1. What is the average salary of a Fleet Manager?
The average annual salary of Fleet Manager is $97,444.
In case you are finding an easy salary calculator,
the average hourly pay of Fleet Manager is $47;
the average weekly pay of Fleet Manager is $1,874;
the average monthly pay of Fleet Manager is $8,120.
2. Where can a Fleet Manager earn the most?
A Fleet Manager's earning potential can vary widely depending on several factors, including location, industry, experience, education, and the specific employer.
According to the latest salary data by Salary.com, a Fleet Manager earns the most in San Jose, CA, where the annual salary of a Fleet Manager is $122,906.
3. What is the highest pay for Fleet Manager?
The highest pay for Fleet Manager is $114,781.
4. What is the lowest pay for Fleet Manager?
The lowest pay for Fleet Manager is $76,330.
5. What are the responsibilities of Fleet Manager?
Manages the acquisition, operations, and maintenance of the organization's fleet of motor vehicles. Oversees scheduling and dispatch operations for vehicles and drivers. Evaluates, purchases, leases, and disposes of vehicles to maintain the fleet. Develops and maintains vendor and service provider relationships for fuel, maintenance, and other essential services. Administers insurance policy coverage, negotiates agreements, and participates in claim resolution. Develops and implements safety, preventive maintenance, and accident prevention programs. Knowledge of OSHA, DOT, and fleet-specific regulations, licensing, registration, and reporting requirements. Manages the fleet expense reporting and budgets. May require a bachelor's degree or equivalent. Typically reports to a head of a unit/department. Manages subordinate staff in the day-to-day performance of their jobs. True first level manager. Ensures that project/department milestones/goals are met and adhering to approved budgets. Has full authority for personnel actions. Typically requires 5 years experience in the related area as an individual contributor. 1 - 3 years supervisory experience may be required. Extensive knowledge of the function and department processes.
6. What are the skills of Fleet Manager
Specify the abilities and skills that a person needs in order to carry out the specified job duties. Each competency has five to ten behavioral assertions that can be observed, each with a corresponding performance level (from one to five) that is required for a particular job.
1.)
Customer Service: Customer service is the provision of service to customers before, during and after a purchase. The perception of success of such interactions is dependent on employees "who can adjust themselves to the personality of the guest". Customer service concerns the priority an organization assigns to customer service relative to components such as product innovation and pricing. In this sense, an organization that values good customer service may spend more money in training employees than the average organization or may proactively interview customers for feedback. From the point of view of an overall sales process engineering effort, customer service plays an important role in an organization's ability to generate income and revenue. From that perspective, customer service should be included as part of an overall approach to systematic improvement. One good customer service experience can change the entire perception a customer holds towards the organization.
2.)
Purchasing: Purchasing refers to a business or organization attempting to acquire goods or services to accomplish its goals. Although there are several organizations that attempt to set standards in the purchasing process, processes can vary greatly between organizations. Typically the word “purchasing” is not used interchangeably with the word “procurement”, since procurement typically includes expediting, supplier quality, and transportation and logistics (T&L) in addition to purchasing.
3.)
Procurement: Procurement is the process of finding and agreeing to terms, and acquiring goods, services, or works from an external source, often via a tendering or competitive bidding process. Procurement is used to ensure the buyer receives goods, services, or works at the best possible price when aspects such as quality, quantity, time, and location are compared. Corporations and public bodies often define processes intended to promote fair and open competition for their business while minimizing risks such as exposure to fraud and collusion. Almost all purchasing decisions include factors such as delivery and handling, marginal benefit, and price fluctuations. Procurement generally involves making buying decisions under conditions of scarcity. If sound data is available, it is good practice to make use of economic analysis methods such as cost-benefit analysis or cost-utility analysis.