UNIT 5:

Fleet Management

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Introduction .......................................................................................................................................... 3

5.1. The Function of Fleet Management ...................................................................................... 4

5.1.1. What is Fleet Management? ....................................................................................................... 4
5.1.2. Fleet Ownership............................................................................................................................ 5
5.1.3. Fleet Management Systems & Procedures ............................................................................ 6
5.1.4. Fleet Management Plans ............................................................................................................ 7

5.2. Setting Up a Fleet .................................................................................................................. 11

5.2.1. Understanding the Needs & Uses of a Fleet .......................................................................11
5.2.2. Selecting Suitable Vehicles, Equipment, & Facilities ...........................................................15
5.2.3. Establishing Operating Procedures .......................................................................................23
5.2.4. Measuring & Monitoring Performance .................................................................................25
5.2.5. Maintenance Procedures & Systems .....................................................................................32

5.3. Managing a Fleet ................................................................................................................... 35

5.3.1. Managing Documentation ........................................................................................................35
5.3.2. Administrative Requirements ..................................................................................................37
5.3.3. Managing Drivers .......................................................................................................................41
5.3.4. Complying with Legislation & Security Requirements .......................................................44
5.3.5. Planning Movements, Routes, & Schedules .........................................................................47
5.3.6. Managing Other Assets .............................................................................................................50

5.4. Managing People ................................................................................................................... 54

5.4.1. Recruiting & Selecting People .................................................................................................54
5.4.2. Planning, Organizing, & Leading Teams & Individuals .......................................................63
5.4.3. Appraising Performance, Training & Development ............................................................69

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Welcome to the Fleet Management Unit of the Certification in Humanitarian
Logistics program. During this unit, we will look at the function of Fleet
Management in humanitarian supply chains, the selection of vehicles and
equipment, and the setting up of systems and procedures which are necessary to
monitor and to manage a fleet of vehicles.

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Fleet Management is the activity which supports the various transport activities in a
humanitarian organization. This could relate to the management of vehicles, which are
involved in the movement of goods, the management of light vehicle fleets used in the
transportation of people and light cargo, possibly motorbikes, and also other
equipment, such as generators and warehouse handling equipment. Fleet Management
supports these activities through the management of the assets which are used.

The Fleet Management function is tasked with the acquisition, and the subsequent management, of
the necessary assets and associated, often significant, resources which enable a humanitarian
organization to achieve objectives. Fleet management involves maintaining the assets in an
acceptable condition to ensure that the safety and security of the goods and personnel to be
moved.

Managing an organization’s fleet helps achieve several benefits, including:

 Standardization
 Reduced operating costs
 Increased safety and security
 Availability to support operations

Often, Fleet Management will be the responsibility of the Logistics function, however, in some
humanitarian organizations; it could be managed by the Administration or Finance functions.

Management of the fleet involves not only the physical aspects of it, but also the systems and the
procedures which enable effective management controls to be in place. Control of the fleet involves
monitoring and measurement of costs, and utilization and performance of the vehicles concerned.
Fleet cost-effectiveness involves not only control of vehicle operating costs, but also their
maintenance and repair, spare parts stocks, and replacement of vehicles at the optimum point in
their lives.

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An important aspect is ensuring that the fleet, in terms of both numbers and composition, is
balanced with the level of activity required. Once these requirements are known, it is the role of
Fleet Management to define the vehicle specifications and to begin the process of acquisition.

Setting up the support infrastructure, in terms of workshops and mechanics or the identification of
dealer networks, is also a fleet management activity. Procurement of fuel, control of stocks, and
monitoring of usage, are all important fleet management activities. All of this has to be coordinated
by a fleet administration office, working to agreed upon procedures and processes.

A fundamental decision for humanitarian organizations is whether to use its own vehicles, or to
contract in transport services. This was discussed in the Transport Unit. Also, once the decision has
been made to operate one’s own transport activity, it is then necessary to decide whether the
vehicles will be owned or, alternatively, leased or rented locally.

Usually, owning vehicles gives greater flexibility to manage operations, and it removes the risk which
hired transport will not be available at the time when it is needed. In regions where the availability
and quality of hired vehicles is variable, owning vehicles may be an absolute necessity. Vehicle
specifications can be drawn up to meet the precise, operational requirements.

