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[]
[]
[null,null,"Driving Down Vehicle Fleet Costs:\nTotal Cost of Ownership Reduction using the Fleet Management Framework\n"]
[]
[null,null,"Introduction"]
[{"$nulls":3},"Driving Down Vehicle Fleet Costs: Total Cost of Ownership Reduction using the Fleet Management Framework (FMF) is intended as a guidance document and a practical tool.  Aimed at decision makers within UN organisations operating vehicle fleets, the FMF will provide high-level descriptions with examples of tried and tested interventions which can lead to improved effectiveness and efficiency in vehicle fleet operation. \n"]
[null,null,"• "]
[null,null,"• ","The Fleet Management Framework is not an operational guide for fleet managers. More, it is designed to help senior managers and those driving change identify and realise opportunities to reduce costs and improve vehicle fleet performance through optimisation. The outputs from the Framework can be used to develop a business case demonstrating the financial benefits of implementing the different types of intervention."]
[null,null,"• ","The Fleet Management Framework is set up to analayse the light vehicle fleet of the organisation.   Most organisations also operate fleets which include armoured vehicles, trucks, buses and other equipment with have very different costs models and are operated under different circumstances.  The FMF can be used to understand the costs an cost-redcution opportunities for AV fleets and truck fleets. However, it is important to separate the calculations of different types of vehicles"]
[]
[null,null,"How to use the tool"]
[null,null,"     Step 1 - Complete the Assessment"]
[null,null,"• ","The Assessment is a qualitative review of the current level of fleet management practice within the organisation.  The assessment tool is an Excel based sheet which analyses the way in which the questions have been answered and then, based on a scoring system, will help identify the areas for improvement as well as proposing a ranking of priorities."]
[]
[]
[null,null,"     Step 2 - Enter Fleet Data"]
[null,null,"• ","The Fleet Data is a table used to collect key quantitative data on the fleet.   If exact values are not known please enter your best estimate.  These can be fine-tuned as more accurate data becomes available."]
[null,null,"• ","The vaules entered into this sheet will populate the values behind the calculations in each of the Actions."]
[]
[null,null,"     Step 3 - Priority Matrix"]
[null,null,"• ","The Priority Matrix provides guidance on the most appropriate actions which can be taken based on the responses to the Assessment questions.  First, the matrix identifies the Quality of Existing Practices in the organisation.  The matrix then considers the re-engineerability of each of the prioritised actions in terms of cost and complexity to implement.  The matrix also considers the impact of implementing these actions in terms of performance improvement and cost reduction.  These are represented in a scale of High, Medium and Low. "]
[]
[]
[]
[null,null,"     Step 4 - Implemenation Schedule"]
[null,null,"• ","The Priority Matrix finally provides a suggested Implementation Schedule for each of the Actions.  These are graduated in Short, Medium and Long term interventions.  If the current level of Existing Practice is High then it is considered as Done."]
[]
[null,null,"     Step 5 - FMF - Fleet Management Framework"]
[null,null,"• ","The FMF (Fleet Management Framework) worksheet lists all the Actions and demonstrates the theoretical cost reductions that can be achieved over a fleet 5-year cycle based on the organisation’s fleet size. The 5-year cycle is chosen as most organisations use 5 years as the standard vehicle lifetime."]
[]
[null,null,"• ","By activating the check boxes the potential cost reductions of individual or combinations of various Actions are calculated and quantified.  The impact of some of the Actions automatically combine to avoid ‘double-counting’."]
[]
[null,null,"     Step 6 - Assessment Summary"]
[null,null,"• ","The Assessment Summary provides a printable, single page high-level summary of the analysis and cost reduction opportunities."]

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[]
[null,"Step 1: Assessment"]
[]
[null,"Please check the box against the statement which most closely reflects the current practice in your organisation. Check one box only.",{"$nulls":3},"Priority Matrix"]
[]
[null,"1.Fleet Strategy ",{"$nulls":3},"9.Fleet Sharing"]
[null,"• The organisation has a fleet management strategy in place and followed that describes how the fleet supports the mandate / programme objectives of the organisation.",null,false,null,"• All country offices operate a vehicle pool shared with other agencies with users paying for vehicle use.",null,false,null,null,false]
[null,"• The organisation has a fleet strategy but is not being actively observed and implemented.",null,false,null,"• All country offices operate a vehicle pool with users paying for vehicle use according to an organisation-wide procedure.",null,false,null,null,false]
[null,"• The organisation is in the process of developing a fleet strategy.",null,false,null,"• Country offices operate a vehice pool without any cost recovery/allocation system.",null,false,null,null,false]
[null,"• The organisation does not have a fleet strategy.",null,false,null,"• There is no formalised pooling or fleet sharing, but may exist in certain COs.",null,false,null,null,false]
[]
[null,"2.Roles, Responsibilities and Accountability.",{"$nulls":3},"10.Vehicle Standardisation"]
[null,"• There is a clear framework for accountability which specifies the fleet management responsibilities for each member of staff.",null,false,null,"• Standardised vehicles are provided to country offices through an internal rental or leasing scheme.",null,false,null,null,false]
[null,"• Responsibility for fleet management is somewhat defined but spread through different functions of the organisation. ",null,false,null,"• Standardised vehicles are procured by country offices through LTAs.",null,false,null,null,false]
[null,"• Responsibility for fleet management is not well defined and accountabilities unclear.",null,false,null,"• Individual offices can determine their fleet size and composition according to the organisations standards.",null,false,null,null,false]
[null,"• Responsibility for fleet management is not at all defined.",null,false,null,"• Individual offices are soley responsible for determining vehicle sourcing, fleet size and composition.",null,false,null,null,false]
[]
[null,"3.Policies & Procedures",{"$nulls":3},"11. Vehicle Insurance "]
[null,"• Policies and procedures for all aspects of fleet management are in place and followed.",null,false,null,"• All vehicles insured centrally with Third Party Liability (TPL) and for loss and damage by a formalised insurance scheme.",null,false,null,null,false]
[null,"• Policies and procedures for all aspects of fleet management are in place but compliance is variable.",null,false,null,"• Insurance is mandatory but acquired locally by individual country offices.",null,false,null,null,false]
