Until the emergence of strategic sourcing in the 1990s, procurement did not hold the same prominence within corporations as it does today. Nowadays, procurement plays a pivotal strategic role. Procurement is now the new engine of change in fleet management, which has resulted in dramatic changes in the fleet purchasing and supplier selection process.
This article from a recent issue of Fleet Financials covers what fleet managers need to know when working with procurement professionals.
When you examine the seminal events of fleet management over the past 30 years, most were driven by changes in tax law, the introduction of governmental mandates,and adoption of new technologies. Looking to the future, we should probably expect more of the same.
Effective use of a formal request for proposal (RFP) can help fleet managers ensure they’ll select the best supplier. The process begins before the RFP is even sent out.
Often viewed as an interloper bent upon wresting authority away from fleet managers, strategic sourcing is a relatively new process introduced in the 1980s. Fleet managers should view it as a tool for success.
Customer service, maintenance management, asset management, and engineering design are key best practices for a company that serves 10.5 million U.S. residential and commercial customers.
It goes by any number of different names: shared services, strategic sourcing, or simply leverage. Whatever you call it, taking full advantage of the volume your company can bring to bear on the fleet marketplace is good business.
Corporate procurement departments are becoming the engines of change in fleet management at Fortune 500 companies. The emergence of strategic sourcing in the 1990s is rapidly altering corporate purchasing and increasingly forcing change in fleet purchasing and the supplier selection process.
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