Once a humanitarian organization has made the decision to own its own fleet, it is then the role of
Fleet Management to handle these resources. Also, when vehicles are rented for use by the
organization’s personnel, the Fleet Management department will be required to manage these
resources as well.

The composition of fleets will vary, according to

the organization and the humanitarian aid
activity that which are supporting. There is a
range of vehicles which may need to be
managed.

These include:
 Light 4x4 vehicles
 Heavy 4x4 vehicles
 Trucks of varying carrying capacity
 Trailers
 Buses
 Motorbikes

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In addition, in certain circumstances, the fleet
management role will have responsibility for
other equipment, such as:
 Forklift trucks and other warehouse
handling equipment
 Generators
 Boats and engines

In order to do this efficiently, organizations

may use a fleet management system.

It should be noted that humanitarian organizations will often own their fleet of light vehicles, but in
general, they will rent heavy vehicles. Often, in emergency situations, a fleet of light vehicles will be
rented on the spot, until such time as an organization’s own vehicles arrive. As a situation becomes
more stabilized, the more an organization will use its own vehicles. However, owning its own fleet of
heavy vehicles is a costly undertaking; it requires a careful and structured approach to setting up
and managing such a fleet.

In order to protect the assets being used by the humanitarian organization, it is essential that an
efficient fleet management system is in place. It is important to understand what vehicles are
owned by the organization, where they are, and who is using them. In addition, the system must be
able to monitor the activity and to control all the costs of running the fleet and any support activities,
such as vehicle workshops. To support the system, clear procedures must be in place to ensure
that the appropriate documentation is completed, and that vehicle users are conforming to the
required processes.

Essentially, a system can be automated; it may run using a dedicated software program or, perhaps,
using a broader tool, such as an Excel spreadsheet. Alternatively, the system can be completely
manual with information recorded and maintained using some form of hard copy system. The
nature of the system will be influenced by the number and the diversity of vehicles to be managed,
the nature of the aid operation, and the requirements for control and measurement.

Whichever type of system is adopted, there are a number of criteria for selection which need to be
considered.

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There are a number of core activities which the system will be required to control, the details of each
will be shared later in the unit. The system as a minimum will need to incorporate:
 Asset details, vehicle identification and vehicle history
 Vehicle location and availability
 Vehicle cost statistics
 Maintenance and repair work and the associated costs
 Where a workshop is in operation, budgets and actual expenditure and activity scheduling
and job cards
 Spare parts stock management
 Fuel management and, if appropriate, fuel stocks
 Fuel issues per vehicle, km traveled per vehicle and fuel consumption statistics
 License management
 Vehicle insurance
 Accident and insurance claim management

In terms of evaluating different systems, there are a number of key questions to be considered:
 Does it offer the required functionality to support your procedures or the ability to tailor the
basic system?
 Is it flexible, and does it have the capability for expansion if required?
 Does it offer the facility to specify management reports and to vary these as required?
 Is it easy to search and find what you are looking for? Does it have standard reports and the
ability to export data for further analysis?
 Does it have the capability to interface with other systems, e.g. financial, procurement and
fuel management systems?
 Is it user friendly, and does it support the staff using the system?
 If it is a software program, does the supplier offer product support and upgrades?
 Is it a one-off cost, or a user license fee basis?
 Is there a maintenance cost (including upgrades)?

The above parameters can then be incorporated into an evaluation matrix, for comparison of
different systems and providers.

The requirements for a fleet, and the way in which the fleet is assembled, managed, and supported
will depend upon a number of factors. General operational needs, specific program needs and,
perhaps, the needs of the specific humanitarian organization will all have an influence.

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This will then lead to decisions related to whether the fleet is owned, rented, or a mix of both. In
terms of owned vehicles, decisions about whether the equipment will be purchased outright or
leased will also need to be made.

It is clearly not economical to purchase a vehicle and then have it unused for half the year but, if a
vehicle can be well-utilized and efficiently maintained, it should be cheaper, in the long run, to
purchase, rather than to lease or to rent. Often, the reason for not purchasing vehicles outright is
lack of available funds. In humanitarian aid terms, however, there will be other considerations which
influence the decision.