[null,"• Policies and procedures for only some ascpects of fleet management are in place but with high levels of compliance.",null,false,null,"• TPL insurance is acquired at country level and individual office may have local cover for loss or damage.",null,false,null,null,false]
[null,"• Policies and procedures for fleet management are incomplete and compliance variable.",null,false,null,"• TPL insurance is acquired at country level and there is no insurance for loss or damage.",null,false,null,null,false]
[]
[null,"4.Staff Capability",{"$nulls":3},"12. Fuel Management & Control"]
[null,"• Specific and systematic training is provided to all staff involved in managing and operating the vehicle fleet.",null,false,null,"• Fuel use is closely controlled with consumption monitored on a regular basis. Under or over consumption is investigated.",null,false,null,null,false]
[null,"• There is some driver training and some fleet management training but its not standardised or systematic.",null,false,null,"• Fuel use is controlled on a periodic basis. Under or over consumption not systematically monitored.",null,false,null,null,false]
[null,"• There is some driver training but no fleet management training.",null,false,null,"• Fuel use is controlled at country level for billing purposes but consumption not closely monitored.",null,false,null,null,false]
[null,"•  There is no systematic training of staff in fleet related activities.",null,false,null,"• Fuel consumption is not systematically monitored.",null,false,null,null,false]
[]
[null,"5.Centralised Fleet ",{"$nulls":3},"13. Vehicle Maintenance & Repair"]
[null,"• Vehicle acquisition, disposal and operations are overseen by a central business unit responsible for implementing fleet strategy across the organisation.",null,false,null,"• All vehicles are maintained according to manufacturers recommendation in authorised workshops.",null,false]
[null,"• Vehicle acquisition, disposal and operations are overseen at a regional level.",null,false,null,"• All vehicles are maintained according to manufacturers recommendation in any available workshops.",null,false]
[null,"• Vehicle acquisition, disposal and operations are managed at a country level but with input from HQ.",null,false,null,"• Vehicles are maintained on an ad hoc basis.",null,false]
[null,"• Vehicle acquisition, disposal and operations are managed in country at a programme or functional level.",null,false,null,"• Vehicles are sporadically maintained and repaired only when they breakdown.",null,false]
[]
[null,"6.Performance Monitoring",{"$nulls":3},"14. Tracking and Telematics"]
[null,"• Operational data (fuel, kms, maintenance, etc.) for the entire global fleet is systematically collected and analysed using standard KPIs.",null,false,null,"• All vehicles equipped with standard tracking, tracking data collected and analysed, KPIs in place.",null,false]
[null,"• Operational data is captured at country level and some analysis of fleet performance.",null,false,null,"• Some vehicles equipped with standard tracking, fleet management data systematically collected and analysed.",null,false]
[null,"• Operational data is captured but for mostly financial purposes but not for analysis of fleet performance.",null,false,null,"• Some country offices are using tracking systems according to local requirements.",null,false]
[null,"• There is no standardised collection or analysis of operational fleet data.",null,false,null,"• No tracking systems in use.",null,false]
[]
[null,"7.Strategic Vehicle Supply Chain",{"$nulls":3},"15. Road Traffic Crashes - Injuries and Asset Damage/Loss"]
[null,"• All new vehicles must be requested and supplied through a centralised acquisition unit.",null,false,null,"• All vehicle related incidents involving death, injury or material damage are systematically reported with follow procedures.",null,false,false]
[null,"• Most new vehicles are procured through LTAs established with key suppliers.",null,false,null,"• Reporting proceedures for vehicle incidents involving death, injury or material damage are in place but compliance is variable.",null,false,false]
[null,"• Most new vehicles are procured by country offices but procurement support is provided by HQ.",null,false,null,"• Only security related vehicle incidents are systematically reported. ",null,false,false]
[null,"• Vehicles are purchased at country office level without reference to HQ.",null,false,null,"• Reporting of vehicle related incidents involving death, injury or material damage is incomplete.",null,false,false]
[]
[null,"8.Planned Disposal",{"$nulls":3},"16. Environmental Impact of Vehicle Fleet Operation"]
[null,"• There is a limit on maximum lifetime and vehicles are systematically disposed at the end of life and funds used for fleet renewal.",{"$nulls":3},"• The organisation has a clear strategy designed to minimise environmental impact of fleet operations with indicators and performance monitoring ",null,null,false]
[null,"• There is a limit on vehicles lifetime but it is not strictly followed, some vehicles are sold and some handed over to parners.",{"$nulls":3},"• The organisation plans to improve environmental performance but there are a few guidelines or concrete steps to reduce impact.",null,null,false]
[null,"• Most vehicles are handed over to partners when they are no longer required or at end of life.",{"$nulls":3},"• Some country offices are independantly taking steps to improve environmental performance.",null,null,false]
[null,"• There is no systematc approach to disposing of end of life vehicles and some of the above methods apply.",{"$nulls":3},"• There is no organisational strategy or systematic approach to minimising environmental impact of fleet operation.",null,null,false]
[]
[null,"Q1",{"$f":"IF(D7=FALSE,0,1)","v":0},null,null,"Q8",{"$f":"IF(H7=FALSE,0,1)","v":0},null,"Overall performance"]
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[null,null,{"$f":"IF(D9=FALSE,0,3)","v":0},{"$nulls":3},{"$f":"IF(H9=FALSE,0,3)","v":0},null,null,{"$f":"IF(D8=FALSE,0,2)","v":0},null,null,{"$f":"IF(H8=FALSE,0,2)","v":0},null,{"$f":"IF(I44=FALSE,0,2)","v":0}]
[null,null,{"$f":"IF(D10=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H10=FALSE,0,4)","v":0},null,null,{"$f":"IF(D9=FALSE,0,1)","v":0},null,null,{"$f":"IF(H9=FALSE,0,1)","v":0},null,{"$f":"IF(I45=FALSE,0,1)","v":0}]
[null,"Q1 Total",{"$f":"SUM(C54:C57)","v":0},null,null,"Q8 Total",{"$f":"SUM(G54:G57)","v":0},null,null,{"$f":"IF(D10=FALSE,0,0)","v":0},null,null,{"$f":"IF(H10=FALSE,0,0)","v":0},null,{"$f":"IF(I46=FALSE,0,0)","v":0}]
[null,"Q2",{"$f":"IF(D13=FALSE,0,1)","v":0},null,null,"Q9",{"$f":"IF(H13=FALSE,0,1)","v":0},null,"Q1 Total",{"$f":"SUM(J55:J58)","v":0},null,"Q8 Total",{"$f":"SUM(M55:M58)","v":0},"Q15 Total",{"$f":"SUM(O55:O58)","v":0}]
[null,null,{"$f":"IF(D14=FALSE,0,2)","v":0},{"$nulls":3},{"$f":"IF(H14=FALSE,0,2)","v":0},null,"Q2",{"$f":"IF(D13=FALSE,0,3)","v":0},null,"Q9",{"$f":"IF(H13=FALSE,0,3)","v":0},"Q16",{"$f":"IF(I49=FALSE,0,3)","v":0}]
