1、Fleet Managers Guide to Vehicle Specification and Procurement Second Edition John E. DolceFleet Managers Guide to Vehicle Specification and Procurement Second EditionOther SAE titles of interest: Alternative Cars in the 21st Century A New Personal Transportation Paradigm (Second Edition) By Robert Q
2、. Riley (Order No. R-227) Turnaround: How Carlos Ghosn Rescued Nissan By David Magee (Order No. B-860) Utility Vehicle Design Handbook (Second Edition) Edited by John F. Hoelzle, O.C. Amrhyn, and Gary A. McAlexander (Order No. AE-16) For more information or to order a book, contact SAE at 400 Common
3、wealth Drive, Warrendale, PA 15096-0001; phone (724) 776-4970; fax (724) 776-0790; e-mail CustomerServicesae.org; website http:/store.sae.org.Fleet Managers Guide to Vehicle Specification and Procurement Second Edition John E. Dolce Warrendale, Pa. Copyright 1992, 2003 SAE International eISBN: 978-0
4、-7680-6848-1All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior written permission of SAE. For permission and licensing requests
5、, contact: SAE Permissions 400 Commonwealth Drive Warrendale, PA 15096-0001 USA E-mail: permissionssae.org Tel: 724-772-4028 Fax: 724-772-4891 Library of Congress Cataloging-in-Publication Data Dolce, John. Fleet managers guide to vehicle specification and procurement / John E. Dolce. -2nd ed. p. cm
6、. Includes index. ISBN 0-7680-0981-2 1. Motor vehicle fleets-Management. 2. Motor vehicles-Specifica- tions. 3. Motor vehicles-Purchasing. I. Title. TL165.D65 2003 388.32068-dc21 2003054446 SAE 400 Commonwealth Drive Warrendale, PA 15096-0001 USA E-mail: CustomerServicesae.org Tel: 877-606-7323 (ins
7、ide USA and Canada) 724-776-4970 (outside USA) Fax: 724-776-1615 Copyright 1992, 2003 SAE International ISBN 0-7680-0981-2 SAE Order No. R-332 Printed in the United States of America.This book is dedicated to my parents, Stella and John Dolce, and to my wife, Arlene, and my children, Lorraine, Madel
8、ine, Craig, and Stephanie.Acknowledgments A special thanks to my wife, Arlene, and family, Larraine, Madeline, Craig, and Stephanie, for their support, and to Laura Zabriskie for her help in organizing and typing the first edition of this book, and for her participation in supporting these efforts.
9、None of this would have been possible without the people of the transportation industry. Their dedication and desire to perform is what makes being a part of this industry enjoyable. Fleet people have a wealth of knowledge, and their efforts are supporting significant improvements in vehicle perform
10、ance. I hope this work will bring greater understanding of transportation industry management and, in some small way, contribute to its improvement. viiPreface This book is written for all supervisors and managers with a responsibility in the areas of vehicle specification and procurement. Practical
11、, cost-effective principles and practices will be defined and illustrated. It will serve as a field reference to practices and procedures used in the daily work operations, with emphasis on the implementation of these cost-effective principles. Important ingredients of applying these practices and p
12、rocedures are fact-finding, analysis, alternative selection, and communication to ensure the proper application of these principles. The book is written in simple, basic terms using the profit dollar as the basis for guidelines of actions to be taken. These guidelines are generally accepted by the c
13、ommercial motor transportation industry. The action taken can be referred to by all levels of management because the common reference point is the profit and growth dollar. Productivity savings will be realized. Each management person involved in the fleet management area should be able to understan
14、d this information and apply it to realize a productivity savings. Change is necessary for a productivity improvement. Change costs money. Will the cost of change be recovered in the savings resulting from it? If so, it is worth implementing. We are moving toward a proactive approach rather than rea
15、ctive, and this work as part of the mission supports that vision. The applications and implementation of these principles in a stress environ- ment takes skill. It is these principles and skills that are the subject matter of this text. It is hoped that this work will increase fleet managers underst
16、anding of the transportation industry and serve as a guide in adding to their skills so, when applied, the results will extend to improvements in the performance of their fleets. ixTable of Contents Chapter 1 General Introduction and Overview of Vehicle Specification and Procurement 1 Chapter 2 Vehi
17、cle Utilization and Cost Strategies 25 Chapter 3 Vehicle Life-Cycle Costing 61 Chapter 4 Vehicle Sales 95 Chapter 5 Economics of Vehicle Replacement 119 Chapter 6 Specification Preparation 131 Chapter 7 Car and Light Vehicle Specifications 171 Chapter 8 Medium and Heavy Vehicle Specifications 185 Ch