If there is a need for vehicles to support a short-term program, then purchasing is not usually an
option, as there is lead-time for delivery. In a longer-term situation, purchase of vehicles can be
considered. For larger organizations, which already own a significant number of vehicles, it may be
possible to redeploy vehicles from elsewhere, thus, removing the acquisition requirement
altogether.

Once the decision to own vehicles is made, it is necessary to consider how the acquisition will be
funded. The organization could purchase vehicles outright, using their own financial resources;
alternatively, they could be leased.

As an alternative, in situations where a humanitarian organization does not want to commit to a

leasing arrangement, some form of rental arrangement can be utilized. Normally, this will involve
either short-term rental, or a contract hire. Sometimes, rental is required to cover the lead time
between placing orders for own vehicles and the delivery of those vehicles.

This approach involves a ‘spot-hire’ arrangement, whereby vehicles are hired as required, on a day-
by-day or week-by-week basis. This allows considerable flexibility in terms of matching resource to
requirements. However, short-term rental rates are relatively high and availability, especially in an
emergency relief situation, could be limited.

A more robust arrangement is contract hire. The supplier of the vehicle contracts with the
humanitarian organization to provide a specified number of vehicles over a fixed term period. This
then places the onus on the supplier to ensure that the requisite number of vehicles are available to
the organization for the duration of the contract. The term of the contract should accurately reflect
the timescales over which the vehicle requirements have been identified.

Renting vehicles removes the need for any management of the vehicle itself, apart from control and
monitoring of fuel. The Fleet Management role is related to the liaison with the supplier, regarding
vehicle provision and managing the receipt from, and the return to, the supplier. If the vehicle

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breaks down, or is required for service, it is the responsibility of the vehicle provider to ensure that a
replacement vehicle is available. The Fleet Management department will need to monitor vehicles,
for example, to ensure that the supplier maintains and regularly services them. Fleet Management
will still be responsible for the work of the vehicle, including the management of drivers, schedules,
and routes.

When an organization decides to own its vehicles but cannot, or does not want to, use its own
capital, it can lease the vehicles for a fixed period of time. In humanitarian organizations, this
approach is less often used, as the lease ‘locks’ the organization into a fixed period of ownership.
One approach, used by the ICRC for light vehicles, is an “internal leasing program”. The Logistics
department purchases and owns the vehicles, which are then leased to specific operations for a
specific period of time.

There are two main approaches to leasing which can be considered.

An operating lease, a.k.a. ‘contract hire’, gives the organization unfettered use of the vehicle, but title
to the vehicle remains with the lessor. Usually, this will be a finance company or, in some cases, the
vehicle manufacturer. The lease can include maintenance and tire costs, if desired.

A finance lease involves a purchase and leaseback arrangement with a finance company. The lease
cost will only relate to the financial cost of the arrangement, and it will not include maintenance
costs.

There are certain advantages and disadvantages with leasing.

ADV AN TA G ES DIS AD VA NTA G ES

 If an operating lease is in place, the vehicles will not
be shown on the Balance Sheet as a fixed asset.
 Cash is kept free for uses more aligned to the
humanitarian organization's core focus.
 If the lease includes maintenance etc., the costs of
running the vehicles will be fixed over the period of
the lease. This will make budgeting much easier.
 If the vehicle becomes surplus to requirements, it
can be returned to the leasing company, but there
will usually be a penalty charge imposed.
 There may be a ceiling imposed by the leasing
company on the total kilometers traveled during
the life of the lease. If this is exceeded, excess
mileage charges will need to be paid.

 No maintenance facilities are required. At the end  At the end of the lease, the vehicle will need to be
of the lease, the vehicle is returned to the lessor, so returned in a reasonable condition. The extreme
avoiding the problem of disposal. circumstances under which some humanitarian aid
operations are carried out may impact the

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 condition of the vehicles.

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There are a number of areas to consider when setting up a vehicle fleet. Initially, it is
necessary to understand what the vehicles will be required to do, what volume of work is
envisaged to be, and the environment in which the vehicles will operate.

Once that is understood, suitable vehicles need to be selected and the support
infrastructure decided. Procedures and systems need to be put in place to manage the
fleet, and measure, monitor, and control its performance.

