Hugg Hall Equipment Company

Chris Bork

Shaping Fleet Leadership Through Cross-Level Operational Experience

I have worked in a few different fleets, both private and public. I don’t know the exact figure, but I would say about 80 percent of all fleet operations operate the same way. The experiences that always have the greatest influence on my approach are the interactions I manage across and down the chain of command with operations managers and drivers, and then up the chain of command with senior leadership. Everyone needs help interpreting data and implementing action plans.  The level of the organization you are speaking with determines how you customize and communicate your recommendations.

Balancing Efficiency, Reliability, and Cost Through Continuous Oversight

It’s a complicated dance. Driver pre-trip inspections, vehicle downtime figures, setting expectations with vendors and in-house mechanics, and reviewing invoice costs.  I look at these things regularly to see where we may be backsliding. It’s a matter of training and follow-up.  None of these is a set-it-and-forget-it thing. Just like the vehicles and equipment in operation, they all require maintenance to ensure they remain on track and operating at peak performance.

“Everyone needs help interpreting data and implementing action plans. The level of the organization you are speaking with determines how you customize and communicate your recommendations.”

Transforming Fleet Monitoring and Maintenance

Right now, it’s all AI. All the major programs we use are incorporating new uses for it. Our telematics platform is using it for driver identification and safe driving coaching. Our fleet management system uses it for data analytics and 3^rd-party invoice processing. Our ERP software is integrating AI to help with PO and invoice matching.  There is honestly so much news and hype around AI that it’s easy to lose focus on other emerging technologies. I don’t think there has been anything like this before, where one type of technology is revolutionizing every corner of the operation. 

Driving Consistency Across Locations Through Standards and Accountability

I go back to setting expectations again. We find what is needed to make something work at a specific level of efficiency. Then we set up the tools needed to get that done. Right now, for us, that means every driver of a certain vehicle class is doing the same inspection at the same time of day and reporting defects if they are present. We are then setting service-level expectations with vendors at each location. Most shops want to help their customers, so they are open to changing their processes and procedures to accommodate our fleet's needs and maintain consistency across multiple states.

Building Leadership in Fleet Management

Take it slow and steady. There is a lot to be done, especially if a fleet has been in operation for a while and it has moved in the wrong direction for years. If you consistently demonstrate that you are there to help with small issues, the initial defensiveness will begin to wear down, and you can start working on larger and larger issues. It’s easier to work with volunteers than hostages, so chip away at the issues they voluntarily let you in on, and after a while, you will become the go-to person for all things asset management.