SCI MANUAL PROCEDURAL COVERSHEET:

Fleet Management Manual

Functional Area: Supply Chain – Fleet Management

Owner (Name & Position) Martin Maina – Global Fleet Manager

Approved by: Willem Zuidema – Global Head of Warehousing, Distribution & Fleet

Approved by:

Approved by:

Date of Approval:

Version: 2020 v1.6

Date for Review:

Languages (inc. hyperlinks): English

Applicable to: Fleet Management Teams

Unique procedure number: NA

REVISION HISTORY
01.1 30th June 2020

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Document Layout
This document designed to follow the flow of typical lifecycle of vehicle from the time it is acquired
and added into the fleet up to the time it is decommissioned and disposed of. It splits into six key
areas:

1. Introduction, Purpose, Scope and Roles & Responsibilities

2. Road Safety
3. Planning, Budgeting and Sourcing of Vehicles
4. Fleet Operations
5. Monitoring and Measuring of Fleet Performance
6. Vehicles Disposal

In addition to these key areas, there is also references to additional documents that provide more
detailed information on specific fleet management topics.

Fleet Manual Model

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Table of Contents
Document Layout .................................................................................................................................... 2
Introduction, Purpose, Scope, Roles & Responsibilities ......................................................................... 7
Abbreviations .......................................................................................................................................... 7
Introduction ............................................................................................................................................ 7
Purpose ................................................................................................................................................... 7
Scope ....................................................................................................................................................... 8
Standards, Procedures, Guidelines and Key Tools .................................................................................. 8
Roles and Responsibilities ..................................................................................................................... 10
Responsibilities by Functional Role ............................................................................................... 10
Typical Fleet Management Organogram ....................................................................................... 13
1) Road Safety ................................................................................................................................... 14
PRC01– Road Safety Training & Awareness .......................................................................................... 14
Section 1: Purpose ........................................................................................................................ 14
Section 2: Summary....................................................................................................................... 14
Section 3: Procedural Steps .......................................................................................................... 15
Section 4: Related Documents and Forms ................................................................................... 16
PRC02 – Vehicle Safety Standards ........................................................................................................ 16
Section 1: Purpose ........................................................................................................................ 16
Section 2: Summary....................................................................................................................... 16
2.1 Minimum Vehicle Safety features ............................................................................................ 16
2.2 Vehicle Mechanical Condition................................................................................................. 17
2.3 In-Vehicle Monitoring System (IVMS) ..................................................................................... 17
Section 3: Procedural Steps .......................................................................................................... 17
Section 4: Related Documents and Forms ................................................................................... 18
PRC03 – Safe Journey Management ..................................................................................................... 18
Section 1: Purpose ........................................................................................................................ 18
Section 2: Summary....................................................................................................................... 18
Section 3: Procedural Steps .......................................................................................................... 19
Section 4: Related Documents and Forms ................................................................................... 20
PRC04 – Incidents Reporting and Investigations .................................................................................. 20
Section 1: Purpose ........................................................................................................................ 20
Section 2: Summary....................................................................................................................... 20
Section 3: Procedural Steps .......................................................................................................... 21
Section 4: Related Documents and Forms ................................................................................... 22
2) Planning & Budgeting.................................................................................................................... 23
PRC05 – Planning for Fleet .................................................................................................................... 23

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Section 1: Purpose ........................................................................................................................ 23
Section 2: Summary....................................................................................................................... 23
Section 3: Procedural Steps .......................................................................................................... 25
Section 4: Related Documents and Forms ................................................................................... 25
PRC 06 Budgeting for Fleet ................................................................................................................... 26
Section 1: Purpose ........................................................................................................................ 26
Section 2: Summary....................................................................................................................... 26
6.1 Vehicle Fleet’s Costs ............................................................................................................... 26
6.2 Budgeting for New Vehicles ................................................................................................... 26
6.3 Budgeting for fleet operating costs ......................................................................................... 26
Section 3: Procedural Steps .......................................................................................................... 27
Section 4: Related Documents and Forms ................................................................................... 27
3) Sourcing vehicles........................................................................................................................... 28
PRC07 – Vehicle Procurement .............................................................................................................. 28
Section 1: Purpose ........................................................................................................................ 28
Section 2: Summary....................................................................................................................... 28
7.1 Global Framework Agreement ............................................................................................... 28
7.2 Buying Locally .......................................................................................................................... 28
7.3 Buying second hand vehicles ................................................................................................... 28
Section 3: Procedural Steps .......................................................................................................... 29
Section 4: Related Documents and Forms ................................................................................... 29
PRC 08 – Renting Vehicles..................................................................................................................... 29
Section 1: Purpose ........................................................................................................................ 29
Section 2: Summary....................................................................................................................... 29
Section 3: Procedural Steps .......................................................................................................... 30
Section 4: Related Documents and Forms ................................................................................... 30
4) Fleet Operations............................................................................................................................ 31
PRC09 – Managing Drivers .................................................................................................................... 31
Section 1: Purpose ........................................................................................................................ 31
Section 2: Summary....................................................................................................................... 31
9.3 Health and Wellbeing.............................................................................................................. 31
9.2 Training and Development...................................................................................................... 31
9.1 Recruitment ............................................................................................................................ 31
Section 3: Procedural Steps .......................................................................................................... 32
Section 4: Related Documents and Forms ................................................................................... 32
PRC 10 – Maintenance and Repairs ...................................................................................................... 32
Section 1: Purpose ........................................................................................................................ 32
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Section 2: Summary....................................................................................................................... 32
10.1 Warranties Protection .......................................................................................................... 33
10.2 Vehicle Tyres......................................................................................................................... 33
10.3 Fleet Maintenance supplies ................................................................................................... 33
Section 3: Procedural Steps .......................................................................................................... 34
Section 4: Related Documents and Forms ................................................................................... 34
PRC11 – Fuel Management ................................................................................................................... 35
Section 1: Purpose ........................................................................................................................ 35
Section 2: Summary....................................................................................................................... 35
Section 3: Procedural Steps .......................................................................................................... 36
Section 4: Related Documents and Forms ................................................................................... 36
PRC12 – Fleet Administration ............................................................................................................... 36
Section 1: Purpose ........................................................................................................................ 36
Section 2: Summary....................................................................................................................... 36
12.1 Motor Vehicle Insurance ....................................................................................................... 37
12.2 Documentation & Records Management.............................................................................. 37
12.3 Management of Vehicle Keys ................................................................................................ 37
12.4 Personal Usage of SCI Vehicle .............................................................................................. 37
12.5 Managing other fleet assets ................................................................................................... 37
12.6 Fleet Staffing .......................................................................................................................... 38
Section 3: Procedural Steps .......................................................................................................... 38
Section 4: Related Documents and Forms ................................................................................... 38
5) Monitor and Measure ................................................................................................................... 39
PRC13 – Reporting and Monitoring ...................................................................................................... 39
Section 1: Purpose ........................................................................................................................ 39
Section 2: Summary....................................................................................................................... 39
13.1 Fleet Tracker Tool ................................................................................................................ 41
13.2 Performance Indicators (Metrics) ..................................................................................... 41
13.3 In-Vehicle Monitoring and Fleet Management Systems .................................................... 41
13.4 Fleet Impact on Environment............................................................................................ 42
Section 3: Procedural Steps .......................................................................................................... 42
Section 4: Related Documents and Forms ................................................................................... 43
6) Vehicle Disposal ............................................................................................................................ 44
PRC14 – Disposal ................................................................................................................................... 44
Section 1: Purpose ........................................................................................................................ 44
Section 2: Summary....................................................................................................................... 44
14.1 Annual Disposal Plans ........................................................................................................... 45
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14.2 Developing a Business Case for Vehicle Disposal ................................................................ 45
Section 3: Procedural Steps .......................................................................................................... 45
Section 4: Related Documents and Forms ................................................................................... 46

11

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Introduction, Purpose, Scope, Roles & Responsibilities
Abbreviations
ABS Automatic Braking System
BER Beyond Economic Repair
CO Country Office
CO2 Carbon Dioxide
COOM Country Office Operating Model
CSG Child Safeguarding
FMS Fleet Management System
FWA Framework Agreement
GSS Global Safety and Security
HR Human Resources
IVMS In-Vehicle Monitoring System
KM Kilometer
KPI Key Performance Indicator
L/KM Liter per Kilometer
OEM Original Equipment Manufacturer
PRC Procedure
RTA Road Traffic Accident
SC Supply Chain
SCI Save the Children International
SOF Source of Funds
VTS Vehicle Tracking System

Introduction
Save the Children International (SCI) operates a fleet of approximately 1300 vehicles and an estimated
500 rented vehicles (2019) that includes 4x4 vehicles, cars, vans, trucks, generators, boats, motorbikes,
quad bikes, ambulances and armoured vehicles. These assets are high value items and are critical to
our ability to deliver programs and support children. The operating cost related to managing our fleet
is significant, between 30 and 40 M USD per annum over 2018 and 2019.