The Fleet Management department will also have responsibility for the staff involved in
driving, maintaining, and administering the fleet. This, for a large fleet, will involve the
management of a significant number of people.

The physical and environmental arena in which the fleet is to be used will influence the fleet
composition, and the way in which it is assembled. Also, there will be both general and specific
operational needs to be considered. It is necessary to consider what is going to be transported, and
any legislative or regulatory influences which may have an impact on the use of vehicles in a fleet. It
is also important to know the lead time which will elapse before the vehicles will be delivered, as it
may be necessary to rent vehicles and gradually phase them out, as the organization’s own vehicles
begin to arrive.

In setting up a humanitarian aid operation, the organization will normally have general guidelines to
help to determine the size and the composition of the fleet. For example, light vehicles, such as cars
and 4-wheel drive vehicles, will be required to enable staff and other personnel to move around.
Heavy vehicles, such as trucks, will be required for the movement of supplies and other equipment.
Where an ongoing relief operation is in place, involving regular movements and routine activity, the
size of the fleet can readily be determined. It is important to ensure that the projected
requirements reflect fully optimized resources. Budget restrictions may still mean that initial
capacity calculations need to be reduced to fit to available finance.

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Specific needs will arise which will either have an impact on an existing fleet, or create the
requirement for an enhanced fleet. There may, in some humanitarian aid situations, be a need for a
particular type of vehicle to be supplied to move a specific type of aid. For example, where the aid
involves temperature-sensitive items, it may be necessary to provide a vehicle with a chiller unit on
the body. In emergency situations, the needs of the organization to respond to a disaster situation
may alter the way in which the fleet needs to be put together. If road infrastructure is damaged and
it will not support heavy vehicle movements, lighter, van-derivative types of vehicles may be needed
to move aid. If the supply of water to an area is interrupted, there will be a need to use tanker
vehicles to bring water into the affected area. In other cases, donors may have specific
requirements on the types of vehicles selected, e.g. brands or environmental considerations.

The following factors will influence the types of vehicles which will be selected to create the required
fleet. Understanding the terrain and distances involved will give an understanding of the available
road infrastructure. The time of year, and impact of the season, can change the nature of the
infrastructure. Gaining this understanding will help to determine the types of vehicles required, and
also to ascertain whether the composition of the fleet needs to be varied at different times of the
year, and for different areas of the aid
operation.

The types of terrain which need to be

considered are:
 Town or country
 Tarmac roads or gravel and dirt
roads
 Mountainous
 Desert conditions

It is important to remember that, the nature

of the roads to be traveled may change, and
they may not be reinstated to the same
standard.

These factors will influence the type of

vehicle selected. It will also influence the
specification of things, such as suspension
and under-chassis protection.

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The time of year, and the season in which the
operations are carried out, will also have an
impact. In winter, the vehicles may need to be
able to cope with snow, requiring the use of
studded tires or snow chains and anti-freeze
coolant.

In extreme heat, special attention must be paid

to tire pressures, to and keeping the radiator
temperature from overheating. On sand roads,
extra spare tires and sand blades are essential.

In the rainy season, where vehicles may have to

operate in flooded areas, positioning of
exhaust pipes, for example, will be important;
this may directly affect the choice of vehicle.

Climate changes can have a major impact on

operations. In terms of transport scheduling,
for example, a journey which might be planned
for one day in the dry season, could take 2 to 3
days in the rainy season or, perhaps. be totally
impossible to carry out. Below is an example of
road conditions during the rainy season.

Humanitarian organizations need to consider these factors at the initial planning stage, to ensure
that the right vehicles are selected which will be capable of travel in a range of conditions. Where
journeys are likely to take much longer, it will be necessary to consider, for example, whether
additional vehicles need to be rented for the duration of the rainy season in order to execute the
required workloads.

If vehicles will be required to travel long distances, they may need to be equipped with extra fuel
tanks. This is particularly important if the availability and quality of fuel and refueling stations is
unpredictable. The longer the journey length the more likely it will be that vehicles will be remote
from their operating base, or other facilities within the humanitarian organization’s field of
operations. This means that the vehicle reliability becomes important. If the operation is being
conducted over a reasonable length of time, it may be necessary to establish secure staging posts in
which hold reserve supplies of fuel, food, and other essential materials to be used in case of
emergency.