[null,null,{"$f":"IF(D15=FALSE,0,3)","v":0},{"$nulls":3},{"$f":"IF(H15=FALSE,0,3)","v":0},null,null,{"$f":"IF(D14=FALSE,0,2)","v":0},null,null,{"$f":"IF(H14=FALSE,0,2)","v":0},null,{"$f":"IF(I50=FALSE,0,2)","v":0}]
[null,null,{"$f":"IF(D16=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H16=FALSE,0,4)","v":0},null,null,{"$f":"IF(D15=FALSE,0,1)","v":0},null,null,{"$f":"IF(H15=FALSE,0,1)","v":0},null,{"$f":"IF(I51=FALSE,0,1)","v":0}]
[null,"Q2 Total",{"$f":"SUM(C59:C62)","v":0},"Excellent",1,"Q9 Total",{"$f":"SUM(G59:G62)","v":0},null,null,{"$f":"IF(D16=FALSE,0,0)","v":0},null,null,{"$f":"IF(H16=FALSE,0,0)","v":0},null,{"$f":"IF(I52=FALSE,0,0)","v":0}]
[null,"Q3",{"$f":"IF(D19=FALSE,0,1)","v":0},"Good",2,"Q10",{"$f":"IF(H19=FALSE,0,1)","v":0},null,"Q2 Total",{"$f":"SUM(J60:J63)","v":0},null,"Q9 Total",{"$f":"SUM(M60:M63)","v":0},"Q16 Total",{"$f":"SUM(O60:O63)","v":0}]
[null,null,{"$f":"IF(D20=FALSE,0,2)","v":0},"Fair",3,null,{"$f":"IF(H20=FALSE,0,2)","v":0},null,"Q3",{"$f":"IF(D19=FALSE,0,3)","v":0},null,"Q10",{"$f":"IF(H19=FALSE,0,3)","v":0}]
[null,null,{"$f":"IF(D21=FALSE,0,3)","v":0},"Poor",4,null,{"$f":"IF(H21=FALSE,0,3)","v":0},null,null,{"$f":"IF(D20=FALSE,0,2)","v":0},null,null,{"$f":"IF(H20=FALSE,0,2)","v":0},"16 Total Averages",{"$f":"SUM(J59,J64,J69,J74,J79,J84,J89,M64,M69,M74,M79,M84,M89,O59,O64,M59)/16","v":0}]
[null,null,{"$f":"IF(D22=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H22=FALSE,0,4)","v":0},null,null,{"$f":"IF(D21=FALSE,0,1)","v":0},null,null,{"$f":"IF(H21=FALSE,0,1)","v":0}]
[null,"Q3 Total",{"$f":"SUM(C64:C67)","v":0},null,null,"Q10 Total",{"$f":"SUM(G64:G67)","v":0},null,null,{"$f":"IF(D22=FALSE,0,0)","v":0},null,null,{"$f":"IF(H22=FALSE,0,0)","v":0}]
[null,"Q4",{"$f":"IF(D25=FALSE,0,1)","v":0},null,null,"Q11 ",{"$f":"IF(H25=FALSE,0,1)","v":0},null,"Q3 Total",{"$f":"SUM(J65:J68)","v":0},null,"Q10 Total",{"$f":"SUM(M65:M68)","v":0}]
[null,null,{"$f":"IF(D26=FALSE,0,2)","v":0},{"$nulls":3},{"$f":"IF(H26=FALSE,0,2)","v":0},null,"Q4",{"$f":"IF(D25=FALSE,0,3)","v":0},null,"Q11",{"$f":"IF(H25=FALSE,0,3)","v":0}]
[null,null,{"$f":"IF(D27=FALSE,0,3)","v":0},{"$nulls":3},{"$f":"IF(H27=FALSE,0,3)","v":0},null,null,{"$f":"IF(D26=FALSE,0,2)","v":0},null,null,{"$f":"IF(H26=FALSE,0,2)","v":0}]
[null,null,{"$f":"IF(D28=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H28=FALSE,0,4)","v":0},null,null,{"$f":"IF(D27=FALSE,0,1)","v":0},null,null,{"$f":"IF(H27=FALSE,0,1)","v":0}]
[null,"Q4 Total",{"$f":"SUM(C69:C72)","v":0},null,null,"Q11 Total",{"$f":"SUM(G69:G72)","v":0},null,null,{"$f":"IF(D28=FALSE,0,0)","v":0},null,null,{"$f":"IF(H28=FALSE,0,0)","v":0}]
[null,"Q5",{"$f":"IF(D31=FALSE,0,1)","v":0},null,null,"Q12",{"$f":"IF(H31=FALSE,0,1)","v":0},null,"Q4 Total",{"$f":"SUM(J70:J73)","v":0},null,"Q11 Total",{"$f":"SUM(M70:M73)","v":0}]
[null,null,{"$f":"IF(D32=FALSE,0,2)","v":0},{"$nulls":3},{"$f":"IF(H32=FALSE,0,2)","v":0},null,"Q5",{"$f":"IF(D31=FALSE,0,3)","v":0},null,"Q12",{"$f":"IF(H31=FALSE,0,3)","v":0}]
[null,null,{"$f":"IF(D33=FALSE,0,3)","v":0},{"$nulls":3},{"$f":"IF(H33=FALSE,0,3)","v":0},null,null,{"$f":"IF(D32=FALSE,0,2)","v":0},null,null,{"$f":"IF(H32=FALSE,0,2)","v":0}]
[null,null,{"$f":"IF(D34=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H34=FALSE,0,4)","v":0},null,null,{"$f":"IF(D33=FALSE,0,1)","v":0},null,null,{"$f":"IF(H33=FALSE,0,1)","v":0}]
[null,"Q5 Total",{"$f":"SUM(C74:C77)","v":0},null,null,"Q12 Total",{"$f":"SUM(G74:G77)","v":0},null,null,{"$f":"IF(D34=FALSE,0,0)","v":0},null,null,{"$f":"IF(H34=FALSE,0,0)","v":0}]
[null,"Q6",{"$f":"IF(D37=FALSE,0,1)","v":0},null,null,"Q13",{"$f":"IF(H37=FALSE,0,1)","v":0},null,"Q5 Total",{"$f":"SUM(J75:J78)","v":0},null,"Q12 Total",{"$f":"SUM(M75:M78)","v":0}]
[null,null,{"$f":"IF(D38=FALSE,0,2)","v":0},{"$nulls":3},{"$f":"IF(H38=FALSE,0,2)","v":0},null,"Q6",{"$f":"IF(D37=FALSE,0,3)","v":0},null,"Q13",{"$f":"IF(H37=FALSE,0,3)","v":0}]
[null,null,{"$f":"IF(D39=FALSE,0,3)","v":0},{"$nulls":3},{"$f":"IF(H39=FALSE,0,3)","v":0},null,null,{"$f":"IF(D38=FALSE,0,2)","v":0},null,null,{"$f":"IF(H38=FALSE,0,2)","v":0}]
[null,null,{"$f":"IF(D40=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H40=FALSE,0,4)","v":0},null,null,{"$f":"IF(D39=FALSE,0,1)","v":0},null,null,{"$f":"IF(H39=FALSE,0,1)","v":0}]
[null,"Q6 Total",{"$f":"SUM(C79:C82)","v":0},null,null,"Q13 Total",{"$f":"SUM(G79:G82)","v":0},null,null,{"$f":"IF(D40=FALSE,0,0)","v":0},null,null,{"$f":"IF(H40=FALSE,0,0)","v":0}]
[null,"Q7",{"$f":"IF(D43=FALSE,0,1)","v":0},null,null,"Q14",{"$f":"IF(H43=FALSE,0,1)","v":0},null,"Q6 Total",{"$f":"SUM(J80:J83)","v":0},null,"Q13 Total",{"$f":"SUM(M80:M83)","v":0}]
[null,null,{"$f":"IF(D44=FALSE,0,2)","v":0},{"$nulls":3},{"$f":"IF(H44=FALSE,0,2)","v":0},null,"Q7",{"$f":"IF(D43=FALSE,0,3)","v":0},null,"Q14",{"$f":"IF(H43=FALSE,0,3)","v":0}]
[null,null,{"$f":"IF(D45=FALSE,0,3)","v":0},{"$nulls":3},{"$f":"IF(H45=FALSE,0,3)","v":0},null,null,{"$f":"IF(D44=FALSE,0,2)","v":0},null,null,{"$f":"IF(H44=FALSE,0,2)","v":0}]
[null,null,{"$f":"IF(D46=FALSE,0,4)","v":0},{"$nulls":3},{"$f":"IF(H46=FALSE,0,4)","v":0},null,null,{"$f":"IF(D45=FALSE,0,1)","v":0},null,null,{"$f":"IF(H45=FALSE,0,1)","v":0}]
[null,"Q7 Total",{"$f":"SUM(C84:C87)","v":0},null,null,"Q14 Total",{"$f":"SUM(G84:G87)","v":0},null,null,{"$f":"IF(D46=FALSE,0,0)","v":0},null,null,{"$f":"IF(H46=FALSE,0,0)","v":0}]
[{"$nulls":8},"Q7 Total",{"$f":"SUM(J85:J88)","v":0},null,"Q14 Total",{"$f":"SUM(M85:M88)","v":0}]

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[]
[null,null,"Step 2: Fleet Data "]
[]
[null,null,"Please insert best estimates for the following. If the value is not known please use the sector average indictive value:","  Your   organisation:","Sector average as indicative value:"]
[]
[null,null,"Total number of vehicles in fleet (light vehicles, trucks and buses, but excluding motorcycles)"]
[null,null,"Light Vehicle life cycle (the tool will only work if either one of the following values is entered: 5,6,7 or 8 years)"]
[null,null,"Average vehicle acquisition cost including purchase price, transport and accessories.",null,"$35,000"]
[null,null,"Average end of life disposal revenue per vehicle",null,{"v":12000,"d":"$12,000"}]
[null,null,"Average annual fuel cost per vehicle per year",null,{"v":2800,"d":"$2,800"}]
[null,null,"Average annual maintenance cost per vehicle per year",null,{"v":2500,"d":"$2,500"}]
[null,null,"Average cost of vehicle insurances (local third party liability, any comprehensive or loss or damage insurances) per year",null,{"v":1200,"d":"$1,200"}]
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[null,null,"Tracking system installation cost (hardware, installation and training)",null,{"v":1000,"d":"$1,000"}]
[null,null,"Tracking system annual suscription and data transmission cost",null,{"v":600,"d":"$600"}]
[]
[null,null," "]

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[null," Initial Assessment"]