A well-managed vehicle fleet is instrumental for program effectiveness, our cost performance, the
safety of our staff travelling in the field and the communities we serve. Increasingly, fleet management
can play a role in reducing our carbon footprint though use of cleaner engines in new vehicle types
and the improvement of driving behaviours and skills,

Purpose
Effective fleet management aims to:

 Minimize capital costs through effective procurement

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 Reduce operating costs by providing efficient vehicles and providing access to quality
maintenance
 Enhance road safety, protect the environment and finally,
 Maximizing disposal values through a managed sales process.

The standards and processes that make up this quality framework will ensure that our organization’s
vehicles are prudently managed throughout their lifespan (i.e. from the time they are acquired to the
time they are disposed).

The aim is to provide safe, cost efficient and environmentally friendly transport solutions to SCI staff.
This is a key enabler to deliver and support programs for children and contribute to the communities
where we operate.

Scope
The minimum standards and guidance provided within this Fleet Management Manual applies globally
to all SCI country programmes that operate fleet vehicles.

"Vehicle" is a general term for any vehicle owned and operated by SCI whether, leased, rented or
borrowed and may include, but is not limited to:

 Support vehicle: Vehicle that is used for program operations activities and not charged
exclusively to any project
 Project vehicle: Vehicles allocated to just one project and charged to one Source of Fund
(SOF) / Project Award.
 Pooled vehicle: Vehicle used across multiple projects and charged to multiple SOFs
 Rental vehicle: Vehicle rented from a vehicle rental supplier

Standards, Procedures, Guidelines and Key Tools

Standards Procedures Guidance and Key Tools

Road Safety PRC1: Training & Awareness

PRC2: Vehicle Safety Standards Guideline 2.1 Vehicle Safety Standards

PRC3: Safe Journey Guideline 3.1 Fitness to Drive

Management
Guideline 3.2 Vehicle Speed

PRC4: Incidents Reporting & Guideline 4.1 Vehicle Incidents and Accidents
Investigations Management

Guideline 4.2 Analysing and Investigating

Vehicle Accidents

Plan and PRC5: Fleet Planning Guideline 5.1 Fleet Rightsizing

Budget
Asset Planning Tool

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PRC6: Budgeting for Fleet Guideline 6.1 Forecasting and Budgeting for
Fleet Costs

Source PRC7: Vehicle Procurement Guideline 7.1 - Buying Second Hand Vehicles

PRC8: Renting Vehicles Guideline 8.1 – Renting Vehicles

Operate PRC9: Managing Drivers Guideline 9.1 - Drivers Recruitment

Guideline 9.2 - Drivers Training and

Development

Guideline 9.3 - Drivers Health and Wellbeing

Guideline 9.4 – Safeguarding Children in

Vehicles

PRC10: Maintenance & Repairs Guideline 10.1 - Vehicle Maintenance and

Repairs

Guideline 10.3 - Selecting and Controlling

Tires

PRC11: Fuel Management Guideline 11.1 - Monitoring and Controlling

Fuel

Guideline 11.2 - Storage and Handling of Fuel

PRC12: Fleet Administration Guideline 12.1 - Motor Vehicle Insurance and

Risk Management

Guideline 12.2 - Fleet Documentation and

Records Management

Guideline 12.5 - Managing other Fleet Assets

Monitor & PRC13: Monitoring and Guideline 13.1 - Reporting and Measuring
Measure Reporting Fleet Performance Performance

Guideline 13.2 – In Vehicle Monitoring and

Management System

Dispose PRC14: Vehicle Disposal Guideline 14.1 Vehicle Disposal

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Roles and Responsibilities
Roles and responsibilities of staff members are outlined in a matrix called a “RASCI Matrix”. RASCI
stands for Responsible, Accountable, Supporting, Consulted, and Informed. These are defined as:

Responsible A person who is responsible for executing the process or activity. This person does the
process or activity.
Accountable A person who is accountable for ensuring the process or activity being carried out
successfully. This person will have Yes/No/Veto decision powers.
Supporting A person who provides support to ensure that the activity is carried out.
Consulted A person that needs to feedback and contribute to the activity.
Informed A person who should be made aware that the activity is being carried out or an action is
being taken.
The RASCI is based on a generic team structure, and whilst the exact positions or job titles may not
exist in all programmes, the responsibilities will need to be allocated to the equivalent relevant person
or delegated as appropriate.

All vehicle management activities must fully comply with all applicable SCI policies and procedures.

The responsibilities set out in this section are based on what would be considered a standard team
structure for a SCI operational programme. While job titles and staffing numbers will vary between
countries, it is essential these responsibilities are delegated and acted upon.

Responsibilities by Functional Role

Country Director The Country Director as the ultimate budget holder for Country
Office operations and is Accountable for ensuring that the Fleet
Management operations has sufficient financial and
administrative support to provide a safe working environment
and compliance with Fleet Management procedures, and
national transport regulations and legislations. These can be
delegated to the Supply Chain Director or Director of Operations
and therefore Responsible for their implementation.

1) To ensure the SCI fleet is operated safely and efficiently in accordance with these procedures.
2) Ensure local transport policy, guidance and operating procedures are in place covering all road
transport compliance requirements, including driver licencing, and use and allocation of vehicles
within country of operation.
3) Ensure fleet size and composition is appropriate and justified in line with programme needs and to
secured funding is in place to cover the running costs of the fleet.
4) Ensure standardisation of the fleet across the programme appropriate to local context and
environment.
5) Set up In-Country a multi-disciplinary Road Safety Working Group – RSWG (HR, Safety and
Security, Fleet)
6) Procurement and disposal of vehicles is carried out in line with SCI policies.

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7) Ensure that all road traffic incidents are duly investigated in accordance to the SCI road safety
policy and procedures. Root cause analysis of crash incidents is duly conducted and corrective
measures are identified and implemented.

Supply Chain Director / Supply Chain / Operations Director is accountable to the Country
Operations Director Director for ensuring that the fleet management operations have
sufficient financial and administrative support to provide a safe
working environment, compliance with SCI procedures, national
laws and regulations.

1) Overall responsibility for the entire country fleet operations. Analyse the effectiveness of operations.
2) Develop costs and budget to cover transport needs and ensure programme managers and budget
holders are consulted in the budgeting process.
3) Maintain accurate fleet inventory records accounting for all live fleet assets (including fleet assets
that are not in service such as ‘Beyond Economic Repair” (BER) and that correct disposal policy is
complied with for all fleet elements.
4) Responsible for ensuring that road safety procedures and adhered to and all vehicle accidents are
duly reported in DATIX system. Follow up on all vehicle accidents ensuring correct reporting and
appropriate actions taken.
5) Determine replacement and disposal schedules of vehicles accordingly.
6) Ensure office has up to date versions of SCI policies including fleet procedures and that all staff are
aware and understand them.

CO Head of Supply Chain

1) Maintain compliance with SCI fleet policies and procedures.

2) Ensure correct utilisation and allocation of fleet across the programme.
3) Review monthly fleet performance reports lead the fleet function team with continuous
improvement plans.
4) Ensure drivers are trained in SCI policies, procedures, first aid, care of their vehicles, use of vehicle
in off road conditions and daily servicing.
5) Ensure planned preventative maintenance (daily checks and scheduled services) are carried out to
a high standard with minimum disruption to programme activities.
6) Regular checks to test how well fleet safety rules and standards are being implemented and adhered
to by staff

Fleet Coordinator / Manager

1) Day-to-day management of the fleet (vehicles, bikes, boats, generators, etc) assigned to operations.
2) Ensure vehicles have correct equipment and sufficient fuel for the planned trip.
3) Collate transport requests and complete daily and weekly movement plan and update daily vehicle
movement and service board and ensure vehicles are tracked when away from base.
4) Ensure rental vehicles are fit for purpose and that hired drivers have an acceptable level of skills
and are briefed on SC policies, code of conduct and Child Safeguarding principles.
5) Ensure rented vehicles’ and driver’s contracts are complete and correct.
6) Collate and analyse all fleet data and forward to Head of Supply Chain in accordance with set time
lines.

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7) Maintain and update all required records and paperwork for vehicles and drivers.
8) Manage drivers and mechanics and ensure there is in place a timetable to manage driving hours.

Field Manager

1. Liaise with fleet team on vehicle needs when developing project proposal and annual planning.
2. Ensure program activities are coordinated and that vehicle pooling system is used in vehicle routes
scheduling and that maintenance of vehicles is carried out in a timely manner.
3. Authorising all journeys, ensure adequate safety and security checks have been carried out prior to
departure and that the situation is monitored throughout the journey as necessary.
4. Is Accountable for compliance of fleet procedures at the field office level.

Budget Holder / Programme Manager

1) Complete weekly vehicle work schedule for logistics and prepare and approve transport requests
of their teams.
2) Ensure all programme staff under their responsibility utilise vehicles appropriately and in line with
policies and procedures.

