FLEETDRIVE
This requires coordination across finance, property, IT and sustainability teams. Selecting an EV is now an operational strategy decision.
Data Analysis and Commercial Insight
Modern fleets generate large volumes of telematics, utilisation and cost data. Fleet managers must be able to interpret that information to optimise replacement cycles, identify under-utilised assets, and strengthen total cost of ownership modelling.
Executives increasingly expect data-backed recommendations. The ability to convert operational data into clear commercial insight is now central to the fleet role.
Financial Acumen in a Higher-Cost Environment
Vehicle pricing, funding structures, and residual value assumptions continue to shift. Rising interest rates and evolving lease products mean fleet decisions require stronger financial evaluation.
Fleet professionals need to assess lease versus purchase models, understand interest impacts, evaluate service agreements and analyse wholeof-life vehicle cost rather than acquisition price alone.
Fleet is under greater financial scrutiny, and decisions must be defensible in commercial terms.
Change Management and Stakeholder Engagement
Fleet transitions affect drivers, line managers, and executive teams. Introducing telematics, adjusting vehicle policies, or transitioning to EVs requires careful communication and structured change management.
Fleet managers increasingly need to support driver education, manage resistance to change and provide confident reporting to senior leadership. Technical knowledge alone will not deliver successful transition outcomes without internal alignment.
ISSUE 57 FEBRUARY 2026 / WWW. AFMA. ORG. AU 35