18、apter 9 Preparing a Functional Specification for Solicitation 225 Chapter 10 Vehicle Bid Analysis 245 Chapter 11 Awarding a Bid 263 Chapter 12 Vehicle Delivery and Warranty 269 Index 289 About the Author 301 xiChapter 1 General Introduction and Overview of Vehicle Specification and Procurement Gener
19、al The process of purchasing a light, medium, heavy, or on-/off-road vehicle is a detailed activity. It must be defined, prioritized, sequenced, and performed annually. This will ensure that a workable vehicle is delivered to be put into service in a trouble-free condition and used efficiently for i
20、ts intended life. Understanding Productivity Productivity is a balance and combination of several meaningful items. 1. Capital investment: old facilities and equipment are a handicap 2. Formal employee involvement: quality circle; and buy-in 3. Quality control: third-party involvement; focus on the
21、process 4. Measure outputs: measure change due to corrective action 5. Work methods + work knowledge + work habits = training 6. Direct-indirect labor definitions = staffing, balance, and mix 7. Resistance to change: politics, emotion, disagreement, misunderstanding 8. Fact-finding education; motiva
22、tion; leadership; common goals 9. Money to finance to measure: common goals 10. Attitude: management; supervision; worker; 80/20 rule 11. Incentive programs; values; commitment 1Fleet Managers Guide to Vehicle Specification and Procurement 12. Recognition: wages versus company ownership 13. One-shot
23、 savings; maintain new level; sustain gains; new ideas Vehicle Replacement Policy Most, if not all, fleets have a vehicle replacement policy. The policies are defined in terms of miles, age, or both. These policies have evolved through experience, instinct, cost analysis, and/or emotion. These polic
24、ies provide a basis for an annual review of a fleet to identify the vehicles that meet these criteria. Annually, the vehicles for replacement would be listed in a descending order, based on their age or mileage. Their age would be forecasted in the coming replacement year based on their anticipated
25、delivery date. If a vehicle is to be replaced at 10 years old or 100,000 miles, it would be forecasted in the delivery year when it would meet this criterion. At January of the present year, a vehicle has 90,000 miles and is nine years old. The next budget year starts in January. This vehicle travel
26、s 5,000 miles per year. In 18 months, or June of the coming year, it will be qualified for replacement at 10 years of age with 100,000 miles on it. The delivery of the new vehicle would be targeted for December of that year and, of course, budgeted for its arrival at that time. Construction equipmen
27、t such as backhoes, bulldozers, graders, bucket loaders, and warehouse equipment would use time, fuel use, and/or hour-meters as criteria for replacement. Five thousand hours seems to be a targeted evaluation level for replacement evaluation. To ensure that this vehicle is being replaced efficiently
28、, the vehicle would be inspected in the presence of the user, the maintenance staff, and the transpor- tation staff that is directing the replacement process. With all the direct personnel involved with the replacement process present, a discussion can take place evaluating the pros and cons so that
29、 at the end of this meeting, each of the group has agreed to the course of action and their expectations. The vehicle assessment report, as shown in Figures 1-1 and 1-2, can quantify and sequence vehicle conditions and can be adjusted efficiently for variable capital resources. Whether to complete t
30、he replacement or extend vehicle life, to upgrade or downsize, to add to or delete some components, to measure wants versus needs, and to agree on a course of action are of utmost importance. This provides for a start of the vehicle specification and replacement process. 2General Introduction and Ov
31、erview of Vehicle Specification and Procurement Figure 1-1 Vehicle Assessment Report Light-Duty Vehicle 3Fleet Managers Guide to Vehicle Specification and Procurement Figure 1-2 Vehicle Assessment Report Heavy-Duty Vehicle Of course, replacement of a vehicle can be accelerated by the user and mainte
32、nance staff due to deteriorated vehicle condition, accident damage, and/or operating environment changes when one-time repair or cumulative 4General Introduction and Overview of Vehicle Specification and Procurement maintenance costs accumulate to 30% of the residual value of the vehicle. This is th
33、e time to initiate the discussion. With cars and light trucks (up to 10,000 lb GVW), a physical inspection is not necessary in evaluating whether the vehicle should be replaced. Cost informa- tion, utilization information along with fleet mix, and density data are enough to plan a replacement proces
