Download - FROM FLEET MANAGEMENT TO MOBILITY MANAGEMENT · • Fleet Management has been integrated with Mobility Management (2009), started ... works with car – car is part of mobility, so

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FROM FLEET MANAGEMENT TO MOBILITY MANAGEMENT

Giovanni Tortorici Purchasing Manager

[ INTERNATIONAL FLEET MOBILITY AWARD 2009 ]


Quick Overview

Barilla is active in the segments of

oven-baked products, of pasta and

of ready-made sauces

• Barilla is privately owned by the

Barilla family

• Barilla Today owns 49 production

facilities in 10 countries, exports to

more than 150 countries.

Others numbers:

• more than 15.000 people

• more than 20 brands

• about 1.500 products

• more than 3,000,000 tons of

products sold

Who What

Why

• Integration with the company’s strategy

Services Harmonization

• Car Fleet (Long & Short Term)

about 1.000 cars (only LT)

cars in 18 countries,

excluding Germany (Lieken)

• Business Travel

• Credit Cards

Other issues

• mobility team

• new virtual mobility

• mice management


Mobility “must” be aligned with Company Strategy


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The wave 1 of the mobility plan (2009)

• Bus: range 11 - 23% (sample of workers + employees = 1350 employees)

• Bike: range 2 - 3,7% (sample of workers + employees = 1350 employees)

• Carpooling: about 3% (calculated on the Italian fleet)

• Bi-Fuel: about 7% (calculated on a sample of 50 cars)

• Mobility is made of small numbers. The set of steps leads to more tangible results. Clearly the goal is to become more pervasive, but the beginning is comforting and we will continue in this direction.

• Another possible way: the “virtual path”…2010-2011 start BCP project


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The transition towards Mobility Management

• Who What Why has been in Barilla a start point to achieve World Wide Approach.

• Fleet Management has been integrated with Mobility Management (2009), started in 8 different countries.

• The team has been completed with the connection with Purchasing Department, so this transversal unit can operate with: – synergy (cost optimization), – consistency (business model), – efficiency (homogeneous car allocation process and full respect of the fleet/mobility policies)

• During the 2010-2011 has been projected and released BCP (Barilla Community Platform), in all European countries and USA – this is a fundamental step to develop the Mobility Management.


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What is BCP?

B as Barilla The project is tailored to Barilla, our needs and reality. Innovation and best technologies have guided the choices in making the project.

C as Community A group of interacting people, organized around common values and characterized by social cohesion. Mainly with the advent of the Internet, the concept of “community” no longer has geographical limitations.

P as Platform The set of services, software and tools that support Barilla people to work, communicate and collaborate in an effective and innovative way.


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More details on BCP

• BCP represents a very vast technological initiative which:

– enhances actual tools – introduces new ways of

interacting with colleagues

• BCP aims to: – foster collaboration, – make common tasks easier, – introduce new services and tools

that will become essential part of our work of tomorrow

• BCP helps us to: – communicate and collaborate

more effectively, – share knowledge and ideas in an

easier and faster way, – foster a collaborative Barilla

Community


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BCP Geographic Coverage


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BCP: what advantages?

• Worldwide Community • More effective TEAMs • Improved Interaction • Improved Collaboration • A new easy way for implementation and development of Virtual Mobility

– Technology is an Enabler, Not the Solution Achieved through: • New software stack • Worldwide standard • Upgraded and enhanced IT infrastructure, with new services • "Cloud" services • Worldwide training • Platform for Barilla PCs and services of the future


Mobility Management: it is possible!

• The first step was a Global Car Policy, with local adaptations (“GLOCAL”), then the introduction of Mobility concept has been less hard than expected…with a few exceptions, where we are working with the new concept of “virtual mobility”.

• The Mobility approach is a challenge, because it is a “change management” project.

• Example: Travel Time - the average time required from origin to destination (estimated before the travel) including all switches of vehicle/mode and all “waiting” time. If the average time is not policy compliance, the travel must be authorised from the executive of the dept. ….this is a KPI in mobility management.


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Fleet Management vs. Mobility Management

Fleet Management

Is the management of a company's vehicle fleet. Fleet (vehicle) management includes a range of functions, such as: • vehicle financing • vehicle maintenance • vehicle telematics (tracking and

diagnostics) • driver management • speed management • fuel management • health and safety management…

the main tools represent the TCO.