Mechanic (In-house Repairs & Maintenance)

1) Responsible for the maintenance and repair of all vehicles, generators, boats, etc
2) Carry out repairs and maintenance as required.
3) Inspect any work that is contracted out to other workshops.
4) Record all work and costs for each vehicle in log books and vehicle files.
5) Maintain workshop and tools in a safe and clean condition.
6) Carry out vehicle damage assessments upon RTA’s occurring.
7) Report any faults that are not repaired and any damage caused by user error to the
logistics/transport officers.

Driver

1) Abide by all SCI driving rules and transport policies.

2) Maintain proper in-vehicle records, ensure all trips are signed off by passengers
3) Ensure all equipment allocated to the vehicle is complete and in good working order, including spare
tyres and communications equipment (radios, satellite phones etc), before undertaking any journeys.
4) Ensure route is approved and relevant security staff aware accordingly.
5) Before commencing on a journey, ensure that the vehicle is in good working condition, clean (inside
and out), appropriately equipped and has adequate fuel for the intended journey.
6) Adhere to the Guidelines on Safeguarding Children in Vehicles

A driver is defined as a member of personnel, who drives any vehicle for work purposes (including
personnel whose primary task is driving, and all other members of staff whilst driving for work purposes).
A vehicle includes vehicles owned, leased or rented and private vehicles whilst being used for work
purposes.

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Regional Head of Supply Chain

1) Review and provide feedback on monthly fleet reports to respective Country offices in their region.
2) Accountable to ensure CO’s are submitting monthly fleet reports in a timely manner
3) Support CO’s
o Annual fleet planning and budgeting
o Reviewing and approving business cases for vehicles disposal
4) Consulted by CO’s for any new vehicle procurement by reviewing and approving business cases.

Typical Fleet Management Organogram

This is a typical model of a CO fleet management structure. There are several factors including CO-specific context and
the size of operations that will influence the right structure. Refer to PRC 12 for more information on how to determine
the right size of staff required to manage the existing size of fleet hat is based on the Supply Chain Country Office
Operating Model

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1) Road Safety
“Aid can be delivered more effectively and safely when resources are not diverted towards managing the
consequences of vehicle accidents, not to mention of the human cost.”

Any collision involving an Organization’s vehicle, even though minor, involves potential serious
personal injury, and affects the safety and wellbeing of our employees and other road users. Such road
accidents and incident can adversely affect and compromise the organization’s image and reputation.
Save the Children International takes this very seriously.

Traffic accidents happen for several reasons such as mechanical failure (lack of maintenance or failure
in materials), weather conditions (fog, rain, humidity or lighting), or road conditions (holes, cracks,
sinking or obstacles), but mostly is due to human error causing about 70% of traffic accidents – most
common causes being lack of experience, driving under the influence of alcohol or drugs, driving while
tired or sleepy, distractions, speeding or not following traffic signals.

The key objective is to reduce the risk of harm to employees and others, reduce the number of
incidents, reduce costs and to meet all legal requirements of health & safety legislation.

The standards and guidelines provided in this manual are anchored on the 5 pillars that are closely
aligned with the current UN road safety approach, namely;

Pillar 1 Pillar 2 Pillar 3 Pillar 4 Pillar 5

Road Safety Safe Road Post-Crash

Safe Driving
Safer Vehicles Response &
Management Users Environment
Investigations

PRC01– Road Safety Training & Awareness

Unique procedure number SCI_SC_FLT_PRC 01

Section 1: Purpose

SCI uses road safety awareness and training as one of the key elements to bring about the required
behavioural change and in embedding a road safety culture within the organization.

Section 2: Summary

The most positive change to road user behaviour occur when road safety legislation is supported
by strong and sustained enforcement, and public awareness. The objective is to promote a
heightened level of safety awareness and responsible driving behaviour – “Moving from Compliance
to Culture” by:
 Providing for managerial and technical approaches to improve awareness of road safety and
the improvement of behaviours and attitudes

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 Instilling a sense of collective and individual responsibility amongst the staff in promoting
road safety
 Holding ourselves and others accountable in taking the necessary measures to reduce road
traffic accidents.
 Ensuring drivers are aware that the standards expected of SCI should be adhered to at all
times irrespective of the in-country standards and capacity.

Evaluate and  Record data on all road traffic fatalities and injuries for monitoring
Monitor country-level trends.
 Conduct root-cause analysis of road incidents
 Share impact of road incidents and consequences to raise awareness
among all staff
 Evaluate and assess the implementation of road safety programs to
determine whether the expected results are being achieved and where
adjustments are needed.

Communicate Raise awareness through awareness campaigns on safe road user behaviour
 Develop a communications plan to ensure a consistent dissemination of
road safety information and education to staff. Use of audio and visual
aids e.g. posters, video presentations road safety emails to all staff etc.
In country briefings must include road safety awareness, including types
of vehicle used, types of weather conditions and any special
requirements, general road safety advise based on context.
Ensure that all drivers are regularly reminded of their obligations with
respect to the use and physical safety of Save the Children vehicles
Participate and engage all staff during the annual road safety week
campaigns.
Design training and awareness campaigns that are supported by a
lessons-learned system

Train  All drivers are properly trained and certified with defensive driving
courses and require periodic recertification every two years. (refer to
Guidelines on Driver Training and Development for more information)
 Mandatory Road Safety Awareness Training for all SCI staff

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Identify Training Needs (Assess) in
consultation with the Global Fleet Manager and CO Fleet On-going Training
1
the Global Safety and Security team. Coordinator basis Needs

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Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Prepare CO Annual Training Program (include Annual
Head of Supply
2 required resources) Training
Chain
program
Regional Review and inputs Regional Supply
3
Chain Lead

Section 4: Related Documents and Forms

1 GLD 9.1 Drivers Training and Development Required (New)

PRC02 – Vehicle Safety Standards

Unique procedure number SCI_SC_FLT_PRC 02

Section 1: Purpose

SCI vehicles (owned or rented) that they are appropriately equipped and maintained for safe use.

Section 2: Summary

SCI operated vehicles (owned or rented) must meet the highest of national and international safety
standards. Roadworthy vehicles are those that are fit for use and therefore must comply with
standard vehicle safety requirements.
The three critical factors of vehicle safety are the:
1. Vehicle Safety Standards
1.1. Minimum Vehicle Safety Features
1.2. Vehicle Mechanical Conditions
2. In-Vehicle Monitoring System

2.1 Minimum Vehicle These are the standard inbuilt vehicle features that are either fitted by
Safety features the vehicle manufacturer (original equipment manufacturer, OEM) or
as additional aftermarket features and modifications done to enhance
safety and to ensure that the vehicle is suited for specific tasks or road
conditions.

All SCI operated vehicles must meet the following minimum safety features:
a) Seat-belts and seat-belt anchorage: Vehicles should be fitted with 3-point safety seat belts. Every
passenger seat (front and back) must have a functioning seat belt.
b) Anti-Lock Braking System (ABS): Electronic stability control prevents skidding and loss of control
in cases of oversteering or understeering.
c) In Vehicle Monitoring System: SCI vehicles will be fitted with In-Vehicle Monitoring System
d) Tyres (refer to PRC 10.3 of the Fleet Management Manual on controlling tyres) for minimum
safety requirements.

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e) Airbags (driver and front passenger)
f) SCI prohibits fitting and/or use of bull bars on vehicles.

2.2 Vehicle Mechanical In order to operate and maintain an efficient and safe fleet, vehicles
Condition require to be serviced and maintained to the highest standard and in
accordance with the manufacturer’s specification and in the established
period.

a) Ensure quality replacement parts are used on all vehicles, particularly for safety-critical elements
such as brakes or tyres.
b) Monitor the durability of parts and any vehicle defects that occur.
c) Ensure timely maintenance of vehicles should defects occur or be identified.
In addition to this, the designated driver must be able to check for obvious vehicle defects prior to and
during every trip.
 Mandatory pre-journey inspections to ensure the vehicle is in a safe and roadworthy condition
before commencing the journey.
 Inter-trip check after a schedule rest period. This is to ensure that the vehicle is still roadworthy
for the remainder of the journey.
 Post-trip check at the end of the trip. Checking for and reporting any faults that may have arisen
during the journey.
 Ensure those responsible for maintenance are aware of detected defects.
 Ensure all defects are repaired prior to a vehicle being used for any future assignment.
 Maintenance work must be regularly assessed to ensure it is of high standard.