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[null,null,"Overview:  An effective strategy is important as it defines the organisation's approach to fleet management, as well as describing a future state of how the fleet should operate. Vehicle drivers, passengers and other users can offer a broad perspective on the strategic direction of fleet management. Consultation with these groups of users will contribute to the strategy being well informed.                                                                                                                                                                                              Impact:   The existance of a strategy does not have a direct impact on cost reduction but increases the efficient managenent of the fleet \n                                                                                                                                                                                                                        Re-engineering:  Relatively straight forward to develop but the consultative  and approval processes may be may be time consumming .\n                                                                                                                                                                                                                            Benefits:  Provides clear indication to the organisation on the intended path of fleet management.                                                                                                                                                                                     Good practice examples:  UNHCR\n                                                                                     \n"]

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[null,null,"Policies & Procedures, Defined Responsibilities",{"$nulls":8},"Priority Matrix"]
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[null,null,"Overview:  Well documented policies and procedures for fleet operation which are aligned with the organisations strategic objectives are necessary.  These policies should define fleet related authorities, responsibilities and accountabilities at all levels of the organisation. The policies and procedures should also be supported with appropriate compliance management. \n                                                                                                                                                                                         Impact: Few organisations have comprehensive policies and procedures or well defined responsibilities for fleet.  This lack is a fundamental constraint in improving the effectiveness of fleet operations. \n                                                                                                                                                                                             Re-engineering:  Creation of policies and procedures and definition of roles and responsibilities does not require much in the way of resources. However, it requires considerable consultation and discussion within the relevant stakeholder group as well as effective communication and promulgation of the policies once established.  This can be a lengthy process which can be accelerated if there is clear management will at the highest level to improve the effectiveness of the fleet function.\n                                                                                                                                                                                          Benefits:  It is not possible to apply a quantitate benefit to the creation of policies and procedures or well defined responsibilities for fleet.  However, such are policies and compliance to those policies are a key component of effective fleet management.                \n                                                                                                                                                                                        Good practice examples: UNHCR Authority, Responsibility and Accountability (ARA) Framework.\n                                                                                                                                                                   \n",{"$nulls":8},"Previous action"]

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[null,null,"Overview:  Effective centralised fleet management and the associated benefits can only be delivered through a dedicated fleet management function within the organisation.\n                                                                                                                                                   Impact: A fleet management which supports the achievement of the strategic objectives of the organisation.\n                                                                                                                                                                       Re-engineering:  The establishment of appropriate fleet management staff capability at both HQ and regional/country level required a significant level of investment is reorganisation, staffing and training.\n                                                                                                                                                   Benefits:  Improvements in all levels and indicators of fleet performance.\n                                                                                                                                                   Good practice examples:  UNHCR, WFP, UNRWA and DFS/DPKO have dedicated fleet management functions in their organisations.  Fleet Forum and UNHCR have developed an extensive fleet management training package which is available to other organisations.\n                                                                                                           \n",{"$nulls":8},"Previous action"]

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[null,null,"Overview:  The centralisation of the authority, responsibility and accountability for delivering the fleet management strategy of the organisation.  The centralised fleet management function has accountability regarding fleet specification, acquisition, operational standards, maintenance and disposal.\n                                                                                                                                                                                                    Impact: The existence of a well-functioning Centralised Fleet Management (CFM) is a pre-requisite for a well-functioning fleet. Meaningful improvements in performance or cost reduction are difficult to achieve in decentralised fleets.     \n                                                                                                                                                                                                                   Re-engineering:  Centralisation of the fleet management function has significant resource requirements.  In addition, a change in the organisational culture and the removal of authorities from the user level can be unpopular and needs considerable organisational will  to successfully establish a CFM. \n                                                                                                                                                                                                  Benefits:  It is not possible to apply a quantitate benefit to the establishment of a CFM function.  However, few substantive benefits in performance, cost reduction or any other desired outcome can be realised in decentralised fleets.\n                                                                                                                                                                                                          Good practice examples:  UNRWA, UNHCR, WFP and DFS/UNDPKO have some level of centralised fleet management.\n                                                                                     \n",{"$nulls":8},"Previous action"]

