ASTM E2962-2014 Standard Guide for Fleet Management《车队管理的标准指南》.pdf

1、Designation: E2962 14Standard Guide forFleet Management1This standard is issued under the fixed designation E2962; the number immediately following the designation indicates the year oforiginal adoption or, in the case of revision, the year of last revision. A number in parentheses indicates the yea

2、r of last reapproval. Asuperscript epsilon () indicates an editorial change since the last revision or reapproval.1. Scope1.1 This guide addresses considerations for effectively man-aging fleets of mobile assets.1.2 This guide primarily addresses fleets of non-tacticalmotor vehicles and aircraft but

3、 may also include other com-modity groups such as waterborne vessels and specializedmobile assets.1.3 This guide does not override or increase requirementsspecific to governmental authorities. However, to the greatestextent practicable, the guidance in this guide should beconsidered by these entitie

4、s where efficiencies may be gained.1.4 This standard does not purport to address all of thesafety concerns, if any, associated with its use. It is theresponsibility of the user of this standard to establish appro-priate safety and health practices and determine the applica-bility of regulatory limit

5、ations prior to use.2. Referenced Documents2.1 ASTM Standards:2E2135 Terminology for Property and Asset ManagementE2306 Practice for Disposal of Personal PropertyE2608 Practice for Equipment Control Matrix (ECM)3. Terminology3.1 Definitions: For definitions related to property and assetmanagement, r

6、efer to Terminology E2135.3.1.1 fleet, ngrouping of similar assets that are designed tobe mobile.3.1.1.1 DiscussionTypical fleets include motor vehicles,aircraft, and vessels. Fleets may also include wheeled trailersof various types that are intended and licensed for on-road useand towed by vehicles

7、 operated by a driver. A fleet may berestricted to one location or may be national or international.3.1.2 motor vehicles, nmotor vehicles are non-tactical;usually operated by a driver but may be remotely or autono-mously controlled; owned or leased in both the public andprivate sectors; may include

8、both light and heavy duty assets;and, operate either on- or off-road.3.2 Acronyms:3.2.1 EVMEarned value management.3.2.2 FMISFleet management information system.3.2.3 GVWRGross vehicle weight rating.3.2.4 OEMOriginal equipment manufacturer.3.2.5 TCOTotal cost of ownership (may also refer to asLCC; L

9、ife Cycle Cost).3.2.6 VINVehicle identification number.4. Summary of Guide4.1 Entities should be able to realize significant cost savingsand increases in efficiency when fleet assets are managedstrategically and holistically.4.2 An individual fleet asset (for example, a single sedan)may be managed a

10、s such (an individual asset) under otherASTM International asset management standards, but there areadditional economies to be gained if the fleet is consideredholistically. For example, an entity may realize reduced main-tenance costs because of commonality of maintenance parts,test equipment, and

11、breadth of expertise required of mainte-nance personnel.4.3 Effective management of fleet assets is multi-faceted.An entity can choose the effort and resources dedicated to itsfleet management effort based on factors such as the entitysmission, its level of investment in the fleet assets, the com-pl

12、exity of the assets themselves, and the risks correlated to theassets availability.4.4 The goal of effective fleet asset management is tomaximize the value to the entity while ensuring availability tofulfill the mission and minimizing exposure to risks.4.5 Fleet management is separate and distinct f

13、rom fleetoperations. Effective fleet management incorporates appropri-ate strategic operational policies.1This guide is under the jurisdiction of ASTM Committee E53 on AssetManagement and is the direct responsibility of Subcommittee E53.08 on Manage-ment of Fleet Assets.Current edition approved June

14、 1, 2014. Published June 2014. DOI: 10.1520/E2962142For referenced ASTM standards, visit the ASTM website, www.astm.org, orcontact ASTM Customer Service at serviceastm.org. For Annual Book of ASTMStandards volume information, refer to the standards Document Summary page onthe ASTM website.Copyright

15、ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States15. Significance and Use5.1 This guide promotes the considerations that may beapplied to the management of fleet assets as a business processof the entity.5.2 The central objective of this guide is

16、 to ensure that fleetassets are managed in a manner best suited to the entity takinginto account the needs and mission of the entity and therespective capabilities of the assets.5.3 Measuring and managing the effectiveness of a fleetprogram will result in improved accountability and enhancedoperatio

