Fleet and driver cost accounting

We put every vehicle and every driver on a single cost basis: acquisition or lease, financing, fuel, maintenance, insurance premiums, licences and fines, driver pay and allowances, downtime and idle hours.

Owned, leased, rented and contracted vehicles stand on the same footing, set against the deliveries and revenue each one produced.

• A vehicle ledger giving full cost per vehicle-day and per delivery.
• A driver cost model covering pay structure, allowances, overtime and productivity.
• A comparison of owned, leased and contracted capacity on full cost over the contract term.
• An idle-time and utilization report showing the cost of capacity held and left idle.
• A fleet capital paper stating how many vehicles the group should hold and on what terms.

• Cost per vehicle-day and per delivery is fully loaded, so a lease and a contract compare like for like.
• Idle vehicles and unused driver hours show as a cost, and utilization is read against paid hours.
• Owned, leased and contracted capacity sit on one page.
• Fines, damage and fuel exceptions trace back to a vehicle or a driver, and are reported as a share of fleet cost.
• Your board sees the capital tied up in vehicles beside the deliveries they carry.

Fleet cost is spread across the ledger. Leases are in one account, fuel in another, driver pay in payroll, fines in miscellaneous. No one sees the cost of a vehicle-day, so no one can say whether the third shift pays, whether an old van is cheaper than a new lease, or why the same route costs more on one contract than another.

• Fleet cost per delivery is unknown or varies by whoever is asked.
• Vehicles stand idle between peaks while leases and driver allowances keep running.
• A contracted fleet looks cheaper than the owned one and nobody has compared them on full cost.
• Fines, damage and fuel exceptions are paid without being traced to a vehicle or driver.
• The board is asked to approve more vehicles with no view of what the existing ones earn.

Owners and chief executives of groups that run their own delivery fleet or a blend of own, leased and contracted drivers, including grocery, food, retail and distribution operators with a fleet large enough to move the group's cash.

At BaladiMart, part of Al Baladi Group, Qasim Abbas set the capital logic for a blended last-mile fleet of about 1,000 vehicles. We build your comparison of owned, leased and contracted capacity on the same logic, cost per vehicle against the work it carries.

We build the model on your ledger, payroll and dispatch data, including Tookan where you run it, and on lessor and finance schedules. The fleet economics tool compares owning, leasing and outsourcing on the same monthly volume. See how fees work.

Can you tell us whether to lease or buy?

Yes. We compare both on full cost over the term, including financing and resale assumptions.

Do you need telematics data?

Dispatch records and fuel and maintenance logs build the first model, and telematics data adds to it.

Bring the fleet register to a private briefing with the Managing Partner. We show what fleet cost looks like on one basis and which decision it informs first.