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[null,null,"Overview: An appropriate Fleet Management Software (FMS) system allows an organisational approach to collecting standardised fleet performance data capture and analysis. \n                                                                                                                                                                                                                         Impact:  FMS greatly facilitates the required level of fleet data management. Few substantive benefits in performance or cost reduction can be realised or measured in fleets without clearly defined KPIs and the means to monitor those indicators through effective fleet performance data collection and analysis.   \n                                                                                                                                                                                                                        Re-engineering: Acquisition development and roll-out of an effective, organisation-wide FMS requires the investment of high levels of funds, human resources and organisational will.  Integration of FMS within existing systems (ERP) can add even higher costs and project complexity.  However, the long-term benefit of timely, accurate and complete data collection and analysis is crucialto optimise fleet effectiveness.  Implementation of FMS is a long-term, strategic initiative.\n                                                                                                                                                                                                                         Benefits: It is not possible to apply a quantitate benefit to the establishment of a FMS.  However, few substantive benefits in performance or cost can be realised or measured in fleets where there not clearly defined KPIs and the means to monitor those indicators through effective fleet performance data collection and analysis.\n                                                                                                                                                                                                                        Good practice examples: UNRWA, UNHCR, WFP and DFS/UNDPKO adopted organisation wide fleet management software.\n                                                                               \n",{"$nulls":8},"Previous action"]

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[]
[null,null,"Overview:  Vehicle supply chain management combines vehicle acquisition planning, centralised procurement, vehicle stockholding and vehicle delivery scheduling.  Effective management of the vehicle supply chain ensures that the provision of new field-ready vehicles to the users can be optimised in terms of price and availability.\n                                                                                                                                                                    Impact:   A well-functioning vehicle supply chain ensures that the right vehicles can be supplier to the right location at the right time and at the right cost.\n                                                                                                                                                                    Re-engineering:  Management of the vehicle supply chain of the fleet management function has few resource requirements.  However, a change in the organisational culture and the removal of authorities from the user level can be unpopular and needs considerable organisational will to achieve.  Realistic and timely planning of vehicle requirements by the users can be difficult to realise.\n                                                                                                                                                                     Benefits:  Availability of field-ready vehicles at the time of need and at lower cost.\n                                                                                                                                                                    Good practice examples:  UNHCR, WFP and DFS/UNDPKO manage their respective vehicle supply chains.\n                                                                                                       \n",{"$nulls":8},"Fleet Size",{"$f":"'Action 1 CALC'!D7","v":0}]
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[null,null,"Action 2. Planned Vehicle Disposal"]
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[null,null,"Overview:  Most organisations have prescribed vehicle lifetimes, usually 5 years for light vehicles, which is linked to the asset depreciation schedule. However, few organisations have a systematic plan for the disposal of end-of-life (EoL) vehicles.  As a consequence, many fleets are oversized and overaged.  Operating costs of vehicle increase over time while residual value decreases.  Vehicle disposal is regarded in many field offices as burdensome and without benefit and the practice of handing over of vehicles to governments and partners is seen as an easy way of dealing with the problem.\n                                                                                                                                                                                              Impact: Planned vehicle disposal facilitates fleet size reduction.  Revenue generated from disposals can support a self-financing fleet management function or for other purposes.\n                                                                                                                                                                                                                Re-engineering: Financial and administrative processes must be developed and implement to track to collection of revenue. Vehicle users must be persuaded to give up EoL vehicles.  \n                                                                                                                                                                                        Benefits:  Planned disposal creates significant revenue stream which can be used to fund new vehicle procurement and the costs of running the fleet management function.  Facilitates fleet renewal with newer, safer vehicles with lower operating costs.  Results in a clean, accurate vehicle asset list. Avoids the bad practice of handing over of end of life vehicles to partners.\n                                                                                                                                                                                               Good practice examples:  UNHCR have demonstrated how managed asset disposal can generate significant revenue \n                                                                                                      \n",{"$nulls":9},"Fleet Size",{"$f":"'Action 2 CALC'!D7","v":0}]