17、nal performance. Accountability will be evidentthrough standard performance measures such as cost savings,increased asset utilization, extended asset life, and increasedmission effectiveness.6. Decision Process6.1 AssetsEntities will consider which management meth-ods and tools to apply and the leve

18、l of effort to exert inmanaging their fleet assets. Decision points are reached at eachstage of the asset lifecycle:6.1.1 Acquisition PhaseDetermine appropriate type offleet asset, financing method, procurement procedure, andfunds management strategy to acquire the optimal number ofassets best suite

19、d to meet the entities requirement;6.1.2 Use PhaseManage the operation, utilization,deployment, and dispatch of assets, including maintenance andrepairs; and6.1.3 Disposal PhaseManage the disposal of the fleetasset to maximize potential recovery of residual value of theasset or minimize the cost for

20、 disposal to best meet entitygoals.6.2 PersonnelEntities should determine the level ofknowledge and expertise required for the management programto succeed at each of the lifecycle phases identified above(6.1.1 6.1.3). Management responsibilities should beidentified, clear, and defined; this should

21、include where per-sonnel fit within the structure of the entity. To be fully aware ofthe capabilities and opportunities of applying these fleet assetstandards and implement or improve its fleet managementprogram, an entity should develop a comprehensive trainingprogram consistent with the fleet asse

22、ts managed.7. Aspects of a Fleet Management Program7.1 Operational Aspects for Consideration:7.1.1 Reasons for and Benefits of an Effcient Fleet andManagement SystemThe entity should define its current fleetmanagement program and what it is seeking from an effectivefleet management system. A stateme

23、nt of mission, goals, andstrategies should be in place to guide the program. Thestatement should be reviewed periodically.7.1.2 Management Program ScopeThe entitysmission(s), goals, and concerns to be incorporated in the scopeof the overall asset management program should be consid-ered. The entity

24、should identify and weigh which managementconcerns to include in its current activities and which should beconsidered as its mission(s) changes. Fleet management pro-gram areas, methods, and tools to consider may be identified inthis section.7.1.3 Fleet Management Information System (FMIS)Inwhatever

25、 form, the record-keeping component of the fleetmanagement program will be able to support the entitys datarequirements for mandatory information (such as informationrequired by the government), as well as furnish information formaking informed management decisions that will improve thefleet managem

26、ent program. The requirements for an FMIS gobeyond the basic requirements of a generic (non-fleet) propertymanagement system. The FMIS should also include informa-tion that will support the fleet operations side of the program,such as vehicle identification number (VIN), license platenumber, install

27、ed options, and information on entity installedequipment such as communications and audio/visual warningequipment. Informational needs for both management andoperations should be identified and guide functionality require-ments.7.1.4 Fuel EffciencyFuel-efficient assets generally reduceexpenditures o

28、n fuel compared with those assets that are lessefficient. However, the costs and benefits of switching to morefuel-efficient assets will be considered using a total cost ofownership (TCO) perspective.7.1.5 SafetyThe entity should consider the safety of theasset operator; the general public; and the

29、people who service,repair, and maintain the assets. Safety should extend to riskmanagement, mitigating exposure to risk, and subsequentaccidents through effective management.7.1.6 Sustainability/EnvironmentThe entity should con-sider the impact its fleet has on sustainability and the environ-ment in

30、 terms of legal and regulatory compliance, publicrelations, the desire to be environmental stewards, and ensuringthe capability of powering fleet assets for the foreseeablefuture. A fleet management program may need to incorporateresearch into alternative fuels and alternatively fueled assets toensu

31、re the ability to fulfill the entitys mission(s) in the future.7.1.7 DisposalMany options are available for assetdisposal, some of which are discussed in Practice E2306. Themethod of disposal can provide an opportunity to recapturevalue invested in the asset and achieve other entity goals.7.1.8 Repl

32、acement/AcquisitionAll financial options foracquiring and replacing fleet assets should be considered. Alease versus ownership comparison should always be per-formed. Timing of replacement should be based upon total costanalysis over the lifecycle of the asset, particularly under anownership program

33、. Some other examples of acquiring neededassets include:7.1.8.1 Exchange or SaleWhen an entity “trades in” anasset for another asset that fits the entitys need better or theentity sells its asset and uses the sales proceeds to acquire thereplacement asset;7.1.8.2 ReutilizationAcquiring assets alread

