Implementing fleet automation saves resources over time, but gaining buy-in for the initial cost can take a little work.
If you’re excited about the positive transformation that automation makes possible — and you’d like to present the idea to your organization’s leaders for consideration — follow these five steps for success.
1. Do the math
Help your leadership evaluate the value of fleet automation by providing an overview of the projected savings and additional revenue that the tools will provide.
Because fleet automation technology has a high upfront cost, it’s important to demonstrate and quantify how a digital solution will reduce operating costs and bolster the bottom line. Without any commitment, your fleet automation vendor should be able to give you an idea of how much operational time can be saved with their solution, as well as revenue opportunities in the form of extras.
To establish a baseline comparison to running routes manually, remember to include direct costs (paper, time spent record-keeping) and indirect (operational) costs, which are often taken for granted. These can include hours spent on go-backs, customer service calls, and planning helper routes. Think about missed extra charges, too. Calculate the amount of time spent weekly on such tasks and multiply by an average wage to show the difference in dollars and cents.
2. Forecast a break-even point
Project for your leaders when the investment will be recouped for the business.
First find the total investment cost: Add the costs associated with the technology, from the direct costs (software licenses, onboarding fees) to indirect (consultants to assist with implementation, data export fees, team training).
Next, use the vendor-provided ROI model to compare operational savings with the investment cost.
With these pieces of information, you can forecast the break-even point.
3. Find a trustworthy vendor
While you may already have a fleet automation vendor in mind, it’s wise to request references.
A good rule of thumb is to gather three references for your recommended vendor. Also plan to speak with someone who didn’t select your vendor of choice. If you can, find someone who converted from your chosen provider to a different one, as well. (Often, negative references paint a more complete picture than positive ones.)
Insist that any vendor you plan to work with provides an implementation timeline, and find out how they handle contingency planning if it becomes difficult to adhere to the timeline.
4. Point to training and customer support
One concern leaders often have is whether new technologies will be adopted and used, and proper training and reinforcement are key here.
Ensure you choose a fleet automation vendor that provides a developed training and adoption strategy. Be prepared to share it when you pitch your idea.
5. Educate key stakeholders
Fleet automation technology touches many departments, from information technology and operations to finance. Often the managers of these departments are the most influential in fleet automation purchases.
Once you have completed steps one through four above, you can take the information you’ve gleaned to these individuals first. If you’re able to demonstrate strong value for your chosen solution, colleagues and other managers are likely to help present it to leadership.
Finally, understand that changing mindsets can take time. A polished presentation showing a clear ROI, break-even point, vendor training program, and proposed timeline can help make the case, but it sometimes takes a village — and more than one inroad — to spur the meaningful discussions that can lead to lasting transformation.