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[null,null,"Action 3. Fleet Sharing"]
[]
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[null,null,"Overview:  With use of a simple web-based vehicle booking system requesters can reserve a vehicle.  The system encourages the combining of journeys and optimises the utilisation of the vehicles.\n                                                                                                                                                                                                                     Impact: Fleet-sharing or car-pooling is a very simple, low cost option which can be implemented in small, medium and large fleets and can be used by individual or multiple agencies in a given location.  The concept is easy to implement, is very flexible and adaptable and yields immediate savings, and other benefits, at very low cost.\n                                                                                                                                                                                                                                              Re-engineering:  Centralisation of the fleet management function has significant resource requirements.  In addition, a change in the organisational culture and the removal of authorities from the user level can be unpopular and needs considerable organisational will to achieve.\n                                                                                                                                                                                                             Benefits:  By optimising the utilisation of the vehicles between the users the fleet redundancy can be reduced resulting in the need for fewer vehicles while ensuring demand is satisfied.\n                                                                                                                                                                                                                                            Good practice examples:  UNFPA, UNICEF and UNDP have conducted a successful proof of concept project using the system in 5 countries.\n                                                                                                           \n",{"$nulls":8},"Fleet Size",{"$f":"'Action 3 CALC'!D6","v":0}]
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[]
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[]
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[]
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[]
[]
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[]
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[]
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[]
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[]
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[]
[null,null,"Action 4. Internal Vehicle Leasing "]
[]
[]
[null,null,"Overview:  Vehicle acquisition and ownership is removed from the user level and managed by the centralised fleet management function.  Vehicles are then rented to the operations for any period from, for example, 6 months to 5 years. \n                                                                                                                                                                                                Impact:  Internal vehicle rental schemes are complex and require a long-term strategic approaches to vehicle provision.  However, the resulting  long-term and recurrent structural reduction in fleet costs. \n                                                                                                                                                                                               Re-engineering:  Vehicle leasing requires a seismic shift in the way in which an organisation manages its vehicles and may meet resistance from the user.  Internal leasing effectively creates a ‘business unit’ within an otherwise non-profit organisation.  This may require specific process and procedures for handling the budget and finance in the organisation.\n                                                                                                                                                                                              Benefits:  Long-term reduction the capital cost of vehicles to the organisation.  The capital cost of a vehicle is the largest single component of the total cost of ownership (TCO).  The introduction of such an Internal Vehicle Leasing scheme one of the largest and most sustainable cost-saving interventions.\n                                                                                                                                                                                            Good practice examples:  WFP and UNHCR operate mature internal vehicle leasing schemes.\n",{"$nulls":9},"Fleet Size",{"$f":"'Action 4 CALC'!D6","v":0}]
[]
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[]
[null,null,"Action 4 Calculations"]
["Action 4",{"$nulls":6},"5 year life cycle"]
[]
[{"$nulls":6},"Scenario 1: Purchasing of vehicles"]
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[]
[{"$nulls":6},"Scenario 2: Internal Leasing"]
[null,null,"Rental Fee",{"$f":"D7*0.25","v":{"v":0,"d":"$0"}},null,null,"Life Cycle","Year 1","Year 2","Year 3","Year 4","Year 5"]
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[null,null,"Maintenance",{"$f":"'Fleet Data Sheet'!D11","v":{"v":0,"d":"$0"}},null,null,"Fuel",{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}},{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}},{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}},{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}},{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}}]
[null,null,"Other Costs",{"v":1500,"d":"$1,500"},null,null,"Other Costs",{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}}]
[{"$nulls":6},"Maintenance",{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}}]
[{"$nulls":6},"Internal Leasing TCO",{"$f":"SUM(H13:H16)","v":{"v":0,"d":"$0"}},{"$f":"H17+SUM(I13:I16)","v":{"v":0,"d":"$0"}},{"$f":"I17+SUM(J13:J16)","v":{"v":0,"d":"$0"}},{"$f":"J17+SUM(K13:K16)","v":{"v":0,"d":"$0"}},{"$f":"K17+SUM(L13:L16)","v":{"v":0,"d":"$0"}}]
[]
[]
[{"$nulls":6},"Reduction in TCO ($)",{"$f":"L9-L17","v":{"v":0,"d":"$0"}}]
[{"$nulls":6},"Reduction in TCO (%)",{"$f":"H20/L9","v":{"$error":"#DIV/0!"}}]
[]
[{"$nulls":7},"Year 1","Year 2","Year 3","Year 4","Year 5"]