2.3 In-Vehicle The use of vehicle tracking system (VTS, provides data points on safety and
Monitoring System security control of fleet: real time positioning, trip history, speed, geofencing
(IVMS) etc. The key objectives of using tracking system includes:
 To manage poor driving behaviours and practices such as excessive
speed, long driving hours, unauthorised use or unauthorised routes
 To improve the security of personnel and assets by tracking vehicle
locations especially in high risks environment.
 Reduction in Accidents resulting to fatalities, liabilities, asset damage/loss
 Monitoring of driver behaviour
 Mitigate security and safety risks exposure e.g. carjacking, vehicle theft

1) All Save the Children vehicles are to be fitted with suitable IVM/FMS. For new vehicles, the system is
to be installed at the point of purchase or prior to use.
2) The fleet coordinator to discuss with individual results with the drivers, which stimulates drivers desire
to be the best and improve performance.
3) Road Safety Working Group (RSWG) to conduct quarterly checks of road usage data

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Before
Fleet
Contracting,
Pre-inspect rented vehicles before contracting Coordinator /
with regular Inspection
1 to ensure they meet safety and security Safety &
review report
standards Security Focal
during rental
Point
period

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Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Fleet
Coordinator /
Check existing vehicles in fleet and ensure Inspection
2 Safety & As required
equipped with safety equipment report
Security Focal
Point
Driver
Monitor and review driver behaviour data and CO Head of Weekly
3 performance
discuss with individual drivers Supply Chain review
review

Section 4: Related Documents and Forms

1 GLD 2.1 Vehicle Safety Standards New
2 GLD 13.1 In Vehicle Monitoring and Fleet Management System New

PRC03 – Safe Journey Management

Unique Procedure Number SCI_SC_FLT_PRC 03

Section 1: Purpose

Vehicle trips are planned and coordinated with consideration of the safety of passengers the vehicle and the
driver.

Section 2: Summary

Forward planning is a key element to safer journeys. Both journey scheduling and route planning
should consider the following.
 Reduce Distances – by consolidating and pooling transport requests.
 Manage drivers’ hours – No driver should be required to drive continuously for more
than 2 hours without at least a 15-minute break. Breaks and break locations should be
planned in advance.
 Optimise schedules - Ensure journey schedules allow sufficient time for drivers to take
account of reasonably foreseeable weather and traffic conditions and to comply with
speed limits. Schedules should seek to reduce night driving and avoid those times of day
when falling asleep at the wheel is more likely.
 Avoid driving in adverse conditions - Actively discourage driving in adverse weather
conditions, particularly fog, very high winds, ice, snow or flooding or where there is a
danger of staff being stranded in remote locations.
Safe journey management is a both a collective and individual responsibilities for all those involved
in the planned journey.

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Fleet  Ensure journeys are well planned and communicated
Coordinator  Ensure the vehicle is in a safe, road-worthy condition and adequately
equipped for the planned trip / journey.
 the driver has been adequately prepared to undertake the trip including
advance notice.

Driver  Ensure he/she is Fit to Drive for the planned journey. The driver must
not operate a vehicle at any time when his/her ability to do so is
impaired, affected, or influenced by alcohol, illegal drugs, prescribed or
over-the-counter medication, illness, fatigue, or injury.
 Drive vehicle:
o professionally and with utmost care by being courteous on the
road
o adhere to traffic rules
o Maintain appropriate Speed by considering the road
conditions, surrounding environment and other traffic and
road users.
 Carry out pre- and post-trips vehicle checks and report any mechanical
faults for repairs
 Regular check-ins with office during trips to update on vehicle and staff
status. Comply with any specific in-country safety and security
requirements during trips.
 Make stops during long trips to rest and provide passengers with
convenient breaks as may be necessary.
It is critical that drivers have the ability to refuse to operate an unsafe vehicle
without reprisal from management.

Passengers  Wear seatbelts throughout the journey while in the vehicle

 Respect the driver and avoid distracting or giving instructions to the
driver that could compromise their safety
 Speak up when the driver is not adhering to traffic rules, over speeding
or endangering lives by his/her driving behaviour.
 Be on time for departures.
Be A Safe Passenger!

Safety &  Provides security briefs to driver and passengers where necessary
Security  Review route plans and schedules and advise on safety and security
requirements on specific routes and/or journeys
 In insecure context, review and approve all trips and route plans.
 Notify fleet coordinator on any changing safety and security situations
that may affect vehicles and staff while out on the road or field trips.

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Advance journey planning; Weekly vehicle Fleet Weekly
1 Weekly
movement plan Coordinator Fleet Planner
Allocate vehicles and assign drivers to planned Fleet Vehicle
2 Daily
trips. Coordinator Scheduling

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Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Inspection
3 Carry out pre-trip vehicle inspection Assigned Driver Before Trips
Checklist
Advance notification to requestors on Fleet
4
assigned vehicle and travel schedule Coordinator
Safety &
Prior approval of trips by Safety and Security
5 Security Focal Before Trips
(where applicable)
Point

Section 4: Related Documents and Forms

1 GLD 3.1 Fitness to Drive New
2 GLD 3.2 Vehicle Speed New
3 Drivers Handbook Required
4 Code of Conduct Required

PRC04 – Incidents Reporting and Investigations

Unique procedure number SCI_SC_FLT_PRC 04

Section 1: Purpose

CO’s have in place mechanisms to prevent road crashes and to ensure that they are appropriately
reported and consequently managed by investigating, analysing and taking required corrective
actions when they occur.

Section 2: Summary

Pre-Crash Management – CO’s have in place mechanisms to prevent road crashes by:
 Put in place a multi-disciplinary Road Safety Working Group
 Carries out Road Safety Risk Assessment and develops a Road Safety Action Plan
Post-Crash Management – Actions to take when an accident occurs will include
 Reporting
 Investigations and Root Cause Analysis
 Consequence Management
The Vehicle Incident and Accident Management Guidelines provide for intervention measures to
put in place in order to reduce cases of preventable accidents and what actions are to be taken in
the case of an accident.

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Section 3: Procedural Steps
Pre-Crash Management

Procedural Step Job Role Timeframe Deliverable

Responsible or Output
Set up In-Country a multi-disciplinary Road
Safety Working Group (RSWG) comprising of Road Safety
Country
1 HR, Safety and Security, Fleet or as it may be Working
Director
determined by the CO Senior Management Group
Team
Road Safety Risk Assessment
 Identify risks (past incidents and Road Safety
S&S and Fleet Quarterly
2 trends) Risk
Team reviews
 Determine Impact Assessment
 Identify control measures
Develop Road Safety Action Plan in line with
the Road Safety Strategy
 Road safety Awareness campaigns CO Road
Annual with
3  Trainings RSWG Safety
quarterly
 Set Annual targets for reducing Action Plan
review
incidents and accidents (measuring
success)

Crash and Incidents Management

Procedural Step Job Role Timeframe Deliverable

Responsible or Output
At the Scene:
 Gather information on relevant forms
Incident
 Document incidents on relevant Immediate at
Driver / fleet reports in
4 templates the accident
coordinator designated
 Immediate reporting / notify Safety scene
templates
and Security Focal point and Fleet
Coordinator
After the Accident
Accident
 Submit accident reports on DATIX Fleet
Within 24 Reports
5 system Coordinator /
hours DATIX
 Follow up on police reports Focal point
 Notify Insurance
Comprehensive Investigations and
Consequence Management
Within 2
 Root cause analysis  Findings
Road Safety weeks from
6  Recommend any disciplinary or  Action
Working Group date of
remedial action in consultation with Plan
accident
the CO HR.
 Remedial actions

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Section 4: Related Documents and Forms
1 GLD 4.1 Vehicle Incidents and Accidents Management New
2 GLD 4.2 Analysing and Investigating Vehicle Accidents New
3 FL17 – Accident Reporting Template Required
4 FL 18 – Accident Follow Up Report Template Required
5 Crash and Incident Analysis Form Required (New)

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2) Planning & Budgeting
The fleet function is a critical component of supply chain that enables the organization to effectively
deliver quality programs and it involves a significant amount of SCI finances to:

 Acquire vehicles
o Buying own vehicles based on the need to scale up on our fleet capacity to meet growing
programs transport demand or, as part of the SCI’s vehicle replacement plan,
o Renting of vehicles to meet short-term fleet demands or during emergencies.
 Operate and maintain owned vehicles throughout their economic life.

Managing fleet will therefore require resources that includes staff, vehicles and funds to maintain a fit
for purpose fleet. Without proper planning and budgeting for fleet, it is not possible to establish how
many and what type of vehicles and fleet operating costs that would be required. These costs will need
to be forecasted and included in Country Office’s Annual Plan and Master Budget to ensure they are
adequately provided for. It is important that fleet operating costs are built in the longer-term awards.

This section provides a guide to Country program and fleet managers to:

a) Plan for Fleet by:

i. Identifying Transport needs: comparing current and anticipated future transport
demand with existing fleet capacity
ii. Defining fleet requirements: selecting the most suitable type and number of vehicles.
b) Budget for Fleet by:
i. Establishing the total cost of acquiring new vehicles, and
ii. Estimate the annual fleet operating costs including vehicle replacement

The choice of purchasing, renting or leasing should be made at proposal stage taking in consideration:
 Needs of the project (Numbers; specifications; security; availability; etc.)
 Cost (short and long term)
 Internal and External Regulations (Donors requirements, laws in country)

PRC05 – Planning for Fleet

Unique procedure number SCI_SC_FLT_PRC 05

Section 1: Purpose
County Programs have the right fleet capacity for their program transportation needs that is
adaptable to changing operational circumstances.

Section 2: Summary
The number and types of vehicles in the fleet should directly relate to the actual and/or planned
operational requirements. In doing so, the Country Programs will be able to identify the fewest
number of vehicle configurations that can meet the requirements of the widest range of
transportation needs.

