Joseph Evangelist

Joseph
Evangelist
Executive Vice President,
Transervice
22

Joseph is a seasoned transportation executive with domestic and international experience in sales, operations, mergers and acquisition with heavy emphasis on post-acquisition assimilation planning to maximize new growth and business combination opportunities.

He joined Transervice in 2007 and currently serves as executive vice president with sales, operations and staff responsibilities. He is also heavily involved in new business development and account management.

Previously he was president of LLT International, Inc., an international transportation consulting firm with operations in the U.S. and the Far East. He oversaw the maintenance and fleet management of a 2,000-vehicle cement distribution fleet in Indonesia.

Joseph was also president and CEO of Lend Lease Trucks Inc., a truck rental, leasing and dedicated carriage firm with operations throughout the U.S.

He also was vice president/general manager of The Hertz Corporation – Truck Division, a subsidiary of The Hertz Corp. While there he participated in the acquisition and successful integration of the Canadian licensee operations.

Articles

Why you should computerize your maintenance operations

Given the increasing complex nature of today’s vehicles with their components that have tighter tolerances, the role of maintenance to the successful operation of a fleet is more important than ever.

If you have not yet computerized your maintenance operations, here are some reasons why you should do it today.

Look for a vendor-partner, not just a vendor

When you are selecting an outside company to do business with, whether it’s one for purchasing parts or turning over your service work, look beyond selecting a vendor. Instead look for what I call a vendor-partner.

The word vendor implies a transaction. And while the term vendor-partner is not a legal arrangement, it is a contractual one. In a relationship with a vendor-partner there are shared expectations. For example, a vendor-partner does not merely sell tires; it sells cost per mile.

Full-service leasing vs owning with your choice of maintenance

Lease vs. buy is undoubtedly a question you have considered when in the midst of an asset acquisition. There is no right or wrong answer to the question. The decision depends on what is best for you and your organization at a given point in time. It’s a decision that will be undoubtedly influenced by your company’s financial situation and one that can change from one instance to the next, from one type of equipment to another.

Step-by-step guide to performance benchmarking

Benchmarking is a way to evaluate whether you are achieving the best possible performance in your fleet operation. You can set internal benchmarks that measure your performance against pre-set goals, see how you stack up to a competitor’s benchmarks, or even determine how you measure up to industry standards.

To execute a successful benchmarking program you need to follow an orderly process. Here are key steps you need to follow.

Repair orders help you recover warranty dollars

Repair orders contain a wealth of information. They identify a problem, outline a solution, indicate parts needed for the repair, and include both a timeline for completing the work as well as an initial estimate of the cost to complete it.

In other words, they spell out everything you need to know about a repair so the fleet manager knows exactly what to expect. In addition to defining the service needed, a repair order is an important document in the warranty recovery process.

Finding the contract maintenance provider best suited for you

Increasing vehicle complexity and changing maintenance needs are causing some fleets to consider turning maintenance of their vehicles over to someone else.

Before getting into key areas you need to consider when moving to contract maintenance, it’s important that you are clear about the type of support you are looking for to properly handle your account. Any contract maintenance provider needs to have a complete understanding of your operation in order to provide proper service.

Relieving the driver shortage headache

Finding and keeping qualified drivers continues to be a headache for most fleets. Driver turnover rates remain high and the problem is expected to get worse with the productivity “hit” that is anticipated with the full implementation of the ELD (electronic logging device) mandate later this year.

Fleets have tried a variety of ways to attract drivers, including signing bonuses, recruiting from the military, and partnering with local driving schools.

But there is one thing that will make the driver headache go completely away —outsourcing drivers.

Designing a driver safety program 2

We’ve all heard the phrase “safety is no accident.”  The point of the phrase is that safety doesn’t just happen. No matter how much you want your fleet to operate in a safe manner, you have to do the work to instill safety as one of your key corporate values.

Clearly, drivers are the most important element in your safety plan. And the best way to ensure your drivers operate safely is to design a driver safety program for them.

Check before you spec

Too often fleets take a set-it-and-forget-it approach when it comes to the vehicle specification process. They spend a lot of time finding a spec that works and they stick with it. When it comes time to order a new truck, they just tell the salesperson to copy specs from the last P. O. Some salespeople will take time to go over new features with the customer or suggest they review the spec, but others just say “thanks” and take the order.

Keep ‘em clean

All too often fleets look at the cleaning of their trucks as an expense. And while it does cost money to keep a truck clean, the benefits far outweigh the cost.

The subject of vehicle washing is so important that the Technology & Maintenance Council has an entire Recommended Practice (RP433) devoted to it. If you haven’t already done so, you may want to read it.

Balancing customer service in a dynamic route environment

Location, order size and order frequency are all things you take into account when deciding whether to add, or no longer service, a customer. It seems like it should be pretty straightforward.  And in a static routing environment — with very little daily variance — it usually is.

Successfully managing your risk

Truck fleets face a great deal of risk. It starts with the potential for bodily injury and property damage to the general public. The government requires a fleet to provide certain levels of coverage depending on the fleet’s authority. For example a haz mat carrier needs to maintain a total of $5 million of public liability coverage, while a fleet delivering general freight may only need $750,000. Then a fleet owner faces physical damage related to the vehicle itself. Every fleet should have comp and collision coverage.

KPIs: Measuring improvement in fleet operations

There is an old saying in business: “it is difficult to improve what you do not measure.” That philosophy has lead many fleets to develop KPIs — Key Performance Indicators.

What exactly are KPIs? They are standards of performance that are used as objective measurements of how well a fleet is doing.

There is no one right answer about which KPIs you should set for your business.  Most are formed around items that drive cost in an operation. Here are a few examples:

Employee development: The key to your success

Growth from within is very important to the long-term health – and growth - of your organization.  It also ensures that you have leaders for the future and aids in employee retention.

But employee development doesn’t just happen. It takes a concerted effort on the part of management to establish a road map for each employee in terms of where the employee wants to go within the organization (which leadership position they aspire to) and what skills they will need to get there.

Improving fleet utilization: Getting to 100%

It may be a little overly ambitious to think a fleet can get to 100% asset utilization, but I know we can do better than the industry average of about 50%.