[{"$nulls":6},"Purchasing Vehicles",{"$f":"H9","v":{"v":0,"d":"$0"}},{"$f":"I9","v":{"v":0,"d":"$0"}},{"$f":"J9","v":{"v":0,"d":"$0"}},{"$f":"K9","v":{"v":0,"d":"$0"}},{"$f":"L9","v":{"v":0,"d":"$0"}}]
[{"$nulls":6},"Internal Leasing",{"$f":"H17","v":{"v":0,"d":"$0"}},{"$f":"I17","v":{"v":0,"d":"$0"}},{"$f":"J17","v":{"v":0,"d":"$0"}},{"$f":"K17","v":{"v":0,"d":"$0"}},{"$f":"L17","v":{"v":0,"d":"$0"}}]
[]
[]
[{"$nulls":7},"6 year life cycle"]
[]
[{"$nulls":6},"Scenario 1: Purchasing of vehicles"]
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[{"$nulls":6},"Total annual operating cost",{"$f":"$D$6*$D$8","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$8","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"$f":"$D$6*$D$8","v":{"v":0,"d":"$0"}}]
[{"$nulls":6},"Current TCO",{"$f":"SUM(H32:H33)","v":{"v":0,"d":"$0"}},{"$f":"H34+SUM(I32:I33)","v":{"v":0,"d":"$0"}},{"$f":"I34+SUM(J32:J33)","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"}]
[]
[{"$nulls":6},"Scenario 2: Internal Leasing"]
[{"$nulls":6},"Life Cycle","Year 1","Year 2","Year 3","Year 4","Year 5","Year 6"]
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[{"$nulls":6},"Fuel",{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}},{"$f":"$D$13*$D$6","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"}]
[{"$nulls":6},"Other Costs",{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$15","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"}]
[{"$nulls":6},"Maintenance",{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}},{"$f":"$D$6*$D$14","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"}]
[{"$nulls":6},"Internal Leasing TCO",{"$f":"SUM(H38:H41)","v":{"v":0,"d":"$0"}},{"$f":"H42+SUM(I38:I41)","v":{"v":0,"d":"$0"}},{"$f":"I42+SUM(J38:J41)","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"}]
[]
[]
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[]
[{"$nulls":7},"Year 1","Year 2","Year 3","Year 4","Year 5","Year 6"]
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[]
[]
[{"$nulls":7},"7 year life cycle"]
[]
[{"$nulls":6},"Scenario 1: Purchasing of vehicles"]
[{"$nulls":6},"Life Cycle","Year 1","Year 2","Year 3","Year 4","Year 5","Year 6","Year 7"]
[{"$nulls":6},"Capital Cost",{"$f":"$D$6*$D$7/7","v":{"v":0,"d":"$0.00"}},{"$f":"$D$6*$D$7/7","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"}]
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[{"$nulls":6},"Current TCO",{"$f":"SUM(H57:H58)","v":{"v":0,"d":"$0"}},{"$f":"H59+SUM(I57:I58)","v":{"v":0,"d":"$0"}},{"$f":"I59+SUM(J57:J58)","v":{"v":0,"d":"$0"}},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"v":0,"d":"$0"},{"$f":"M59+SUM(N57:N58)","v":{"v":0,"d":"$0"}}]
[]
[{"$nulls":6},"Scenario 2: Internal Leasing"]
[{"$nulls":6},"Life Cycle","Year 1","Year 2","Year 3","Year 4","Year 5","Year 6","Year 7"]
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[]
[null,null,"Action 5. Vehicle Insurance"]
[]
[]
[null,null,"Overview: Under a vehicle self-insurance scheme (SIS) all vehicles are insured against third party liabilities as well as against loss or damage to the vehicle assets.  This combination ensures minimum financial risk to the organisation. Good stewardship of the organisations vehicle assets is a key responsibility of the fleet management function.\n                                                                                                                                                               Impact: There are several distinct advantages to an organisation in self-insuring its vehicle assets over and above risk transfer (commercial insurance). With a vehicle fleets above a threshold size self-insurance is a cost-effective option.\n                                                                                                                                                                              Re-engineering:  The establishment of a SIS requires creation of a fund which can roll-over from year to year, a contribution collection system and a claims-processing process.  \n                                                                                                                                                                    Benefits:  The establishment of a formal cost recovery, self-insurance scheme for vehicles will improve asset control, remove uninsured losses and result in reduced programme disruption due unavailability of vehicles due to accident or total loss.                        . ..........................................................................................................                                                                                                                                                                             Good practice examples: UNHCR and WFP  have run effective and successful self-insurance schemes for a number of years. \n                                                                                                           \n",{"$nulls":9},"Fleet Size",{"$f":"'Action 5 CALC'!D6","v":0}]
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[]
[null,null,"Action 5 Calculations"]
["Action 5"]
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[]
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[null,null,"Cost of insurance (proposed by us)",{"v":400,"d":"$400"},null,null,"Cost of insurance over a 5 year cycle",{"$f":"SUM(H15:H15)","v":{"v":0,"d":"$0"}},{"$f":"H16+SUM(I15:I15)","v":{"v":0,"d":"$0"}},{"$f":"I16+SUM(J15:J15)","v":{"v":0,"d":"$0"}},{"$f":"J16+SUM(K15:K15)","v":{"v":0,"d":"$0"}},{"$f":"K16+SUM(L15:L15)","v":{"v":0,"d":"$0"}}]
[]
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[]
[]
[{"$nulls":7},"6 year life cycle"]
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[]
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[]
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[{"$nulls":6},"Reduction in the cost of damage and loss of vehicles (%)",{"$f":"H38/M31","v":{"$error":"#DIV/0!"}}]
[]
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[]
[]
[{"$nulls":7},"7 year life cycle"]
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[]
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[null,null,"Action 6. Fuel Management & Control"]
[]
[]
[null,null,"Overview:  Fuel is one of the largest cost elements in the total cost of ownership.  Fuel loss through poor handling and control is endemic in most fleets.  Fuel loss can be a result of misappropriation or from unapproved use of vehicles.  \n                                                                                                                                                                                    Impact: Effective fuel control and monitoring is a basic principle of fleet management as it requires accurate data collection and analysis.  Poor fuel control equates directly with high costs.\n                                                                                                                                                          Re-engineering:  100% effective fuel control can be very difficult to achieve.  However, even basic monitoring facilitates improved performance.\n                                                                                                                                                  Benefits:  Effective fuel management and control can result is significant cost reduction.\n                                                                                                                                                                        Good practice examples: DFS/UNDPKO have effective fuel monitoring. \n",{"$nulls":9},"Fleet Size",{"$f":"'Action 6 CALC'!D6","v":0}]