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The Asset Planning Tool assists the fleet manager with a simplified step-by-step method of
calculating the optimal number and type of vehicles based on assessed transport needs against the
current fleet capacity.

The Fleet Rightsizing Guidelines provides a pragmatic approach that Country Programs can use to
ensure that their fleet is appropriately sized with the right number and types of vehicles required
to meet the needs of the operations.

It helps to answer two main questions:

1) Which vehicles do we need?

2) How many vehicles do we need?

Depending on changes in the program transport needs, rightsizing might actually mean having to:

i. Add new vehicles to the fleet in order to meet increasing transport demands
ii. Reduce number of vehicles in the fleet due to reduction in program operations or phasing
out of emergency response activities.
iii. Replace
a. Older for new vehicles in order to sustain the fleet capacity based on the SCI’s
vehicle retention and replacement plan.
b. Type of vehicles due to change in fleet requirements (e.g. bigger engines with
smaller) for town run or due to environmental considerations (e.g. hybrid vehicles)

Good Practices:

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 Plan early: Start planning your vehicle needs at least six to eight months ahead based on a
needs assessment to make sure that the need for a vehicle is justified.
 Plan vehicle replacement – all vehicles over five years old and/or have reached cumulative
mileage of 150,000km, will be systematically phased out.

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Annual
CO Head of Reviews,
1 Organise annual fleet optimisation review Q1
Supply Chain Next Year
Fleet Plans
Manual roll-
Ensure each member has read guidelines on out, Staff
CO Head of
2 Fleet Rightsizing and familiarised themselves onboarding
Supply Chain
with the Asset Planning Tool Induction,
ongoing basis
Fleet Annual with
Consult programmatic leads over programme Fleet Needs
3 Coordinator / Quarterly
transportation needs for each office location. Assessment
HoSC reviews
Create annual fleet optimisation report and Annual Fleet
CO Head of Annual
4 send to CO Operational Lead for review and Performance
Supply Chain Reviews
approval Evaluation
Emergency
Plan for fleet scale up / down during and post CO Head of On Need Transport
5
emergencies Supply Chain Basis Needs
Assessment

Section 4: Related Documents and Forms

Document Title Usage
1 GLD 5.1 - Fleet Rightsizing New
2 Asset Planning Tool Required (New)

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PRC 06 Budgeting for Fleet
Unique procedure number SCI_SC_FLT_PRC 06

Section 1: Purpose
Provides guidance to the CO’s fleet managers and Supply Chain leads to ensure that fleet operating
costs are:
a) Proper forecasted
b) Adequately resourced by including in the CO annual budget
c) Monitored and Controlled

Section 2: Summary

Budgeting process should be linked to the country office Finance procedures and Scheme of
Delegation

6.1 Vehicle Fleet’s Costs

Fleet operational costs are mainly grouped into two:

1) Capital Costs: expenses associated with buying of new vehicles

2) Operating Costs: expenses related to the use of a vehicle during its economic life e.g. fuel,
maintenance, repairs, disposals.

The budgeting requirements for new awards must include all fleet vehicle replacement requirements
that may ensue within the life of a project or programme, for example, a 5-year project may involve
fleet vehicles meeting SCI replacement policy mid-way through the programme.

6.2 Budgeting for New Vehicles

Cost of buying new vehicles should to include other related costs such as
a) Shipping and handling charges linked to the delivery of vehicle (for international
procurements)
b) In-country taxes and customs duties (where applicable)
c) Additional accessories and fittings, applied software or equipment to meet specific vehicle
standards

6.3 Budgeting for fleet operating costs

Key things to remember when forecasting operating costs
 Fuel, maintenance and repairs costs are of most significant
 Average cost is expressed as operating cost per kilometre driven ($/Km)
 Costs tend to increase over time and with engine wear
 Local inflations will affect current and future price (consult with finance how to factor this
in your budget).
 Costs are best controlled through accurate monitoring (refer to PRC 12 on Monitoring and
Measuring Fleet Performance)

The Guidelines on Forecasting and Budgeting Fleet Costs enable fleet managers to:

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i. Know and identify different vehicle’s fixed costs: Capital and Operating Costs
ii. Better forecast, budget, monitor and control vehicle operating costs

Section 3: Procedural Steps

Budget Process and Responsibilities by Role

Procedural Step Job Role Timeframe Deliverable

Responsible or Output
Annual
Head of Supply Fleet Costs
Analysing annual spend on vehicle fleet with
1 Chain / Ops Spend
operating costs quarterly
Director Analysis
reviews
Fleet Needs
 Identify annual fleet requirements: new
Head of Supply Assessment,
acquisitions, disposals, operating costs.
2 Chain / Ops Annual Fleet plans,
 Cost analysis and business case to justify
Director Disposal
new vehicle acquisition plans
Head of Supply Annual fleet
3 Draw annual fleet budget
Chain / Director Budget
Supply Chain
Director/Head,
Finance Director, Approved
4 Budget review and approvals
Awards Manager, Budget
Regional Supply
Chain Lead

Section 4: Related Documents and Forms

Document Title Usage
1 GLD 6.1 - Forecasting and Budgeting for Fleet Costs New
2 CO Finance Manual Required
3
4

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3) Sourcing vehicles
The sourcing and procurement of vehicles lies with the Procurement Unit. It is important for the Fleet
and Procurement functions to work in close collaboration to ensure that the right vehicles are
procured in the most cost-effective and timely manner. The decision on where to buy from will be
determined by several factors including availability of funds, donor-specific requirements, vehicle
specifications and requirement, government restrictions etc.

PRC07 – Vehicle Procurement

Unique procedure number SCI_SC_FLT_PRC 08

Section 1: Purpose

SCI vehicles are sourced and procured using the most cost-efficient manner and the process
complies with the procurement procedures and donor requirements

Section 2: Summary

This section provides guidelines on three critical considerations when buying vehicles
i. Buying Internationally through the Global Framework Agreement
ii. Buying locally
iii. Buying of second-hand vehicles
7.1 Global Framework Agreement
Save the children have a global Framework Agreement (FWA) with Toyota Gibraltar (TGS), for the
supply of different vehicle categories that the CO’s may require to meet different transport
requirements.
This is the primary source of vehicles for all Country Offices. Alternative sources will require prior
review and approval by the Regional Supply Chain Lead and the Global Fleet Manager.

7.2 Buying Locally

As Save the Children have international agreements with vehicle providers in place, local
procurement would only be expected to be happening where it makes economic sense, i.e. it is less
expensive, to do so or there are importation restrictions. In such situations;

a) Carry out a cost benefit analysis and a business case to justifying the need to by locally
a) Comply with the procurement procedures and any donor requirements (if donor-funded)
b) Ensure manufacturers’ warranties are valid through the local dealer / supplier.
c) The vehicle meets the minimum requirements Vehicle and Safety Standards
7.3 Buying second hand vehicles
Save the Children do not recommend buying of second-hand vehicles and only in very exceptional
cases would they be approved on a case by case considerations and must be approved by the global
fleet manager. It is important to note that donors do not generally accept purchase of use vehicles.

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Buying a used car comes with certain risks do not always have the same safety nets you would have
if you buy a new car. Therefore, there are many things to consider before making your final choice
about what vehicle to buy.

The guidelines on buying of second-hand vehicles provide logical steps of the car-buying journey
from choosing where to buy from to what to check when selecting the vehicle to buy.

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Put a Business Case with justification for CO Head of On a need Business
1
buying a used vehicle Supply Chain basis Case
Develop Requirements and Specifications of CO Head of On need
2 Specifications
the vehicle to be purchased Supply Chain basis
OPS director,
Review and approval of the Business Case and RO HoSC,
3 As required
Specifications Global Fleet
Manager

Section 4: Related Documents and Forms

GLD 2.1 – Vehicle Safety Standards New
GLD 7. 2 Buying Second hand Vehicles Revised

PRC 08 – Renting Vehicles

Unique procedure number SCI_SC_FLT_PRC 07

Section 1: Purpose

Provides guidance on key considerations when to rent vehicles and how to comply with vehicle and
operational safety requirements.

Section 2: Summary

Save the Children relies on its own vehicles for its transport needs. However, there are times that
programmes may rent vehicles to meet additional transport capacity. Renting vehicles should be
exceptional on a need-basis under certain situations:
a) To meet additional short-term transport needs (less than six months)
b) Where procuring vehicles would not be appropriate e.g. safety and security considerations
c) On the onset of an emergency response.
d) Meet transport needs requiring specific type and size of vehicles not available from own
fleet e.g. armoured cars, ambulances.
A cost analysis must always be performed to justify the renting of vehicles.
The guidelines on Renting of vehicles enables the fleet manager to:
1) Evaluate and determine the most suitable type of rental arrangements

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o Renting vehicle with or without a driver
o Renting vehicle with or without fuel
2) Ensure that rented vehicles meet the SCI’s minimum vehicle safety standards.
3) Follow procurement procedures when renting vehicles and.
4) Ensure that contracts or rental agreements set out responsibilities of both parties, and the
terms and conditions of renting vehicles such as;
o Type and condition of vehicles
o Use of vehicles
o Insurance and liabilities
o Repairs and maintenance
o Drivers
Long term rental agreements (more than six months) must be reviewed and approval by Regional
Head of Supply Chain and the Global Fleet Manager.
Drivers of rented vehicles should be taken through the SCI Code of Conduct, Child Safeguarding
policies, and Safety and Security.