34、y in the enti-tys possession, or in the possession of associated entities,should be used to the greatest extent possible; andE2962 1427.1.8.3 ConstructionAsset replacement may requirecostly and time-consuming construction, which can benefitfrom application of earned value management (EVM) or otherpr

35、oject management tools.7.1.9 Compliance with Laws and RegulationsEntitiesshould be aware of the layers of governmental or managementpolicies affecting fleet activities. Comprehensive managementand operational plans should be developed to ensure compli-ance.7.1.10 RegistrationAssigning/allocating the

36、 fleet asset toan entity is an early step in the process of effective manage-ment. Registration could be through a government or anongovernmental activity.7.1.11 IdentificationProperty identification of an entitysassets is critical to effective management. This concept appliesboth to the individual

37、asset (the end item) and the assetscapabilities and components.7.1.12 MaintenanceMaintenance is a critical activity thatshall be managed diligently to maximize the return of value tothe entity. Maintenance can be planned, periodic, or as needed.Maintenance schedules should seek to optimize the avail

38、abilityof the asset with minimal downtime and costs. Maintenancemay be performed in-house or by vendors. Maintenanceperformed by vendors requires effective management oversightfor cost and quality control purposes. In some situations,specific maintenance activities may be required by regulation.7.1.

39、13 Vehicle Use“Use” relates to mission or purpose.7.1.14 Vehicle Utilization“Utilization” refers to an impor-tant operational measure, such as number of miles, trips, hours,and takeoffs/landings. The data serve numerous needs, includ-ing replacement timing, maintenance scheduling, identificationof v

40、ehicle misuse, and tracking personal use, for example.Sharing of assets should be considered rather than acquiringseparate, redundant assets among associated entities or divi-sions within the same entity. Technology exists to trackreal-time utilization and electronically communicate data to aFMIS.7.

41、1.15 Fleet RightsizingEntities should understand theneeds for its fleet assets and own or lease only that numberneeded to fulfill the mission. A method that includes datashould be in place to justify each fleet asset (number and type).Fleet size tends to increase more than the mission requireswhen a

42、 fleet asset allocation protocol is ignored, informal, ornot in place. Controlling asset inventory is a fundamentalmanagement task because it drives all costs and operationalactivities, as well as exposure to risk.7.1.16 Fleet Asset/Motor Pool OperationsAll operationalactivities should be identified

43、 and managed. This requiresappropriate policies and procedures, systems for monitoringand measuring, and performance standards.7.1.17 Accidents and IncidentsAsset operators shouldknow and understand the process of reporting accidents andincidents. Documenting and reporting should be in accordancewit

44、h the goals of the entity as well as any governmental laws,regulations, or policies.7.1.18 Assurance of Proper UseProcedures should be inplace to ensure that only qualified users operate or maintain theassets, such as through appropriate training, certification, orlicensing. Also, procedures should

45、be in place in the event thatthe asset is improperly used, stolen, damaged, or destroyed.7.1.19 Reporting Systems (Reports to Government, Public,Board of Directors, and so forth)Systems should be in placeto track, analyze, and report fleet asset data to meet legal andregulatory requirements. Systems

46、 should also possess thefunctionality for reporting that meets fiduciary cost-control anddue-diligence management demands.7.1.20 Visibility of Assets to PublicVisibility takes twoforms. One form is individual assets being seen fulfilling theentitys mission. The asset should reflect the image the ent

47、itywants to project to the public. A second form of visibility isthrough reports that describe aspects 196 or issues associatedwith the assets, which can include accidents, misuse, costs,performance, maintenance, and research efforts. A fleet man-agement program should recognize and address all aspe

48、cts ofasset visibility.7.1.21 Personal Use of VehiclesFor fleet assets for whichpersonal use may be possible, the entity and its fleet manage-ment program should address whether personal use may beallowed, the associated compensation costs and reportingissues, the means of tracking personal use, and

49、 charging backcosts, where applicable. Policies and procedures should clearlystate the entitys position on personal use, legal issues, accidentand liability considerations, and penalties where they apply.7.1.22 Parts, Accessories, or Unique Capability Require-ments (for example, Tires, On-Board Navigation, and soforth)During the process of identifying the specifications forthe fleet asset, the fleet program should incorporate steps toaddress safety features, navigation requirements, electronictracking, type of use (on-road/off-roa