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[null,null,"Action 6 Calculations"]
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[]
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[]
[{"$nulls":6},"8 year life cycle"]
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[]
[null,null,"Action 7. Maintenance & Repair"]
[]
[]
[null,null,"Overview:  Standard preventative vehicle maintenance may be expected to account for as much as 25% of the total cost of ownership.   The monitoring of maintenance and repair is critical to control and minimise these costs.\n                                                                                                                                                                            Impact: Well controlled maintenance and repair reduces costs and prolongs the life and residual value of the vehicle asset.\n                                                                                                                                                      Re-engineering:  As maintenance and repair is carried out at field-level a high level of organisational fleet management is required to control effectively monitor.\n                                                                                                                                                      Benefits:  A high level of cost reduction and a smaller increase in residual asset value.  When these two elements are combined the overall opportunity for cost reduction is significant.\n                                                                                                                                                         Good practice examples:  UNRWA, WFP and DFS/UNDPKO have some level of managed vehicle maintenance and repair.\n                                                                                                          \n",{"$nulls":8},"Fleet Size",{"$f":"'Action 7 CALC'!D6","v":0}]
[]
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[{"$nulls":7},"Fleet Data Sheet","Priority Matrix","FMF",null,"Calculations","Next action","Previous action"]

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[]
[null,null,"Action 7 Calculations"]
["Action 7"]
[{"$nulls":6},"5 year life cycle"]
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[null,null,"Fleet Size",{"$f":"'Fleet Data Sheet'!D6","v":0},null,"Scenario 1: Current Maintenance & Repair Cost"]
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[]
[null,null,"Planned Maintenance cost",{"$f":"('Fleet Data Sheet'!D11)-('Fleet Data Sheet'!D11*0.1)","v":{"v":0,"d":"$0"}},null,"Scenario 2: Planned Maintenance"]
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[]
[]
[{"$nulls":5},"Reduction in TCO ($)",{"$f":"K8-K12","v":{"v":0,"d":"$0"}}]
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[]
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[]
[]
[{"$nulls":6},"6 year life cycle"]
[]
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[]
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[]
[]
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[]
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[]
[]
[{"$nulls":6},"7 year life cycle"]
[]
[{"$nulls":5},"Scenario 1: Current Maintenance & Repair Cost"]
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[]
[{"$nulls":5},"Scenario 2: Planned Maintenance"]
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[]
[{"$nulls":5},"Reduction in TCO ($)",{"$f":"M46-M50","v":{"v":0,"d":"$0"}}]
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[]
[{"$nulls":6},"Year 1","Year 2","Year 3","Year 4","Year 5","Year 6","Year 7"]
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[]
[]
[{"$nulls":6},"8 year life cycle"]
[]
[{"$nulls":5},"Scenario 1: Current Maintenance & Repair Cost"]
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[]
[{"$nulls":5},"Scenario 2: Planned Maintenance"]
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[]
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[]
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[]
[]
[{"$nulls":6},"Year 1","Year 2","Year 3","Year 4","Year 5",{"$f":"IF(L79=\"\",\"\",\"Year 6\")","v":"Year 6"},{"$f":"IF(M79=\"\",\"\",\"Year 7\")","v":"Year 7"},{"$f":"IF(N79=\"\",\"\",\"Year 8\")","v":"Year 8"}]
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[]
[null,null,"Action 8. Tracking and telematics"]
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[null,null,"Overview:  Vehicle telematics, or tracking, combines the installation of an electronic device (the hardware) in the vehicle with web-based computer software at an operational base to enable tracking of the vehicle's location and collecting fleet management data.  \n                                                                                                                                                                                                                                Impact: Vehicle telematics are essential for effective fleet control.\n                                                                                                                                                                                                                             Re-engineering:  Vehicle tracking systems can vary enormously in complexity and cost. Even the most basic systems can provide high levels of operational fleet data.  There is a tendency for organisation to adopt a level of complexity which is difficult to manage and to benefit from.  \n                                                                                                                                                                                                                            Benefits:  Telematics can provide huge benefits in fleet control and effectiveness if used correctly.  There are also perceived security benefits but these are complex and difficult to achieve and evaluate.\n                                                                                                                                                                                                                                                              Good practice examples:  UNHCR, WFP have an organisation standard for tracking, many other agencies are using tracking in certain locations.\n                                                                                                          \n",{"$nulls":9},"Fleet Size",{"$f":"'Action 8 CALC'!D5","v":0}]
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