauthorized trips and helping drivers pick short routes. However, efficiently assigning tasks to mobile workers can reduce travel by as much as 20 percent.
Street-level routing (SLR) can help companies significantly reduce travel time and increase “wrench time” – time completing jobs. Combined with GPS, SLR not only lets managers know where there resources are throughout the day, it also ensures drivers travel the most efficient distances between jobs, further reducing fuel consumption. SLR takes into account myriad variables including one-way streets, congested neighborhoods, slow-moving highways, etc. and calculates the optimal route each driver should take – reducing travel time and gas consumption and ensuring on-time arrivals.
Author: Simon Morris




1 comments:
Are we paying lip service?
This is a very interesting article which I believe highlights an inefficiency of the budgetary processes within many service organizations. Your suggestions – Improve Route Planning, and Street Level Routing (SLR) – are both logical and entirely valid. Each of these introduces service and cost related efficiencies to the service organization which are proven through a plethora of customer case studies and testimonials that exist throughout our market.
But what happens next? The cost of fuel is rising (although as I write this it has started falling again so please bear with me) and the majority of economic analysts expect the inflationary cycles to continue with fuel prices rising further into the future. There’s talk of oil reaching and possibly exceeding $200 per barrel in the near future – will this happen? Who knows, but no-one seems to be able to deny that it’s a strong possibility and this will continue to push service delivery costs upwards.
Improved route planning and street level routing will certainly reduce the service manager’s operating costs relative to where they are today. But if fuel prices continue to rise then the service manager’s dilemma will simply return because the cost of running their service operation will still rise, albeit at a slower rate than is being experienced in the current operation.
So what next? These technological implementations will improve the operation now and in the future, but they’re not a panacea. Seeking service efficiency improvements is a constant journey but it is often approached in a reactive manner. Take 2008 as a great example – fuel costs are rising so service executives are asking “How can I reduce my fuel costs”? They find a solution – improved route planning alongside street level routing. Fuel prices continue to rise, the service delivery costs eventually follow so the service executive thinks “What else can I invest in to help me, oh, but where’s my budget”?
Given that many organizations claim that service delivery and the associated customer satisfaction are the keys to customer retention, success, and profitability then why aren’t more service organizations proactively allocating an annual budget for ‘service improvements’ rather than waiting for the next big problem to hit them? That’s a constant focus on improving every aspect of service delivery – investing in the latest and best new technological developments ahead of the competition, anticipating their benefits rather than paying lip service to “improving service delivery”. This is what the best do.
But then that gives the service executive a new problem, “Am I spending my budget wisely?”
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