Mobility Management

Has the task of optimizing the systematic moving of employees with the aim of reducing the use of private car, moving to a commuting Plan which favors solutions: • with low environmental impact • alternative transportation:

• car pooling, • car sharing, bike sharing, • on-call transportation, • shuttles, etc…

It is strictly recommended to notify and share the plan with the Mobility Manager of the local municipality.


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Fleet & Mobility: the common way

• A new important KPI was introduced: Sustainability.

• Usually it is the Mobility Manager who undertakes to provide employees with a usable model of car sharing and car pooling, through the combination of resources (car pooling), personal (car for commuting employees, the transfer between home and work , and for business use) and suppliers (rental car).

• Other aspects of interest are energy consumption and harmful emissions and greenhouse gases, pollution (including noise), the level of traffic and road safety.

• The Fleet Manager is a part of the Mobility Project and he/she works with car – car is part of mobility, so the Fleet Manager and Mobility Manager are strictly connected.


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A decisive step: Business Travel Integration

Fleet Management

Mobility Management

Business Travel Management

MICE


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But of course there are still many problems ...

• MICE (Meetings Incentives Conferences Exhibitions) is an aspect not yet fully under control.

• A positive assessment leads me to say that we have 40% under control.

• It is not a new exciting story, but it's a long road to follow, because many events are discovered after they have been made

• .... work in progress.


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Process, Implementation and Control

• First – Strong commitment from the high level of company Management: it is essential.

• In order to make the type of cars assigned more homogeneous, 4 bandings are identified associated with the Barilla banding organizational clusters that were formed (first quarter 2009).

• We had decreased the “car dependency”, encouraging people to use the car less (own car or company car), with alternative travel plans which are easier where we have concentration of staff and where real alternatives exist.

• The Mobility Plan is shared with the Fleet Manager and it will be fully integrated during this year with the new release of the Business Travel Policy.


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Mobility Plan Implementation

That is our daily challenge.

•Localized human service/transportation legislative review and analysis

•Reviewed of coordinated public transit human services transportation plans and development of statewide executive summary and interregional gap analysis

– Virtual Mobility (Company - Employees)

– A statewide stakeholder involvement effort (constraint)

What we have already implemented and what is possible to implement:

• Bus/Train (Company - Municipality) • Bike (Company- Municipality ) • Car pooling (Company - Employees) • Car sharing (Company - Employees) • Innovative Vehicles/Downsizing V2

(Hybrid or electric)

How to ensure mobility for everyone to enable to access jobs, education, healthcare and leisure, whilst at the same time protecting our environment and our quality of life?


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Mobility Plan Control

Project Target vs. real Target (average of 8 countries)

Parameter KPI 2011 vs. 2010 Expected result

Bus/Train Ticket Number + 5% + 7%

Bike Tracks Realized 3 3

Parking Slot Full 72% 70%

Car Pooling Car Assigned in Pool + 2,5% + 4%

Car Sharing Car in the sharing area +3,5% +5%

Innovative Vehicles/downsizing V2

Number of Vehicles + 1% + 5%

Virtual Mobility User Logged In + 35% + 30%

App. Monitor + 6% + 10%


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Corrective Actions

Country What & When Expected result

Italy New agreements with local municipality (May 2012), new car policy (April 2012).

+3% car pooling; +5% car sharing/bus; + 2% EV-

Hybrid

Poland No corrective action. Downsizing v2

Belgium No corrective action. Downsizing v2

Greece New car policy (April 2012), Virtual Mobility. Difficult situation with lessors, due to the local financial situation.

Downsizing v2;

Virtual Mobility

Turkey New car policy ( April 2012), Virtual Mobility Downsizing v2; VM 2

Sweden No corrective action +5% car sharing

France New agreements with local municipality for bike track connection (June 2012 Chateauroux)

+3% bikers

Germany New car policy (April 2012) Downsizing v2


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Our presence in the world (project scope) *even if at the moment it doesn’t match one-to-one with BCP implementation]


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Innovative Actions (2012)

• New Business Travel Policy fully integrated with Fleet Management, BCP (Barilla Community Platform)

• ….what does this mean?

