Fleet Procurement

Fleet Procurement Services from EVP Solutions, supports organisations looking to re-tender, re-negotiate existing fleet management agreements or put a new supply chain in place.

EVP are completely independent, so we base our recommendations on what is best for our customers.

Through using a proven procurement approach and knowledge of the market we deliver cost reduction, increase operational efficiency and reduce fleet risk.

We measure the benefits so you can see the impact of our engagement.

Fleet Procurement Challenges

Procurement Skills

Some organisations have limited access to procurement skills

Legislation

Fleet regulations can be complex and change frequently

High Value

Fleet is often one of the top three areas of spend for organisations

Many Stakeholders

Finance, Payroll, HR, Reward, Operations, Facilities and Employees

Our specialist knowledge adds expertise to supplement internal resources or to run the exercise outright.

Our knowledge of the market reduces the timelines for the tendering. We ensure you invite suitable suppliers to participate in the process. We know how to frame the specification, which is essential to drive the best commercial outcome from the supply chain and the right solution for our customers.

In addition to our well-established procurement methodology, we have experience in negotiating with suppliers. As a result, we know which procurement levers to pull to secure short and long-term value from the contract whilst also providing the supplier with the opportunity to make an adequate return.

We have implementation managers to guide your organisation through any changes in suppliers who make sure you achieve the improvements and benefits as we expect.

Find out more about our team and the benefits of choosing EVP Solutions for valuable fleet procurement advice.

The Benefits Of EVP Fleet Procurement Services

EVP’s fleet procurement exercises always focus on the outcomes as well as the process. Consequently, the results from tenders consistently improve on current commercial arrangements by enhancing current arrangements or bringing in replacement suppliers.

Value

Commercial benefit of lower prices and better contractual terms

Swift Execution

Speed of delivery from project start to implementation

Low Risk

Lower execution, contract and delivery risk

The Fleet Procurement Process

Identify The Opportunity

Project Charter | Identify what the project objectives, budget, resource and timescales are.

Cost Baseline | Establish the current costs, volumes and contractual arrangements

Project Plan | Detail on timescales and the resources required to complete each activity

Stakeholder Map | Who are the inviduals with an interest and input into the project

Supply Market Review

Market Profile | Establish how does the supply market work

Business Requirements | What are the specific needs of the business which the market needs to address

Supplier Profile | Who are the suppliers in the market who could fulfil the supply requirements

Value Chain | How do suppliers deliver their products and services

Request for Information (RFI) | Collect further information about suppliers to show differences in capability

Sourcing Strategy

Strategic Analysis | Understand what is to be sourced and how it will be evaluated

Portfolio Analysis | Examine all the related supply components to create an optimal mix

Value Levers | Establish which procurement levers will be most effective for the process

Options Generation | Shortlist route to market options

Risk Assessment | Establish the inherent risks associated with the shortlisted routes to market

Sourcing Execution

Request for Proposal (RFP) | issue the tender explaining what services are required and expected volumes

Evaluation | Independently score the tender based on key criteria and establish a shortlist

Negotiation | Discuss with shortlisted suppliers how they can enhance their proposals

Contracting | Formally contract with the preferred supplier

Award | Award the contract and commence implementation

Contract Implementation

Contract Implementation | Establish a project team to implement the contract

Contract Governance | Define what governance mechanism will be used for the contract

Supplier Management (SRM) | Agree with the supplier the performance measures and rhythm of review

10 Steps to a Successful Fleet Tender

Running a fleet tender can be a difficult task. Many people drive but don’t fully understand how best to buy fleet management services. So we take a look at what you need to consider.

Procurement Strategy

What objectives are you trying to achieve from the fleet tender process? How does this procurement process link into the organisation’s overall goals in the medium to long term?

Are you looking to change suppliers, or do you want to check your lease rates are competitive?

The approach to the market will vary according to your specific strategic requirements, so don’t short-cut this part of the process. You need to start the process with the end goal in mind rather than deciding on this midway through.

Market Research

Put in the hours to research what suppliers are available in the marketplace. The FN50 is a good place to start.

There is a good mix of different providers in the fleet management supply chain. You can divide the market into three types of ownership; bank/financial institution, manufacturer and private equity-backed. Most of the suppliers can cover all the services you are likely to need. But, some specialise or focus on specific segments, or vehicle types such as commercial vehicles, for example.

Once you have the initial market review, invite suppliers for informal meetings to discover what they have to offer and how they may fit your culture. If you have any non-negotiables, then be sure to check these with potential suppliers.

Lastly, issue a short PQQ to get more information with some specific questions to cover any gaps in knowledge.

Plan The Procurement

Create a fleet tender plan with realistic objectives and timescales. Share the plan with those stakeholders involved in the procurement process to validate it before commencing the process. Then, ensure your stakeholders can participate in the procurement within the timescales you have planned.

As part of the plan, you should give suppliers enough time to produce a quality response, especially if you wish to get detailed answers. Create milestones so you can stop and check progress at regular intervals with your stakeholder group.