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Fleet manager / Annual Fleet Annual
1 Identify and evaluate the need to rent vehicles
Coordinator Planning Fleet Plan
Review and approve requests to rent vehicles Head of Supply On need
2
(for rentals not exceeding 6 months) Chain basis
Regional SC
Review and approve long term rental
4 lead, Global As required
agreements (exceeding 6 months)
Fleet Manager
Pre-qualification and contracting of service FWA /
Procurement
3 providers. Setting up FWA. Use standard As required Rental
Unit
Rental Agreement / Contract Contracts
Manage and monitor rented cars during rental Fleet
4
duration coordinator
Head of Supply
5 Monitor and Review CO rental costs Quarterly
Chain

Section 4: Related Documents and Forms

1 GLD 8.1 – Buying Second Hand Vehicles Revised
2 GLD7.2. – Vehicle Safety Standards New

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4) Fleet Operations
Fleet management encompasses a range of functions such as vehicle maintenance, vehicle tracking,
driver and fuel management. Proper fleet management will enable CO’s to organize and coordinate
their fleet in order to increase efficiency, manage safety and security of assets and people, and monitor
and control fleet operating costs.

PRC09 – Managing Drivers

Unique procedure number SCI_SC_FLT_PRC 09

Section 1: Purpose

Sets out the standards and guidelines for effective management of drivers and ensure that drivers
are adequately supported in order to perform their duties diligently and professionally.

Section 2: Summary

Driving is a professional job that requires great skills and competencies. Our drivers are very
important and valuable as they contribute to the successful delivery of our mandate and mission.
We have entrusted them with the responsibility of driving our vehicles that are not only expensive
but carry significant safety and security risks, that, if not properly managed, can have a huge negative
impact on our work and reputation.
Drivers also help to promote our values as good ambassadors while on duty. It is important that
our drivers are respected by ensuring that they are well trained and equipped with the right tools
and resources in order for them to perform their duties with diligence and professionalism. Training
and management of drivers is an important fleet activity that will help to maintain the condition and
optimise the working life of the vehicles. Encouraging and educating our drivers on behaviours
expected of them when handling both the vehicles and deliverables is important.
It is therefore important that a thorough recruitment process is carried out to hire skilled and
competent drivers, train, develop and recognize them and, ensure their health and wellbeing during
their employment.
This section provides the following guidelines that cover key important aspects of managing drivers

9.1 Recruitment 9.2 Training and

Development 9.3 Health and Wellbeing
 Eligibility
 Competencies  Motivation  Fitness to Drive
 Fitness Standards  Recognition  Driving hours
 Background Check  Manage Performance  Managing Fatigue
 Safety  Training programs  Medical check ups

Drivers Recruitment Drivers Training and Drivers Health and

Development
Wellbeing

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Section 3: Procedural Steps
Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Develop clear job descriptions for drivers that
Head of Supply Driver Job
1 is suitable for the expected level of required As required
Chain Description
skills, safety and security
Driver
Carry out tests to assess driver competence Fleet During
2 Assessment
and skills using set forms and tools Coordinator recruitment
Report
Training
Identify drivers training needs – general and Fleet
3 As required Needs
specific for individual drivers Coordinator
Assessment
Define means and criteria of recognizing Head of Supply Driver
4 As required
drivers Chain Recognition
Define CO-specific procedures of ensuring Fleet
5 As required
drivers’ health and safety. Coordinator

Section 4: Related Documents and Forms

1 GLD 9.1 - Driver Recruitment Revised
2 GLD 9.2 - Drivers Performance and Training New
3 GLD 9.3 - Drivers Health and Wellbeing New
4 GLD 3.1 – Fitness to drive New
5 Driver Recruitment Checklist New
6 Commentary Driver Assessment New
7 Recognising Drivers Recommended (New)

PRC 10 – Maintenance and Repairs

Unique procedure number SCI_SC_FLT_PRC 10

Section 1: Purpose
Save the Children vehicles are maintained in serviceable and operational conditions in accordance
with the manufacturers’ recommendations and the best industry practices.

Section 2: Summary
In order to operate and maintain an efficient fleet, vehicles require to be serviced and maintained
to the highest standard and in accordance with the manufacturer’s specification and in the
established period. The operating procedure for preventative maintenance is vital to ensuring that
vehicles are serviced and maintained at the correct time.

The objective of Maintenance and Repairs Guidelines is to ensure that:

1) Vehicles are serviced and maintained to the highest standard and in accordance with the
manufacturer’s specification and at the recommended intervals.
a. Preventative maintenance and servicing
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b. Repairs both mechanical and body works.
2) Repairs are to be carried out by competent and qualified mechanics using the correct
vehicle parts as recommended by manufacturers, whether this is done in-house or
contracted out. In terms of an external workshop there are three main options available
for such facilities:
a. A large commercial workshop, which may in fact be a main dealer or large local
repairer.
b. A small independent workshop / repairer.
c. Where large humanitarian aid agencies are also operating in the country, they may
have workshop facilities that can be used.
3) Consider setting up a Service Contract or FWA with a suitable garage for your fleet by
following the standard SCI Procurement policies and procedures. Ensure to clearly define
the minimum technical criteria for selecting a service provider depending on the scope of
services and works.
4) Manufacturers warranties are protected
5) SCI vehicles MUST not be “cannibalized” for spares to repair other vehicles.

10.1 Warranties Protection

Warranties are only valid if maintenance and service schedules are:
 Done according to the manufacturers’ instructions
 Carried out by a competent and qualified service provider
 Used genuine and right vehicle parts and fluids
 Supported by proper records and documentation

10.2 Vehicle Tyres

Tyres can be up to 15-20% of the variable operational costs, and between 3-5% of the direct costs
through the entire vehicle’s life. The goal of choosing the tire’s brand and model is to minimize the
cost per kilometre/mile, preserving minimum-safety conditions. Tyres are also critical to the safety
of your vehicle. The Guidelines on Selecting and Controlling Tyres provides comprehensive
requirements and instructions to be followed in tyres management.

a) Selecting Tyres
b) Controlling tyres
c) Replacing tyres
d) Safe disposal of used tyres

10.3 Fleet Maintenance supplies

 Keep some basic stock, e.g. fluids for topping up, light bulbs, fuses, windscreen wiper blades,
fire extinguishers etc. (even if all servicing and repair is contracted out)
 Volume of stocks should be kept to minimum to minimize wastage and obsolescence.
 Where quality spare parts are not available locally, volume of spare parts should be held in
stock based on lead time and consumption rate.
 Avoid keeping spare parts where locally available. Identify reliable supplier following
procurement procedures.
Follow warehouse procedures and practices in managing fleet supplies. This may be delegated to
warehouse for segregation of duties.

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Section 3: Procedural Steps
Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Fleet
Fleet
1 Put in place vehicle maintenance schedules As required Maintenance
Coordinator
Schedule
Identify and contract reputable repairs Procurement
2 As required FWA/Contract
garages Unit
Put in place SOPS for requesting vehicle Head of Supply
3 As required SOPs
repairs and management of spare parts Chain
Accurate
Recording and reporting of repair and SC officer / Every Maintenance
4
maintenance costs fleet officer transaction and Repair
Costs
Fleet
5 Monthly audit of vehicle parts held in stock Monthly Stock reports
Coordinator
Update fleet tracker with repair and SC officer /
6 Weekly Fleet Tracker
maintenance information fleet officer

Section 4: Related Documents and Forms

1 GLD 10.1 - Maintenance and Repairs Revised
2 GLD 10.2 - Operating Inhouse Vehicle Workshop New
3 GLD 10.3 - Selecting and Controlling Tires New
4 FL13 - Fleet Maintenance Request Form Required
5 MAINTENANCE SCHEDULE Toyota Land Cruiser Recommended
6 MAINTENANCE SCHEDULE Toyota Hilux Recommended
7 MAINTENANCE SCHEDULE Toyota Corolla Recommended
8 TGS Tire Guide Recommended

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PRC11 – Fuel Management
Unique procedure number SCI_SC_FLT_PRC 11

Section 1: Purpose
Provide guidelines and operating procedures to ensure efficient management of fuel that includes
availability, controlling and monitoring fuel consumption as well as ensuring occupational safety in
fuel storage and handling.

Section 2: Summary
Fuel constitutes about 70% - 80% of the variable operating costs. Country Programs should
therefore put adequate measures to control fuel consumption in order to eliminate misuse and
minimize wastage of fuel.

The fleet manager / coordinator is responsible for controlling of fuel and fuel usage by ensuring that

a) Controls are in place for monitoring consumption rate of allocated fleet

b) Fuel Stock and/or supply is closely controlled and monitored to ensure availability, prevent
losses and control quality.
c) Regular audits of fuel consumption and transactions are carried out and any anomalies are
investigated and corrective actions taken.

