A leading UK telecommunications infrastructure provider operated a fleet of over 10,000. Moorhouse was engaged to support the reduction of fleet size to align with operational requirements and realise significant lease cost savings.
What was the challenge?
The client required a rapid 10-week review and reduction of the fleet ahead of financial year end, looking at existing ways of working to identify tactical and strategic improvement for cost reduction opportunities.
Management of the fleet varied across the business; processes were not well documented and there was little accountability from the third-party supplier responsible for service and maintenance of the fleet. All of which contributed to an oversized and ageing fleet.
How did we help?
Moorhouse provided expertise to support the reduction of the current fleet size as well as reviewed existing ways of working to implement tactical improvements and propose strategic recommendations to improve overall management of the fleet.
As part of our review, we conducted a 2-week rapid diagnostic review to assess current processes, structures and reporting practices, the output of which we used to develop a roadmap of prioritised quick win and strategic recommendations, to ensure fleet size reflected future operational needs.
We also developed standardised tracking methods, combining fleet data including vehicle age, type, range and costs from various sources using Power Query, to identify the most cost-effective vehicles to dispose of. We tracked them through each stage of the disposal process, from initial pickup and de-kitting through to reallocation or auction.
We engaged closely with local operational teams, providing them with the data required to make decisions as well as to strike the right balance between customer commitments and vehicle returns to maximise cost benefits realisation whilst maintaining high operational delivery standards.
What was the impact?
As a result of our support, the infrastructure provider’s fleet reduced by c.1000 vehicles, culminating in an annual saving of approximately £2.85m. Our end-to-end fleet management review identified ten improvement opportunities which we developed into recommendations, ranging from tactical ‘quick wins’ to long-term strategic process improvement initiatives.
Quick wins were implemented/progressed and strategic recommendations were used to inform and develop a plan for integration into their overarching future fleet management strategy.
