Description based upon print version of record.

Cover -- Endorsements Page -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Preface -- Acknowledgements -- About the Author -- Chapter 1 People Management -- Introduction -- Guideline Management Principles -- Managing Holiday Planning -- Sickness and Absence Management -- Employee Attrition -- Partial Management Control -- Betterment -- Fundamental Working Conditions -- Dismissal -- Full Management Control -- Financial Reward -- Lack of Skills -- Management Culture -- Driving Skills -- The Role Is Too Physically Demanding -- Return-To-Work (RTW) Interview

Driver Debrief -- Conducting Disciplinaries -- Calculating Driver Resource -- Notes -- Chapter 2 Fleet Management -- Introduction -- Calculating the Fleet Size -- Organisational Design -- The Head of Fleet -- The Two Sides of Fleet Organisational Design -- Internal Stakeholders -- External Stakeholders -- FTA (Logistics UK) -- Breakdown and Recovery -- Telematics -- Is Telematics Worth Implementing? -- What Is Telematics? -- Other Factors to Consider -- Defect and Accident Reporting -- Defect Reporting and Management -- Weekly Vehicle Check -- Accident Management -- Period Senior Accident Review

Ancillary Devices That Aid Accident Reduction -- Fleet KPIs (Key Performance Indicators) -- Fleet: Challenging "Perceived Wisdom" -- Double-Shifting -- Enhanced Vehicle Design -- Cubic and Weight Capacity -- Weight Capacity -- Insurance and Weight Capacity -- Electric vs. Hydrogen Engine -- Vehicle Replacement -- Fuel Management -- Notes -- Chapter 3 Route Scheduling -- Introduction -- Organisational Design -- Which Organisational Model Is Best? -- Planner Renumeration and Training -- Manual vs. Software and Which Package?

Do Not Blame the Scheduling Software, without First Examining Business Data Integrity -- Scheduling Principles -- Proof of Concept -- The Planner and Software Interface -- Driver Start Time -- Setting SMVs1 (Standard Minute Values) for Customer On-Site Time -- Two Methods of Deploying Scheduling Software -- Validating Route Efficiency -- "Miss" Notification -- Depot Strategic Modelling -- Rationalising the Depot Network -- Retention Payments -- Notes -- Chapter 4 Minimising Non-Productive Hours -- Introduction -- Minimising On-Depot Time (Non-Productive Time) -- Why Is This Important?

Start of Day GtG Time -- GtG Metrics -- Avoid Returning to Depot to Take a Break -- Chapter 5 Driver Debrief -- Introduction -- Essential Output from the Debrief Process -- Other Debrief Related Benefits -- How Long Should Debrief Take? -- Who Should Conduct the Debrief? -- HGV Tachograph Analysis -- Note -- Chapter 6 Customer Service -- Introduction -- Notes -- Chapter 7 Managing Complaints -- Introduction -- Notes -- Chapter 8 KPIs, the Balance Scorecard, and Basic Financial Models -- Introduction -- Balance Scorecard -- Basic Depot "Trading" (Periodic Financial Review) -- Notes

Chapter 9 The Management Operating Rhythm (Drumbeat)

This book is specifically for working operations managers across the broad range of business types that deploy fleet and product via a myriad of service types. It is applicable to businesses with small, medium to large fleets in haulage, 3PL, and any service business operating a depot structure.

OCLC-licensed vendor bibliographic record.