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The volume of work which the humanitarian aid situation will generate needs to be known. It is
important to know average volumes to be moved across the planned timescale for the operations.
Also, the peaks and troughs in volume need to be considered. This will enable a base fleet level to
be assessed, and also highlight the need for additional resource at peak times.

Also, it is important to assess the nature of the workload, in terms of the types of materials to be
transported, as this may influence the nature of the vehicles to be used. For example, movement of
well-packaged goods, which are not affected by extremes of temperature, can be accomplished in
general terms by using any type of vehicle. On the other hand, goods which are, perhaps, sensitive
to temperature or are fragile will require a different type of vehicle.

People will also need to be transported. They may be the organization’s staff, other local personnel
or, perhaps, refugees. This will involve a range of vehicles from cars and light-duty 4x4s, to buses
and coaches, capable of carrying larger numbers of people.

Regulations derived from the policies and procedures of the aid organization will influence the way
in which a fleet is organized. Legislation will also usually exist, which governs the use of vehicles on a
country’s roads.

These will be generated internally and they must be followed. For example, a rule may state that
individual staff members are not allocated cars for their individual, personal use. This will then
influence the number of cars required, and it will determine the needs under a car-pooling
arrangement. Another policy could state that passengers are not to be carried in the heavy vehicles
used by the organization to move goods and materials. Failure to comply with such rules will
normally be dealt with through the organization’s staff disciplinary procedures.

Often, legislation relating to vehicles of all descriptions will be in place in a country. There may be
legislation in the country in which the aid organization is operating, which affects the use of trucks.
Such legislation will impact on the size, gross vehicle weight, and payload of vehicles and,
consequently, influence fleet composition. Legislation may be in place to regulate the movement of
hazardous goods, such as fuel, and this needs to be followed. There can also be weight and access
restrictions for vehicles on certain roads, particularly linked to bridges, for example. Vehicle
licensing and insurance requirements will normally be part of a country’s legislation. Speed limits
will also be laid down on different types of roads. Penalties will be laid down for infringement of
such laws, ranging from fines to possible imprisonment. It is also important to realize that legislation
can vary considerably from country to country, both in terms of its content and its interpretation.

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 Fleet
Manager

Office Clerk

Workshop Fuel Carpool Truck

Manager Manager Dispatch Dispatch

Stock
Mechanics Drivers Drivers
Manager

Staff are required, as drivers, to administer the fleet and to maintain it. Also, especially in larger fleet
environments, a clear management and supervisory structure needs to be in place. Some of the
requirements will be met from local sources, particularly in the case of drivers and, in some
instances; other roles will also be filled through local recruitment. A more detailed section on
recruitment, particularly in terms of drivers, can be found later in this unit.

An example of an organization chart for a typical Fleet Management department in a large

organization is shown above.

This is for illustration purposes; different organizations will have different needs, and this will have
an impact on the design of the organization structure.

Understanding the how the fleet is going to be used, and the conditions under which it will operate,
will allow the criteria for selection to be drawn up. These criteria will influence not only the
specification of vehicles and their equipment, but also the selection of the resources necessary to
support a fleet operation.

At this stage, it is important to try to standardize the specification wherever possible. More and
more, humanitarian organizations have a standardized fleet of vehicles. Having the same type of
vehicle, and certainly having the same make of vehicle, will make it easier to manage the fleet.

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There are a number of advantages to having a standardized fleet:
 Clearly defined technical standards for all types of vehicles, according to the needs of the
field operations
 Ability to purchase the most suitable vehicle models and types for the best price and
delivery conditions
 The vehicle fleets of key agencies become interchangeable, thus, allowing better use of
available resources
 No technical background required for selection of vehicle type for any particular operation
 Procurement of vehicles can be carried out centrally with maximum possible volume
discount with agreed technical specifications in tender documents
 Framework agreements for the supply of standard vehicles speed up the procurement
process
 Vehicles purchased direct from the manufacturers are already fully equipped with the
standard equipment detailed in the technical specifications
 Procurement of spare parts is also limited to the standard models, which have the same
beneficial effects as for vehicle purchase
 Standard spare parts kits can be delivered with a vehicle to give the field users more
independence from spare parts supply problems at the start of an operation
 Training of technical staff is concentrated on standard vehicle types and models
 Better cooperation on a direct basis with the manufacturers on technical and vehicle
development issues
 Development and offering of standardized add-on packages for the vehicle such as for off-
road use or cold weather

There is a wide range of vehicles and equipment available for use by aid organizations. For trucks,
this was discussed in the Transport Unit, in the section concerning the selection of vehicle type. It is
necessary to specify the type of chassis cab,
engine, and body separately. The chassis cab
and engine will reflect the nature of the
terrain to be covered, the distances to be
traveled, and the payload of the vehicle. For
example, if regular crossing through rivers is
required, the location of the engine exhaust
is important.

