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Transpoco listed on the Crown Commercial Service website (CCS)

by Eleonora Malacarne on Apr 29, 2020 9:00:00 AM

Transpoco listed on the Crown Commercial Service website (CCS)

 

Transpoco is again listed on the Crown Commercial Service website, the biggest public sector procurement organisation in the UK. The CCS acts as an executive agency, sponsored by the Cabinet Office of the UK Government, that brings together policy, advice and direct buying, providing commercial services to the public sector and saving money for the taxpayer.

The CCS helps in fact public sector companies focusing on reliable suppliers while providing the experience of a much simpler and fully compliant procurement process, so they get real value for money. Working as a reference, the CCS provides their expertise to help government buyers getting the best commercial deals from the best providers.

The CCS reviews suppliers on a regular basis and evaluates their performance in terms of value and service provided to ensure contractors follow the desired standards required by public sector procurement.

The demand for the provision of services focusing on minimising operational costs is certainly not new for the public sector, that has largely and since long understood how the implementation of telematics can help providing the best experiences to citizens while controlling budget and with an eye on the environment.

Transpoco is the telematics provider of reference in the public sector in Ireland and is consolidating their presence in the public sector in the UK.

 

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Topics: News, Stats & Facts, fleet management technology, fleet procurement

Procuring a fleet: 3 of the main enemies of a sound process

by Eleonora Malacarne on Mar 15, 2018 9:00:00 AM

Procuring a fleet: 3 of the main enemies of a sound process.jpeg

Despite what most people think, procuring a fleet is anything but simple: it requires certain skills, involves a sometimes unspecified number of participants, needs a sound strategy in order to procure effectively and a list of considerations before getting down to the serious business of buying.


This so-called straightforward process and securing a favourable outcome can often be threatened by some recurring trends that seem to dog businesses that operate fleets. What then are the three main enemies to establishing a sound process for fleet procurement?



  • Low fleet expertise of those responsible for procurement  

Procurement is often seen as an activity mostly dealt with by financial directors or personnel directly connected with funding, who quite often do not have the same expertise as fleet directors or anyone who has hands-on involvement with fleet vehicles and driver management. Limited fleet management background can often be the cause of an unsuccessful fleet procurement process or of a procurement process that is not concentrating on what the fleet actually needs.

  • Internal company organigram swinging

Whether a company is expanding, having a change around or rearranging resources (not necessarily a bad thing), there could be some confusion about the roles or the different management layers involved in the procurement process, which could potentially result in discussing fleet strategy with upper management so as to bypass any confusion at the expense of consulting the actual fleet experts. The input of the fleet manager is instead very necessary in these processes and cannot be overlooked.

  • Solely focusing on lowering costs

Controlling costs, as often reiterated, is high up in the list of priorities for fleets, but could be either considered as a single, individual aspect or rather more holistically. If it is regarded individually, chances are that personnel who are unfamiliar with fleet practices focus solely on decreasing costs and not on what is actually most suitable in terms of procuring assets and/or the most appropriate actions to take for the long-term benefit of the fleet. In the process of procurement, asking for the best rate or the lowest cost is integral to the negotiation stage, but services or assets should be evaluated according to their features and adaptability to the company—and this might not necessarily be compatible with the lowest cost.

 

 

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Topics: Fleet Management, fleet procurement, fleet financing

Fleet procurement process: 4 key tips to mull over

by Eleonora Malacarne on Mar 13, 2018 9:01:00 AM

Fleet procurement process: 4 key tips to mull over.jpeg

The fleet procurement process, often mistakenly viewed as easy, is in fact something more complex than the mere superficial act of acquiring everything necessary for a fleet to operate—it involves a deeper understanding of what exactly is needed, good knowledge of the fleet and the market and the ability to purchase the best assets at the most advantageous terms.

As the phases of procurement are not then as straightforward as one would expect from a superficial perspective, what important tips should we consider when designing the strategy for successful fleet procurement?

We tried to come up with 4 great tips to assist in this complex process:


1. Identify all the potential participants of the process

Any fleet procurement process involves a number of potential stakeholders. Anyone responsible for the process and/or important decision-making should engage with all relevant parties in order to gain their input (but not in order to duck their responsibility). If this is pursued properly and all variables are thoroughly considered, then all parties are more likely to be fully on-board.

2. Use your past experience but look to the future

If on one hand it is extremely important to have a strong vision of the future and plan well ahead for it, on the other hand it is also paramount to examine past actions so as to assess the current status of the fleet with regards to previous expenditures and historical decisions made, ideally using values systematically recorded in a fleet management system that can offer a complete view of the whole activity of a fleet.


3. Think about intelligent purchases and payments

It is sometimes a common procedure, in both big and small fleets, to actually purchase assets when funds are available or even exploit that moment to purchase items that might not be strictly necessary just because the funds are there. Purchases should not be regarded as one-off transactions, they should follow a well-defined process that is based on calculation of lifecycles, not on the actual availability of funds—if funds are available it should not be treated as an opportunity to buy more assets. If they aren’t but an asset is still necessary, you should probably look into financing options.


4. Use the Socratic paradox to improve your knowledge

For those familiar with ancient Greek philosophy and for those who aren’t, Socrates, after a lifetime of contemplation, humbly concluded that ‘what I do not know I do not think I know’, often paraphrased as ‘I know that I know nothing’. Far from being a rather useless and disappointing conclusion that undermines all learning, the statement just wants to push you into a greater awareness of your knowledge and also where you are lacking. If you understand what you do not know, you can use new resources and carry out research or ask for the help of a consultant for advice on how to handle part of your procurement process. It doesn’t necessarily have to be expensive—think about what you are going to save if you have the right input.

 

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Topics: Fleet Management, fleet procurement, fleet financing

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