Sourcing of fuel  Use reputable suppliers to ensure fuel Availability and Quality
 Follow procurement procedures to identify fuel suppliers (pump
stations).
 Framework Agreement should be established with specific supplier
(s) in which the terms for fuel supply are clearly defined.

Controlling fuel  Use of Fuel Cards where possible with pump stations
transactions  Use of Fuel Oil Vouchers (should be booklets printed in triplicate,
carbonated) – must be used to approve all fuel fillings
 Avoid use of cash transactions
 Apply warehouse practices to control fuel stock (where applicable)
 Monthly reconciliations of fuel transactions and stock take

Storing and handling Safe working practices

fuel
 Fuel as flammable and combustible liquid shall be stored and
handled in a manner that minimizes the potential for fire hazards
and complies with applicable safety standards and local regulations.
 Storage containers and rooms shall meet rigorous construction
and fire rated design specifications.
 Proper handling procedures to avoid fuel contamination

GLD 11.2 - Storage and Handling of Fuel

Monitoring fuel  Fuel consumption rates will depend on vehicle types and other
consumption factor such as road conditions, weather, vehicle age and more
importantly, by driving habits.
o How to Calculate Fuel Consumption
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o Causes of fuel over consumption
o Improving vehicle fuel economy
o Vehicle scheduling and route planning
o Driver behaviour
o Vehicle condition

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable or
Responsible Output
Put in place fuelling procedures and Head of Supply As Fuelling SOPs
1
schedule Chain required and Schedule
Fleet
2 Verify and sign off fuel receipts Daily
Coordinator
Monthly fuel transactions reconciliations.
Fleet Reconciliation
3 Invoices from suppliers against approved Monthly
Coordinator reports.
fuel vouchers.
Fuel stock take where on-site storage is Fleet
4 Monthly Stock Reports
used Coordinator
Approved Fuel
Approve all fuel reports and investigate any Head of Supply
5 Monthly consumption
arising discrepancies Chain
reports
Report all fraudulent incidents relating to As
6 All
fuel management required

Section 4: Related Documents and Forms

1 GLD 11.1 - Monitoring and Controlling Fuel Revised
2 GLD 11.2 - Storage and Handling of Fuel Revised
3 How to Calculate Fuel Consumption Recommended
4 Eco-driving Recommended

PRC12 – Fleet Administration

Unique procedure number SCI_SC_FLT_PRC 12

Section 1: Purpose

Defines the administrative duties and support services involved in the day-to-day running of the
fleet function and with the guidelines for minimum standards operating procedures.

Section 2: Summary

Managing a fleet involves a range of administrative duties related to documentation and the
adherence to procedures. It also involves:

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 Complying with relevant national legislations and security requirements relating to vehicle
fleet operations. E.g. Insurance, road licenses, vehicle registration, driving licenses, use of
communication equipment
 Documentation and records management of various fleet operational activities
 Managing fleet staff by defining and allocating roles and responsibilities.
The summary below highlights provisions of key administrative duties with the relevant guidelines.
12.1 Motor Vehicle Insurance
 All operational vehicles must be insured for 3rd Party liability with a local insurance broker.
 Own damage cover should be considered for all vehicles based on the replacement value.
 Comply with any specific donor requirements
 Comply with any national or local legislation or regulations on motor vehicle insurance
Guidelines: Motor Vehicle Insurance & Risk Management
12.2 Documentation & Records Management
Fleet records and documents are filed in a centralized place and maintained in a retrievable and
auditable manner. This includes
 Fleet Vehicle documents
 Drivers Records
 Maintenance and repairs
 Insurance and other legislative documents
Guidelines: Fleet Documentation and Records Management
12.3 Management of Vehicle Keys
 Have a robust system in place for the issuing and safe custody of keys.
o Only one set of keys should be in general circulation per vehicle in the fleet at any
one time.
o All vehicles have spares keys and under the custody of the Director / Head of Supply
Chain or equivalent and should only be used in case of emergency. This also include
the original documents of vehicle ownership / title.
12.4 Personal Usage of SCI Vehicle
Each county office should put in place a local policy for private usage which covers: who can drive,
where they can drive, what the costs are and what the responsibilities of the staff member are when
using the vehicle. The Policy should include

 Cost recovery mechanism including insurance deductibles or other uninsured costs.

 Use pooled trips and driven by a designated driver and not individual staff members.
 Vehicles must not be used for holidays or recreational purposes, such as safaris, or leave
the country of their assignment.
 Documenting private use.

12.5 Managing other fleet assets

Other assets such as Motor bikes, generators, boats, and other fleet supplies will usually be the
responsibility of fleet function.

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The Guidelines on Managing other Fleet Assets cover several specific regulations and standard
operating procedures that should be adhered to in managing the following assets
a) Motor bikes
b) Generators
c) Boats
12.6 Fleet Staffing
 Fleet staffing requirements should be included in the annual fleet planning process
 The recruitment and/or assigning of fleet management responsibilities to staff should be
guided by the Supply Chain Technical Competency Framework approach
 Determining the right size of staff required to manage the existing size of fleet should be
based on the Country Office Operating Model that is depended on a number of factors.

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
All vehicles are insured and renewed on time Insurance
Fleet
1 as provided in the Insurance and Risk At all times cover for
Coordinator
Management guidelines all vehicles
Fleet Documents and filing system maintained Fleet Filing
2 At all times
in retrievable and auditable manner. Coordinator System
Written CO policy on personal vehicle usage CO Head of
3
and charging mechanism Supply Chain
Ops Director /
Safe custody of keys and vehicle title
4 CO Head of
documents
Supply Chain
Flee function is properly staffed, roles are well Fleet
5 defined and staffing needs are included in Ops Director staffing
annual budget planning plans

Section 4: Related Documents and Forms

GLD 12.1 – Motor Vehicle Insurance and Risk Management New
1 GLD 12.2 - Fleet Documentation and Filing System New
GLD 12.5 - Managing other Fleet Assets New
2 Country Operating Model: Resourcing by Function Recommended
4 Supply Chain Competency Framework Recommended

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5) Monitor and Measure
Quality fleet performance information is needed for good decision making at all levels of fleet
management function. The ultimate purpose of fleet management information is to identify
opportunities for improving overall efficiency and effectiveness of the fleet.
Standardizing not only the data collection tools and methods but also the fleet performance indicators
allows the fleet to be monitored effectively on a programme, office, country region or global level.

1) Measure everything that matters! Metrics are important—they can help

monitor progress and help in identifying areas of improvement, but they can
also become a bunch of numbers if they aren’t measuring anything useful.
Monitor and Measure specific data that directly impacts your fleet. You cannot
measure what you do not know. You must therefore be ready to monitor the
cost of running each vehicle and then try to figure out how to minimize your
running cost.

2) Monitor Costs Regularly: Fuel costs, services costs, and all the costs that
entails running a fleet can accumulate aggressively. If you are not careful to
structure your cost records, there could be a record of untraceable loss soon.

3) Control your mileage: Mileage isn’t a fixed cost – it’s a controllable cost
that, across a large fleet, can have significant effect on overall cost. And with
fuel contributing between20% and 30% of a vehicle’s whole life costs, there are
big savings to be made by tightly controlling fuel budgets. Identify opportunities
to reduce mileage.

PRC13 – Reporting and Monitoring

Unique procedure number SCI_SC_FLT_PRC 13

Section 1: Purpose

Provides a standardized fleet management data gathering tools, processes, metrics and performance
indicators. These are used to measure and monitor the performance of the fleet. Explains why, what kind
of, how and when fleet management data is collected. It also provides an overview of the relevant fleet
performance indicators.

Section 2: Summary
Key Performance Indicators (KPI) are a set of quantifiable measures that an organization uses to
measure performance in terms of meeting strategic and operational goals. KPIs vary according to
the specific priorities or performance criteria. For fleet management, performance is to be
measured in the four main areas

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Metric What and Why Measure
Fleet Utilization Demonstrates that the fleet vehicles are being used to their optimum
levels and supports fleet management performance as well as or planning
for future fleet requirements. A target of 90% utilization is considered as an
acceptable standard.
Fleet Availability Shows the serviceability of the operational vehicle in a fleet based on the
number of working days in a month that the vehicle was actually available
to be used.
Fleet Running Costs Calculate as an average cost/km used to measure the cost of operating a
vehicle. This includes fuel, insurance, maintenance and repairs
Rental Costs Shows how much has been spend on vehicle rentals in a given month

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13.1 Fleet Tracker Tool
This is a standard tool designed for collating fleet performance data manually into an excel sheet
data with formulas to calculate fleet performance using predetermined metrics. The data is collected
on a monthly basis to allow for close monitoring of fleet performance, identify potential areas of
wastage and possible cost reductions to improve fleet operational cost efficiencies.
13.2 Performance Indicators (Metrics)
This information must be collated every month in the Fleet Tracker. This is also collated on an
annual basis and provides the management team with an overview on the fleet performance and
requirements of the programmes – in order to determine when to procure, dispose, re-allocate or
replace vehicles and see that fleets are being managed effectively by teams at the field level.