An example of an air intake duct may be seen

behind the cab of this truck (blue box on top
of black pipe). So long as the air intake is not
submerged, there is no danger to the engine
and the exhaust pipe can be under water.

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If an engine is too small for the job it has to do, it will use more fuel and wear out more quickly. If it
is too big, then fuel consumption will be higher than necessary. If the journey lengths are long,
requiring, for example, overnight stops, it may be appropriate to select sleeper cabs for the drivers.

The body of the vehicle will be specified to reflect the nature of the material to be carried. Material
which is sensitive to weather needs a box or curtain-sided body. Where this is not an issue, flat-
backed or open-topped vehicles could be suitable. If the vehicle is to be acquired for a special type
of movement, perhaps moving heavy plant and equipment, then the body will need to be
particularly specified.

Finally, there will be other areas which may need to be covered in the specification. If the vehicles
are required to operate in an area where security is an issue, driver communication and vehicle
tracking equipment may need to be fitted.

Often, the major part of a fleet will be

comprised of light vehicles. For example
pick-up trucks can be used in areas which
may be inaccessible to larger vehicles.
Special attention needs to be given to the
use of these vehicles, as over-loading and
general misuse seriously increase the risk of
accidents, and reduce the lifespan of the
vehicle.

The management of light vehicle drivers is

also important, to ensure effective utilization
of the resource. Attention to two areas, in
particular, will help to achieve this.

The use of a pool system usually ensures the most efficient use of vehicles within an operation. To
maximize the efficient use of vehicles and, thereby, minimize the number of vehicles operated, a
pool system should be used whenever possible.

In a pool system, vehicles and drivers are controlled by car dispatcher. Vehicles do not belong to a
specific department. Departments or individuals must request transport from the dispatcher, who
will then allocate vehicles and drivers, according to availability and priority.

The system for requesting vehicles will depend on the size of the operation and the number of
vehicles available. Vehicles may be requested in advance with a written transport request, or by a
“walk-in” request for local transport.

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The pool system can be managed and monitored with the use of a white board, displaying details of
vehicle and driver availability and allocation, and a daily dispatch sheet.

A full pool system requires a sufficient number of drivers to cover all of the vehicles, and to cover
overtime needs, holidays, and sick leave.

Some departments may, legitimately, require a vehicle and driver to be permanently assigned. The
need for this must be justified. Once a vehicle is allocated to a particular department, that
department must be able to demonstrate, on an ongoing basis, that it continues to require the
allocation of the vehicle.

The duty driver system is an important vehicle management tool. The duty driver system is a
rotation system, where the duty driver is on stand-by for a specific number of hours. While on duty,
the driver is obligated to be on stand-by for transport requests outside of normal working hours and
weekends: of course, it is important that, the following day, the driver is entitled to one day off.

The responsibilities of car pool management cover:

Attribute light  Quantity & type of vehicles  Fuel consumption report

vehicles to an  Vehicle condition  Vehicle usage report
operation  Number of drivers  Mileage report
 Driver assignments
 Trip planning
 Equipment control (logbook)
Ensure proper use  Driving license & certification  Driver’s job report (at end of each trip)
of light vehicles  Key control
 No movement without approval (field
trip form)
 Known vehicle position at all times
 Respect for security regulations
Distribute costs  Percentage of use by each department  Time reporting
Ensure vehicle  Daily condition check  Weekly fuel costs
condition &  Inform workshop of any changes
readiness  Refueling
 Cleanliness

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To ensure that all goes as smoothly and efficiently as possible, the following responsibilities relate to
car pool trip planning:

