Fleet confessions: the everyday annoyances only fleet managers understand

From the outside, running a fleet can seem straightforward. However, it’s rarely that simple.

Fleet managers are constantly balancing cost, availability, safety and compliance, while dealing with everyday issues that don’t always feel urgent. That is, until they start affecting the entire operation.

Here, we look at some of the everyday frustrations fleet managers know all too well. These are the issues that don’t always make it into reports or meetings but quietly shape how smoothly a fleet runs. 

Confession #1: I’m expected to make perfect decisions with incomplete data

Capturing fleet data is key for improving performance. Yet for many fleets, this means using multiple platforms or even analysing data that has been manually documented by employees.

The result is that information arrives wrong, incomplete, indecipherable, late or sometimes not at all, which makes even routine planning harder than it needs to be.

Where possible, fleets should look to integrate and consolidate technology systems, while digitising any manual data recording processes.   

Confession #2: I’m often the bad guy for enforcing fleet rules 

Fleet policies aren’t optional. They exist to keep employees safe and protect the business, yet getting employees onboard can be a challenge. 

Rules get overlooked and shortcuts are often taken, leading to standards slipping. Fleet managers are then left dealing with the consequences, from avoidable incidents to difficult conversations about why the rules matter.

When policies are clearly communicated and easy to understand, it helps set expectations and reduces the need for intervention at a later date.

Confession #3: I see poor driver behaviour amongst my drivers but it’s too difficult to change

From increased fuel consumption to greater wear and tear on vehicles, the impact of driver behaviour over time is easy to see.

Addressing this behaviour, however, can be difficult as feedback can often feel subjective, and there’s often a concern it will come across as personal or critical. This is where telematics systems can play a vital role.

By providing objective insight into driving patterns, telematics removes opinion from the equation and replaces it with evidence, keeping feedback constructive.

Gamification can also help, using friendly competition amongst colleagues to encourage better driving habits.

Confession #4: I find it difficult to reduce costs when prices keep rising

Costs such as fuel, electricity and SMR all fluctuate, even when budgets don’t. Savings, however, are still expected to be made without performance standards slipping.

As a result, managing costs can feel like spinning plates. Quick savings may seem like the easiest option, but they rarely ease the pressure for long.

What helps is focusing on areas where the fleet can operate more efficiently. Improving fleet utilisation, reducing unnecessary mileage, proactive maintenance and addressing poor driving behaviour can all help soften the impact of rising costs.

Confession #5: Fuel cards are great but only when used correctly

Fuel cards can enable businesses to manage fuel expenses more efficiently and give clear visibility over spend.

Issues, however, may arise when agreed processes aren’t followed. When cards are lost or end up being shared between drivers, it makes it harder to spot discrepancies and expense claims can increase.

Clear guidance on how fuel cards should be used, supported by reliable reports, ensures they work as intended. 

Confession #6: I usually hear about vehicle issues when it’s too late 

Early signs of vehicle issues, such as warning lights or minor damage, aren’t always spotted or reported by drivers straight away. Over time, these issues can become worse, leading to more complex repairs and longer periods of downtime.

Daily walkaround checks are key, helping to identify problems early. These work best as part of a wider, more robust maintenance programme, which includes scheduled servicing, timely repairs and accurate documentation to help reduce disruption and keep vehicles on the road.

The reality

None of these confessions will come as a surprise to anyone who runs a fleet. The danger is accepting them as ‘just part of the job’.

When everyday frustrations are normalised, they stop being treated as early warning signs. The fleets that perform best are those that address them early before they impact costs and performance.