The role of technology in procurement is constantly increasing. The technology helps structure the process and ensure all communications go via a single platform. Plus, this is especially important in regulated environments where strict rules about fairness and transparency cover the process.

Specification

Getting the specification correct is the most important part of procurement. Be very clear in the specification of what you are looking to buy and the services you want to receive. Provide the suppliers with details of how it works now and what the future vision is. If appropriate, offer enough latitude within the specification for the suppliers to innovate in service delivery and introduce additional digital solutions.

Be very clear about what is a core objective and what are optional “nice to haves”.

The pricing schedules should include specific vehicles and ancillary services such as breakdown cover, daily rental and accident management. This is important to give the bidders a clear indication of the revenue they can expect from the contract and tailor their response accordingly.

Allow suppliers to ask questions as part of the process, but share the responses with all participants to maintain a level playing field

Evaluation

Create and share your evaluation criteria for the fleet tender with potential suppliers and stick to them. Be sure that you weigh the scoring towards those elements which will impact your strategic objectives the most and less weight to the optional services.

Changing criteria mid-process can lead you to move away from your objectives and is unfair to those taking the time to bid for your business. Clear evaluation criteria allow your bidders to put their best foot forward.

Have a broad section of the stakeholder group score the responses. Once all the scores are complete, consolidate then remove any outliers from the scoring. Then re-group as a team to calibrate the responses. This will provide a clear picture to create a viable shortlist. The length of the shortlist will depend on how close the scores are but will always be more than one supplier to provide competition.

Next, establish a shortlist and invite suppliers to make a final presentation. This should follow a set plan which outlines the critical remaining questions you have with each supplier. It provides an opportunity to meet the team responsible for the service delivery, which helps give some insight into how the contract would operate in the future. Allow time for questions at the end for any queries which crop up during the presentation.

Following the presentation phase, it may be advisable to visit the supplier’s offices to understand the business’s culture further. Also, it gives you a chance to meet more of the people who would service the account.

References

Solicit and follow up on references for shortlisted suppliers to get a feel for delivering in practice. In many cases, references can be “friendlies”, so it is worthwhile to ask your LinkedIn network for a less biased view of a bidder’s capabilities and service delivery experience.

References should be relevant to your organisation with a similar size and makeup of fleet.

Is there any point in speaking to a fleet manager of a commercial fleet when all of your vehicles are company cars, for example?

Negotiation

Save your negotiation phase for your final shortlisted suppliers.

Allow suppliers to submit a final best and final offer (BAFO) before entering negotiations. If you are undertaking the negotiations face to face, then assign roles to each individual, as one person can miss points during the process.

Have a negotiation plan and be clear about what you want to achieve from the process. Are there areas you can trade to your mutual advantage? Separate needs from “nice to haves”. Areas that hold little value to you may still have value to the supplier, so try to incorporate this into your plan and a tradeable.

It is essential to create walk away points where you call the negotiation to a stop. The supplier needs to be aware that you have other options and are prepared to enter alternative negotiations.

Supplier Selection

Consult your stakeholder group and come to a consensus decision on the preferred supplier.

This sounds easy, but you may have competing requirements or wishes to work through. Be clear on who has the final say. Get the group to sign off on the decision.

For unsuccessful suppliers, then give them detailed feedback on where they could improve if they bid for work in the future.

Contracting

Ensure all your negotiated benefits reflect in the contract. Due to the specific nature of fleet agreements, supplier’s will likely ask you to agree to their contract. Some of the clauses in these agreements can be challenging to agree on. For example, watch out for GDPR and Cyber Security clauses. In our experience, these can cause significant issues between legal teams and need addressing early to keep the project on track.

Specify commercial elements within the contract. Although there are many variable pricing elements in vehicle lease pricing, you can identify areas such as interest rate, residual values, and administration fees that you can track throughout the contract.

Performance measures such as KPI’s and SLA’s need to be fully scoped and will be essential to manage the contract effectively. However, this needs to reflect your strategic objectives. Many measures put forward by the fleet management companies will be related to what they can easily measure rather than what is important to you. Make sure key measures have some teeth, and failure to perform adequately has appropriate consequences.

Implementation

Implement new supply agreements effectively to make sure you achieve the benefits of changing providers.

Plan the implementation to ensure there are enough internal resource is available to support the supplier team. Failure to provide enough resource risks failure of implementation and create issues that may be beyond the supplier’s control.

The customer should run the implementation. Of course, many suppliers will want to control this, but it is worthwhile dedicating resources to own the process. Consequently, the customer can then drive key milestone dates and liaise effectively with the outgoing supply chain.

The implementation also needs to cover the setup of ongoing governance processes once the contract has gone live. For example, this should include regular meetings which follow a set agenda with agreed stakeholders from the customer and the supplier. In addition, a broader communications plan should support the governance keeping the wider stakeholder group appraised of the market, any changes and influences.

Fleet Procurement Resources

So, do you need help procuring your fleet?

For more information regarding fleet procurement services, please read our blogs: Fleet Category Management, Fleet Management Outsourcing, and Managing Supplier Change.