Car Pool  Ensure that all tasks assigned to car pool department are completed
 Make sure that security, routing and scheduling are respected
 Ensure that all relevant documents are properly filled out and distributed
Drivers  Liaise with passengers for trip timing, including stopovers
 Perform vehicle check 30 mins before departure, including fuel and documents
 Ensure that vehicle’s radio communication with car pool operational
 Keep driving license on hand throughout the trip
 Ensure vehicle is well equipped (field box, spare tire, etc.)
 Have personal supplies (food & water)
 Ensure that the condition of the vehicle is appropriate (cleaning)
 Assist with the loading of the vehicle and ensure it is done appropriately
 Ensure that the maximum weight of the vehicle (cargo and people) is respected
Passengers  Be on time
 Have personal supplies (food & water)
 Fill the field trip approval form to confirm authority for, and details of travel
 Do not influence the driver regarding speeding and other, security-related issues

The first question to ask is, “Should we use external facilities or set up our own?”

In considering whether to set up its own workshop facilities, doing so for a small fleet, for example,
less than 5 vehicles, is unlikely to be cost-effective for an organization. In some cases, however,
there may not be a viable alternative.

One advantage, for a humanitarian organization, of having its own workshop is that regularly used
components and spares can be held and managed under a well-organized, stock control system.
So, organizing the flow of work and having the ability to quickly respond to emergencies can make a
compelling case for setting up a workshop. It is still important to check if there are other
organizations which have similar facilities close by, which could be used. If, in the final analysis, an
owned workshop is the only option, it is necessary to consider:
 The design of the workshop, its location, site layout, and security
 The availability of services, especially power and water
 Equipment and tools, including lifting equipment ramps and perhaps a service pit, are
necessary and could involve a major investment if they are not available from elsewhere
within the organization.
 A stock of consumables, maintenance materials, and a spare parts stock need to be created
and replenished, as required

AO/HLCP/0189 V3.0
  A documentation and reporting system needs to be set up and relevant technical manuals
for the vehicles to be serviced and maintained need to be acquired
 Management and staff levels need to be determined and the appropriate people recruited
and trained
 A health and safety hazard assessment will need to be carried out and safe systems of work
implemented. Health and safety equipment, such as protective clothing and fire
extinguishers, will need to be acquired.

The diagram to the right gives an ideal

layout to ensure the effective through flow
of vehicles for maintenance.

Even if an organization uses its own

facilities, there will be times when an
external facility may be required. This may
be to deal with peaks in workload,
emergency call-outs, or manufacturer’s
warranty work.

In terms of an external workshop there are

three main options available for such
facilities:
 A large commercial workshop,
which may, in fact, be a main
dealer or large, local repairer.
 A small, independent
workshop/repairer
 Where other humanitarian aid
agencies are also operating in the
country, they may have workshop facilities that can be used

In order to be satisfied that an external facility will be able to provide the required service, the
following points should be considered:
 Does the facility have onsite management, how many mechanics are employed and what
qualifications do they have?
 How long has the workshop been in operation and what type of work do they do?
 Does it have a spare parts store and what is the quantity and range of stock held?
 Does the workshop have a power supply and reliable water supply and the basic garage
equipment: trolley jack, toolbox, air compressor, battery chargers, grease gun, and service
pit?
 Is it well located and easily accessible, for example, beside a good road?
 If vehicles have to be left for longer than a day, is there a secure parking area?

AO/HLCP/0189 V3.0
  Are any other aid organizations using the workshop; who are the workshop’s other large
customers and are they satisfied with the service given?

If it is possible to use a main dealer, the advantages are manufacturer support, factory-trained staff,
and up-to-date facilities. This is important when some of the more complex work is to be done, for
example, dealing with electronics often warrants work that can only be carried out by a main dealer.

The downside is that you may well not have one near to hand. If you do, a main dealer can be costly,
and you can’t assume that the work will be satisfactory.

The advantages of using large, local repairers is that they usually have a good reputation, but this
needs to be verified. They’re more likely to have specialized equipment and to have experience on a
variety of vehicles. Their charges may be lower than that of a main dealer, but permission may be
needed from manufacturer, or main dealer, to carry out warranty work.

Conversely, there will be no manufacturer warranty on work performed. It is also important to check
that they have the main equipment and that they can get spares quickly, if need be.

