A company fusion would appear to be a sensible opportunity to introduce telematics. There is a great deal of new regulation necessary anyway and one is, at the same time, trying to cut the running expenses. Apart
from that, the vehicle-fleet has often been increased, which makes the intrduction of telematics even more worthwhile.
Whoever still believes that such systems are only interesting for long-distance transport, is making a big mistake. As far as the pure vehicle expenses are concerned, the fuel consumption counts for a lot more than half
the costs, with respect to the overall costs, they represent about a quarter. Whereby, the average consumption in long-distance haulage is more than likely lower than it is over shorter distances, e.g., the servicing of
The possibilities of savings seem to be found mostly in mid-size companys, so attractive that one of their drivers is specially trained and travels alternatively as a co-driver. Whether the skills developed from this are
kept up, is tested by the telematics, among oher things, by giving out merits from 1 to 10. Indeed, no excuses can be accepted, since one is being compared with other colleagues in similar situations.
Obviously not only on the consumption is considered. After all, the service and repair costs make up 10% of the vehicle- and 5% of the overall expenses, whereby, up to this point, the cost of tyres has not even been
considered. This is why a lot depends on, e.g., a more gentle driving manner. Imagine one of todays workshops, with the accordingly long service intervals. It doesn't matter how gentle the truck has been driven, the
workshop carries the responsibility of ensuring that the truck will be in service until the next inspection.
One tends rather more to replacing a part/s. If however, one assumes permanent supervision, then the decision towards a more effective exploitation as far as the service life of parts is concerned, is more easily
made. Of course, all the training and supervision would be pointless, if the employees were not included and shown the advantages, also for themselves, and also to disperse their mistrust of too much supervision.
Indeed, the challenges made on the employees are by no means negligible. Not only are they being marked, but praise and reprimands also appear on the display. Should one have set the cruise-control too high, or
how one accelerates. Even the use of the permanent brake is evaluated. The one or the other 'old-hand' might find that this gets on his nerves. In this case, the praise from the system doesn't change much either.
Indeed, the savings must be generated from somewhere, after all, these systems are by no means cheap.
Now, before you get the idea that the employee can only be persuaded in favour of the system by having a great deal of patience. First of all, if the targeted savings effect can be achieved, his income also increases
through bonus payments. The fact that the dispatch clerk now functions almost like a virtual co-driver, appears to be even more important. Now he can't simply make demands, he also has to look reality in the eye.
Should he demand the impossible, as perhaps was the case before, it goes down on record. Obviously the new system reduces rather than increases the stress factor. 03/12