34、s (Figure 1-1). Vehicles 10,001 lb GVW and higher should be physically inspected to look for wear and tear that would show the need for modifications to the replacement vehicles. For example, many dented grills might denote the need for vehicle front guards, broken lights might denote the need for r
35、ecessed lights, worn body shelves might require better materials, and rust might determine the need for improved materials and/or metal processing requirements (Figure 1-2). The physical inspection process should include pictures of the vehicle, notes on alternatives discussed, and action agreed to
36、be taken as of that date by the people assembled. Of course, all that is subject to change as the process continues and the overall strategies of the company are considered. Money might be held back, work methods might be changing, and if the preceding documentation is available, it can be referred
37、to for clarifying needs. Planning Your Budget Our present year budget has come as a result of two years of defining, explaining, strategizing, calculating, balancing, and cooperating. Hopefully, you have created it with the goal of helping support a competitive posture so you can cost-effectively su
38、pport your internal and external customers. Good budgets not only meet needs, but also remain flexible to changing demands. So, let us take a look at what goes into determining a budget. We know the external customers needs: more service, that is also reliable, for less cost and immediate response t
39、o unscheduled events such as storms, brownouts, and population shifts. Your internal customers have the following resources available to meet those expectations: equipment, people, facilities, supplies, and components. 5Fleet Managers Guide to Vehicle Specification and Procurement To satisfy custome
40、r needs, work methods, past practices, efficiencies, ineffi- ciencies, and new technologies must be homogenized into present practices. No matter what level of management (supervisor, manager, etc.), there must be a perception and perspective that is based on cooperation to meet customer expectation
41、s efficiently. This sounds simple, but it is not. The key is to “cooperate internally to be competitive externally.“ Our business as fleet managers is technical, busy, and complex, but not complicated. A lack of internal cooperation makes it complicated. That is why the budget process must be a two-
42、year cycle. Let us look at executive managements questions and concerns when consid- ering our budget: “Where will our company be one, two, five, and even ten years from now? What is our companys industrial, commercial, and residen- tial mix of business going to be? How will the transmission, distri
43、bution, generation, and operating resources be positioned to meet the needs of our customers? What kind of contingency plan should we establish for cata- strophic events?“ Each department should adjust its resources to meet these challenges with more efficiency. In other words, do more with less. Wh
44、ile you might be able to trim some of the fat off your budget, do not cut off some of the “meat“ simply to lower the budget cost from the previous year. Internally, in each department, you probably have a wide variety of personnel of varying experiences, perceptions, and perspectives that, when homo
45、g- enized, should work in harmony to meet the “cooperate to be competitive“ mentality. If this happens, the company gets better; if not, the company will struggle and instead will become internally competitive. This will mean a reduced effi- ciency in costs which, in turn, increases the costs to pro
46、vide services to the external customers. As a result, the strategy for upper management to relieve the internal tension of the company will be to squeeze the budget, forcing the departments to be more efficient by giving them less capital and less operating money. “Yes, the beatings will stop when t
47、he company is more efficient!“ 6General Introduction and Overview of Vehicle Specification and Procurement There should be conversation with each of your internal fleet customers two years prior to the presentation of a capital and operating budget. One year will be needed to explore and analyze wha
48、t fleet technology is out there, and the second year is for determining the costs because we all know prices do not remain constant. Things change. Before you put a cost on your needs, it is best to prepare some options: 1. If you need a specific capital outlay for status quo, determine what the res
49、ultant fleet operating cost will be for staffing, parts, and space. 2. If corporate denies the specified capital requested, determine the resultant operating dollars needed to cover increased costs of aged equipment (factoring in the decision of adding more staff, space, and parts or adding more outsourced revenue). Rule of thumb: Each capital dollar denied adds 30 cents to the operating budget. 3. Invest more capital into work method improvements. This could result in lower operating costs. It is your responsibility as a fleet manager to be proactive rather than react
