‘We need a shared vision’
Capogrosso (Top Thousand): ongoing dialogue with mobility managers and travel managers
The role of the fleet manager is evolving in line with the needs of businesses. The day-to-day management of vehicles, contracts and suppliers remains important, but no longer fully captures the scope of the profession. Today, those who manage a fleet must interpret data, evaluate technologies, liaise with HR and finance, support ESG objectives and guide employees towards new mobility models. The fleet manager thus becomes the orchestrator of an ecosystem in which vehicles, energy, infrastructure, digital platforms and people all come together.
This is confirmed by Maurizio Capogrosso, president of the Top Thousand Observatory (which brings together fleet managers from companies with fleets of over a thousand vehicles). ‘The role of the fleet manager is undergoing a profound transformation: starting out as a predominantly operational role, focused on vehicles, costs and suppliers, it is increasingly becoming a strategic player in corporate mobility. At the heart of this evolution lies the integration between fleet managers, mobility managers and travel managers: three specific professional roles which, whilst retaining distinct areas of expertise, are required to collaborate and share objectives, data and tools, so that corporate mobility becomes a single ecosystem, in which the fleet, business travel and commuting are managed with a shared, sustainable and increasingly digital vision.”
In this context, basing decisions on data becomes essential. Constantly monitoring journeys, costs, emissions, vehicle usage and employees’ travel habits enables organisations to identify inefficiencies and opportunities for improvement. At the same time, there is a growing need to develop multidisciplinary skills: sustainability, digitalisation, financial management, regulatory compliance, safety and data analysis.
The fleet manager of the future will therefore increasingly be tasked with designing mobility solutions capable of creating value for the company, becoming a key strategic player in corporate mobility. Joint and coordinated management involving senior management, human resources, facilities management, sustainability, procurement and fleet management will lead to the development of more effective and coherent strategies.
Advanced digital platforms, electric mobility, integrated transport systems and artificial intelligence will help make business travel more efficient, sustainable and better aligned with the needs of both people and businesses.
