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Case 06 / Prior corporate experience

Building an International Fleet Operating Model Across 18 EMEA Countries

Representative experience from prior corporate transformation and procurement leadership roles. Company, supplier and stakeholder names have been anonymised.

Environment profile

The operating context

Organisation type
Multinational enterprise
Region
18 EMEA countries
Functional scope
Fleet, Procurement, HR, Finance and Operations
Project scope
500+ vehicles

The case

Challenge, approach and evidence

01

Context

A multinational organisation required greater consistency and governance across a fragmented international Fleet environment. Each country brought different regulatory, taxation, employee-relations, insurance and mobility requirements.

02

Challenge

The category needed an end-to-end operating model rather than a single sourcing event.

  • Market benchmarking, sourcing, supplier selection and leasing
  • Vehicle eligibility, employee allowances and vehicle-model strategy
  • Fuel-card governance and private-versus-business usage
  • Taxation, insurance, driver fines and driver safety
  • Country-specific regulatory requirements and supplier performance

03 / Operating shift

From the old model to the new one

BEFORE

Fragmented country practices, inconsistent policy and limited category-wide governance.

AFTER

A coordinated international Fleet model spanning policy, sourcing, implementation, operations and supplier performance.

04 / Relevant outcomes

What changed

  • Achieved 12% annualised Fleet savings.

  • Established a repeatable governance and learning model across 18 countries and more than 500 vehicles.

Proof points / Metrics

What the evidence supports.

18

EMEA countries

500+

Vehicles in scope

12%

Annualised savings achieved

Capabilities

Capabilities demonstrated, applied across the case.

  • Strategic Sourcing
  • Category Management
  • International Transformation
  • Policy Design
  • Supplier Management
  • Contract Management
  • Risk & Compliance
  • Change Management
  • Employee Relations

A practical first step

Bring the operational challenge into focus.

A focused diagnostic can clarify root causes, ownership, risk and the most practical route forward.

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