• First question: are you sure that the physical travel is inevitable?

• During 2012, the travel through subsidiaries of the Company will be reduced of 30% replaced by alternative proposals:

Document sharing

Video Conference

Telepresence……

all that is BCP, what else?


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New Travel Policy is a “Mobility Policy”

• For a good fleet management, you need a good “car policy” which generates rules and “car list”.

• For a good mobility management, you need a good mobility policy, which is the travel policy evolution.

• The fleet management has been developed with mobility manager through Human Capital, Purchasing dept. and IT dept.

• The new Mobility Policy will require engagement of HC, Purchasing and IT as new entry [because mobility is not only physical and this is the way to reach less travel costs, airline frustration, fuel, lost time, carbon emissions, etc. Those are tangible, real savings to name just a very limited few.]

• With the IT engagement in the Mobility Policy having the right commitment from the high top level management of the company, the travel expenses will addressed in the right way of the control, and as result the saving expected is at least 10%/y, considering the ROI of the infrastructure and the recurrent costs. This is only the money back, but it is not comprehensive of the real TCO.


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New Travel Policy from TCO to TCS

• The new age of the process ownership is to consider two key elements: emission and time consumption.

• The TCO evolve toward TCS (Total Cost of Sustainability), where the main targets are the reduction of:

– pollutions for each route

– non productive commuting time

– the travel time and related travel risks

• We are working in very challenge way, to release of the second wave of our GloCal Travel policy which include these elements

• The term “GloCal” means Global as guide line, but loCal as deployment and implementation – the “one size fit all” approach is not the best way: it could backfire.


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Exceptions

• The exception will be authorized only from the Department Director (an executive is not enough).

• Being able to adjust the daily route and travel most frequently undoubtedly helps to improve efficiency.

• The rules must be made so as not to require too many controls: it is not for lack of confidence, but the controls have a cost. The awareness of sustainable mobility arises when one gets used from the beginning. It’s hard to change.

• Of course there may be errors and especially the first version will take account of the repeated requests for exceptions and understanding the reasons for developing structural corrective actions.


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An example: Parma (I) – Brussels (B) Personal Trip Impact (all values are per passenger)

Source: free software on-line

www.ecopassenger.org

http://www.ecopassenger.org/


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• The train appeared to be the best choice, but considering the travel time, the trip would be at least 13 hours vs. 3 hours (1,5 aircraft + 1 highway + others). The right choice is the airplane.

• The study of the paths for each country will give us as results a substantial saving of time and emissions. I think this is the evolution toward TCS (S as Sustainability). When we map the movements for each country and between countries, we will have the ability to create the optimal modes of travel, always promoting the solution with a lower impact (emissions, waste of time), with benefits for employees and the employer.

An example: Parma (I) – Brussels (B) Personal Trip Impact (all values are per passenger)


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Benefits are for both: employees and the employer

• With the new rules, the most part of travelers will be familiar with the company's mobility policy

• Full range of mobility available (physical and virtual)

• Minimum time spent arranging the trip

• Own responsibility

• Satisfaction of employer

• Efficiency

• Transport savings and cost control

• Improving travel compliance

• Better accessibility

• Satisfaction of employee

• Combination with virtual mobility

Employees Employer


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Benefits and impacts - brief overview

Benefits (employee) Benefits as cost /efficiency

(Employer)

Environment/People

Less travel stress (and travel accidents)

Less Travel Time = more working hours

Health benefit

Alignment with company strategy

Cost saving in business travel Less CO2 and others novices emissions

Better use of facilities Cost Control People satisfied

Increase of awareness Saving = more investment in alternatives

More Infrastructures

Fast Communications A new way of working More time for family life


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Quick example at cost level – test in Italy (company benefit)

2011 vs. 2010

(percentage)

2010 vs. 2009 (percentage)

Airline Tickets (National) - 20,4% - 9,2%

Turnover (Airline Tickets National) - 5,1% - 4,4%

Short Term Rental Car Number - 6,3% + 1,7%

Short Term Rental Car Days - 20,8% + 11,8%

Turnover (Short Term Rental Car) -18,3% + 22,6%

Train Tickets + 0,8% + 18,9%

Turnover (Train tickets) - 3,9% + 37,1%

BCP released in all plants (Italy) BCP started on May 2010


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New other elements of interest (I hope ) • All of us knows very well the component of the TCO for a car fleet, including the

hidden cost, but the TCO (it was introduced by Garter in 1987) is a static analysis of the costs of equipment: it therefore does not take into account any returns due to investment in innovation, operational savings, new jobs created, so the total cost of ownership by monitoring only the costs can not be used in the analysis of strategic investments. The evolution is TCS, S = Sustainability.