Fleet Report Dashboards

The accuracy and completeness of fleet data entered in the tracker will depend on good record keeping and
capturing of the daily fleet transactions. Weekly inspection and validation of these transactions and records
will help identify possible errors and correct them immediately.

13.3 In-Vehicle Monitoring and Fleet Management Systems

The introduction and use of fleet management software, incorporating vehicle tracking is a strategic
initiative that supports the implementations of SCI’s fleet management transformation strategy.
SCI will have in place a global IVMS/FMS service provider identified and selected in compliance with
the organization’s procurement process and procedures.
As minimum standards in the use of IVMS/FM for all SCI Country Offices that rely on fleet (rented
or owned) in their operations.
a) Recommended use of an Integrated fleet tracking and Management System in all SCI
Country programs. Where a Country Office choose another service provider other than
the global Framework, the service provided must meet the minimum specifications in terms
of systems features and capabilities as specified in the IMVS/FM guidelines.
b) Mandatory use of the global service provider for all SCI “high-risk” Countries as may be
determined by the Global Safety and Security Director
c) All newly purchased vehicles including those procured locally must be fitted with system
before deployment.

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See the Guidelines on Use of IVMS/FMS for more details on the minimum specifications and
requirements, and the use of the system.

13.4 Fleet Impact on Environment

Motor vehicles emit pollutants, predominantly carbon dioxide, that
contribute to global climate change. These pollutants have an
adverse effect on both the environment and human health. Most
common health problems are respiratory diseases and
cardiovascular (heart and circulatory system) diseases.

Vehicle emissions depend on:

 Age – older vehicles tend to emit more pollutants and are less fuel efficient than newer
ones. Operating a “younger” fleet will reduce pollution and improve fuel efficiency.
 Quality and type of Fuel – diesel engines are more fuel-efficient compared to petrol engines,
and thus emit less CO2. However, diesel engines have relatively higher emissions of
particulate matter (PM) and nitrogen oxides (NOx).
 Mechanical condition – poorly maintained vehicles have poor combustion and thus higher
carbon emission.
 Engine size and technology – smaller engines have lower carbon emission than bigger
engines. Modern vehicles have fuel efficiency technology.

SCI is fully committed to act in reducing carbon footprint and as a function we have a duty of care
about the environment. There are many actions – everyday, medium and long term, that we can
take to reduce total fleet emission.

The Fleet Impact on Environment guidelines provide useful information and resources about vehicle
fleet environmental impact and things you can do to make a difference.

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
All
Accurate recording of fleet data in relevant transactions
daily fleet activities and transactions: fuelling, are
1 Drivers Daily
trip mileage logs, repairs, garage expenses, recorded in
cost of parts replaced etc. relevant
tools
Check and verify fleet management tools for Fleet focal
2 Weekly Checks
accuracy of data points
Collate monthly fleet data in the Fleet Tracker
Fleet focal Fleet
3 at the program / field office. Data collected Monthly
points Tracker
from daily fleet operational activities.
Field/prog. 5th of the
Submit completed Fleet Tracker to CO fleet Fleet
4 Office Fleet following
focal point (Coordinator/fleet manager). Tracker
focal points month

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Procedural Step Job Role Timeframe Deliverable
Responsible or Output
CO Fleet focal point (coordinator) CO fleet CO’s
10th of the
consolidates program office trackers into the coordinators consolidated
5 following
CO master fleet tracker and submits to (or equivalent Fleet
month.
Regional Office focal points (SC analysts) role) Trackers
RO receives CO’s consolidated trackers.
15th of the CO trackers
Checks for data completeness. Consolidates
6 RO SC analysts following uploaded on
trackers and upload them on SC fleet
month SP
SharePoint folder
All CO’s fleet trackers are verified and 2nd of the
uploaded and published on 2 dashboards: CO Fleet
Regional SC following
7 Performance
 Monthly Fleet Performance overview Analyst second
Dashboards
 Fleet CO Reports month
Global Fleet
manager /
Fleet
Global Head of
8 Monthly Fleet Review with regional SC leads As scheduled Performance
Warehousing
review
Fleet and
Distribution.
Example timelines for submitting fleet reports.
For April Fleet Reports:
 Submit Fleet tracker from Field / program office to CO fleet coordinator – 5th May
 Submit consolidated CO fleet tracker to Regional Office – 10th May
 Upload regional fleet trackers to SharePoint – 20th May
 Master fleet tracker uploaded on dashboards, final review – 25th May
 Publish Fleet Reports on Dashboards – 2nd June

Section 4: Related Documents and Forms

1 GLD 13.1 – Reporting and Measuring Performance New
2 GLD 13.2 – In Vehicle Monitoring and Fleet Management Systems New
3 GLD 13.3 – Fleet Impact on Environment New

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6) Vehicle Disposal
In fleet a management an organization should determine the expected optimal workload of a particular
fleet can handle depending on usage before it can be taken for repair and maintenance and later
replaced. This should be done considering factors such as cost of running the fleet, repair and
maintenance cost among others, it is important to note that these costs should not be higher than the
cost of service provided by the fleet.
Disposing of vehicles has a strong impact on fleet operations:
 The right vehicle disposal standards and procedures will support the effectiveness and
efficiency of SCI CO programmes, and ensure that vehicles remain safe and cost-efficient.
Vehicles that need to be disposed will, in general, still have high market value.
 The right timing to monetize that value will provide the cash flow needed for vehicle
replacement. This standard is intended to significantly lower average fleet age, which should
improve road safety, reduce maintenance and repairs expenditures, and optimize sales
proceeds.
The goal for disposal and renewing the fleet’s vehicles is to sell them as fast as possible with the highest
price possible, and use this income to acquire new vehicles or in any other fleet’s necessities.
Vehicles may be disposed of if:
1) It has attained the age and/or mileage set by the organization as the retention criteria
2) It is no longer of practical use to our programs for which it was acquired,
3) It has become uneconomic or unsafe to maintain/operate

PRC14 – Disposal
Unique procedure number SCI_SC_FLT_PRC 14

Section 1: Purpose

Save the Children will dispose of vehicles in the most efficient and economical means taking into
consideration of safety and security, environment, and sustainable economic life of vehicles. This guide
provides information to support vehicle disposal decisions.

Section 2: Summary

SCI recommends 5 years or a maximum of 150,000 km as the ideal retention period for vehicles.
This standard is supported by universally acceptable practice of replacing vehicles based on:
i. Age (5 years)
ii. Mileage (150,000 km)
iii. Mechanical failure (Beyond Economic Repair)
iv. Redundancy (Rightsizing)
v. A combination of parameters.
Country Offices should seek to get the maximum possible benefits in vehicle disposal;

 Through donation to a project or partner which will add value to the project’s objective
which are in line with SCI’s objective. A vehicle should not be donated where there is a

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known defect(s) which creates a safety or health hazard that is not economical for SCI to
remedy before disposal.
 Through sale/scrapping for the maximum possible amount, taking inti account costs of
disposal
 Subject to donor requirements, if the vehicle has some financial value, donation or sale is
preferred over scrapping.

14.1 Annual Disposal Plans

Vehicle disposal is a lengthy exercise that requires time and planning, usually as an outcome of
Rightsizing Process or Fleet Renewal process. Whichever the case, Country Programs should
consider planning an annual vehicle disposal schedule. This can also be planned together with
disposal of other non-fleet assets in order to maximize on resources.
Country programs should explore opportunities to collaborate with other INGO’s and UN entities
for a joint disposal exercise especially for public auction. This would require advance planning and
good collaboration with other organizations.
14.2 Developing a Business Case for Vehicle Disposal
Country Programs are required to develop a Business Case that details the disposal plans, means,
budgets, renewal plans and risk management. See sample of a Vehicle Disposal and Replenishment
Business Case by Sudan CO.
See Vehicle Disposal Guidelines for more details on the process and procedures .

Section 3: Procedural Steps

Procedural Step Job Role Timeframe Deliverable
Responsible or Output
Identify vehicles that need to be disposed based on
the set criteria – vehicle age, mileage, or condition: Business
CO Head of case for
Annually
 Vehicle valuation – to determine market value Supply Chain vehicle
 Set reserve price disposal

Obtain approvals – CO Director, Finance, Donor, Approved

Government regulations on disposal/taxes/transfers OPS Director Pre-disposal Business
etc. Case
Depending on disposal means: Refer to CO Finance
manual and Procurement procedures on assets
disposal. Adverts,
Committee
 Advertise for sale (Open National) – CO Head of
As required minutes,
minimum 2 weeks Supply Chain
sale
 Set reserve price
records
 Form bis opening committee (for sealed
bids)

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Section 4: Related Documents and Forms
1 CO Finance Manual
2 Vehicle Disposal and Renewal Business Case Template Required (New)
3 GLD 14.1 – Vehicle Disposal New

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