HAYMOZ Fleet Performance: The transparent way to drive down TCO – Urs Haymoz
Urs Haymoz, general manager and owner of HAYMOZ Fleet Performance, discusses the significant cost benefits that can be derived from adopting a comprehensive and transparent fleet information management system.
Fleet management accounts for a significant proportion of many companies' expenditures, particularly those with international operations. A 10,000-vehicle fleet can easily cost €120m a year and this level of investment will need to be maintained over a number of years.
With fuel prices set to remain high in the medium term, the costs associated with building and managing a fleet can quickly escalate. According to Urs Haymoz, general manager and majority owner of HAYMOZ Fleet Performance, many companies have been slow to realise this.
"There are companies that are only now beginning to get a consolidated view of what is really at stake," he explains. "If no one takes care from a corporate financial point of view, you are obliged to accept the detailed cost-per-car each month and just put it on the balance sheet. This isn't the way to handle a fleet."
A comprehensive market conduit
Founded in Switzerland in 1998, HAYMOZ Fleet Performance deals exclusively with international clients. The company offers a holistic approach, handling everything from initial vehicle assessments through to fleet monitoring and change management. It integrates all of the information it gathers onto a single web platform known as fleetDECK, which gives clients complete transparency in terms of cost and fleet status.
"The main question is always: are we able to design and roll out a cross-country consolidated policy and supplier portfolio?" says Haymoz. "In areas that are decentralised or applicable across multiple countries, you need an unemotional, systematic approach. So we assess the fleet internationally, benchmark it, organise a preferred sourcing supplier and design a policy - all in a single approach. All data needs to be consolidated so that clients have an integrated and constant view of their fleets."
HAYMOZ Fleet Performance brings together multiple international and regional service providers, and integrates the best in class. It acts as a market conduit for its customer base, formulating potential scenarios based on the information collected.
"To identify with the right solution, you need to let the market talk to the customers," he explains. "The customer knows which kind of car is best for sales reps/servicemen and which for managers, and how the fleet has to be structured. We are able to provide customers with all the information they need to make the right decision. Today, we centrally manage, assess and control more than 75,000 cars, operating in 63 countries with more than 80 leasing providers."
Well-informed TCO decisions
With the right data, strategy and tools, CFOs can start to pinpoinr ways to reduce total cost of ownership (TCO) and balance sheet impact. An increasingly popular way of doing this is to opt on top for low-CO2 vehicles, which have the dual advantage of being greener and cheaper to run. HAYMOZ's information management tools examine the green credentials of a vehicle and ascertain the effect they will have on TCO.
"Fuel consumption makes up around 25% of TCO," Haymoz says. "If you choose a hard line, what does that mean for the car? If you go half way when it comes to optimising CO2 and TCO, and factor in local requirements, how does this affect your choice of car makes and models? It's all based on facts and figures."
Over the medium term, Haymoz foresees that more flexible models, such as car sharing, will become popular and the use of independent local outsourcers will grow as companies focus on their core capabilities. In addition, more companies will adopt a consolidated approach. Striking the balance between uniformity and regional specificity has become too complicated to achieve without access to all available information.
"I come from a CFO background," explains Haymoz. "When I was first faced with a fleet of 6,000 cars in 12 countries, I realised that there was big potential for savings. It's not easy to take a view on investment exposure across 20 or 30 countries. By streamlining processes and aligning policies, you can help the company profit without affecting driver satisfaction."