• The agreements with local public transport companies will be increasingly important in mobility management projects.

• The CIO is so convinced of the mobility project, which has decided to spread the Smartphone making BCP services accessible to mobile users: this means that the objective of sustainable mobility is common and all of us are working in the same direction.

• The incredible chance we have is to deploy a new strategy based on the mobility budget concept. This means that the traditional company car is no longer the standard means of transport, but the bus, train, bike or pooling/sharing, for example, are part of the transport options. Personal Mobility Budget is a new way of looking at transport, which can be implemented in a different way per organization. In brief, the Personal Mobility Budget allows employees in an organisation to choose their own form (or forms) of transport that suit their needs best and are within a budget set by the employer.

Smart Mobility Institute will give us ideas for strategies and schemes for a new way: Mobility Budget


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Messages and takeaways to be remembered

• Mobility Management is a classically holistic process, where the

result isn’t the arithmetic sum of its components. • If you have not already done, the suggestion is to create a cross-

functional team - fleet, mobility, travel and ICT: it is a winning strategy, because they do not disperse forces, but focus on one goal - Sustainable Mobility.

• Simple “tricks” help to reach the target- e.g.: special parking slot for bike, near the office entrance and car parking slot far from the office entrance.

• The current problem of mobility is that the fleet manager have no control over the logistics and transport by trucks. Still no mention of a convergence project between car fleet management and truck fleet management - it could be a key to the future - We have much work to do.

• Dreams and imagination are the fuel of innovation.


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Funny messages

• Mobility Dream

• Refueling and Tires solution in 90 seconds

• An Encouragement


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From Star Trek to Mobility Challenge

• Do you remember? “Space the final frontier. These are the voyages of the starship Enterprise. Its five-year mission: to explore strange new worlds, to seek out new life and new civilizations, to boldly go where no man has gone before”.

• The new release - Mobility the final frontier. These are the voyages of the Smart Mobility Forum. Its fifty-year mission: to explore strange new worlds, to seek out new ideas and new mobility ways, to boldly go where no one has gone before.



The Mobility Dream


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A new age for batteries? Could be real…..

The black liquid in the container is Cambridge

Crude. The laboratory bench experiment shown

was performed at MIT to serve as a proof of

concept that the semi-solid cell battery generates

lots of electricity. A functional prototype will be

ready next year. The folks at MIT estimate that

their functional prototype will be ready for testing

sometime in 2013. The prototype here will include

everything from the car, battery refuelling

pumping system, battery refuelling pumping

system, recharging station system, and storage

tanks for charged and discharged solutions.

Researchers at MIT have used

carbon nanofibers to make lithium ion

battery electrodes that showfour

times the storage capacity of current

lithium ion batteries. Cathodes made

of a nanocomposite designed to

increase the energy density of Li-ion

batteries.


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Refueling – the new age?

LPG

CNG ELECTRICITY

http://quattroruote.it/business_news/immaginebig_articolo.cfm?codiceimg=334977&codedicola=394945&codice=350044&codarticolo=350044&tornaa=/notizie/business/business-bayer-punta-sul-metano


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The progress sometimes is slowly than the expectation …the wheel

• Progress has not made great strides ...... When I was a child the expectation since year 2000 was the flying cars, but we are still walking on the wheels, not made of stone, not of wood, but it's still the same old concept of the wheel


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Refueling and Tires solutions in 90s


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An encouragement

Mankind always sets itself only such tasks as

it can solve; since, looking at the matter more

closely, it will always be found that the tasks

itself arises only when the material conditions

of its solution already exist or are at least in

the process of formation.

(Source: ”A Contribution to the Critique of Political Economy” –

Karl Marx published in 1859)


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Questions?

The problems are

the answers