Smaller repairers or workshops may often provide a better service, as they can usually offer
flexibility in servicing vehicles at a time convenient to the organization; also, the costs may be less
than larger workshops. Usually, there is direct contact with the mechanic doing the work, who will
often be very familiar with older vehicles. They will sometimes offer the ability to repair, rather than
to replace, major components, or they may not have a stock of second-hand nor refurbished parts.
Before giving the small repairer any work, it is important to thoroughly check its reputation, honesty,
and the quality of workmanship. One possible drawback is that it will not supply on credit, but
require cash when the vehicle is collected.

Using workshops run by the larger agencies, if they are available, is often the best option.
Increasingly, there are specialized NGOs, and even commercial companies, to be found who are
setting up workshops as and when they are needed.

Regardless of the size or type of facility, it is always a good thing to ensure that it either has a vehicle
towing/recovery capacity for trucks of all sizes, or a contract with a reliable provider. If it is able to
offer mobile workshops, this will enhance its ability to provide the comprehensive service which is
required.

Vehicle storage, typically garaging for vehicles off the road for whatever reason, is an important
consideration. If a humanitarian organization is setting up its own workshop facilities, the issue of
storage can be dealt with at this time. If the facilities are not large enough to provide for storage, or
an external facility is being used, alternative arrangements may have to be made. It may be possible
to store trucks at the warehouses from which they are operating. Light vehicles should, if not being
used, be stored in a compound and immobilized using a security device, such as an engine
immobilizer and a steering wheel or pedal lock.

AO/HLCP/0189 V3.0
If an in-house workshop is in existence, it is the role of Fleet Management to recruit the mechanics.
In selecting mechanics, there are a number of things to consider. Where possible, mechanics
should be recruited from within the local population. This is a skilled job and care should be taken
to ensure that applicants are properly qualified to do the job. If the types and makes of vehicles
which will form the fleet are known, it is sensible, where possible, to select mechanics who have
experience of working on these vehicles. As part of the selection process, some form of practical
test should be included. Potential mechanics who have supplementary skills, such as welding and
bodywork repair, will broaden the scope of the workshop activity.

The security of the workshop needs to be considered, in terms of protection of the site, the
workshop equipment, and control of access into, and out of, the facility. Any stores of consumables
and spare parts need to be carefully controlled. Easily transportable items, such as loose tools, tires,
batteries, and spares for locally available vehicles, are susceptible to theft.

Building security should include:

 Strong locks, or padlocks, fitted on external and internal doors
 Grilles and mesh screens over windows and skylights
 Storerooms and offices securely locked when not in use
 Loose tools and other portable equipment locked in secure cabinets when the workshop is
not in use
 If the workshop is situated within its own compound, it should be securely fenced and
securely locked at night
 If there is concern for nighttime security, it may be advisable to hire guards for additional
security

A reception will be required to enable people and vehicles to be logged in and out of the workshop.

There should be a procedure for issuing consumables and parts against specific job numbers.
Regular stock checks should be made to assure the integrity of the stock.

In terms of vehicle security, key issue and return should be controlled; duplicates should be held by
the fleet administrator, and third keys should be held in a secure place, such as a safe.

The options to be considered regarding whether to have an owned workshop or to use an external
resource have already been discussed. Even if an owned facility is chosen, it will still be necessary to
use a dealer’s services as well. The availability of a dealer network or a franchised supplier of parts
for the vehicles in the fleet will be a major benefit.

AO/HLCP/0189 V3.0
Depending upon the proximity of the dealer to the workshop, stocks of parts can be minimized if
they are easily procured from the local dealer. Where warranty work or dealer approved servicing is
necessary, it will also be easier if an appropriate dealer with workshop facilities can be found locally.

Care needs to be exercised in using local dealerships, however, as sometimes they may not have the
properly accredited staff, nor will their focus not always be on the customers with only a small
number of vehicles in their fleets.

If the vehicles in the fleet are traveling to most

parts of the country of operation, a dealer
network could be beneficial in responding to
breakdowns and other emergencies,
particularly where replacement parts are
required. The absence of a network could
result in significant delays in getting vehicles
which have broken down, back on the road.

Having a vehicle dealer close by can ease the

job of purchasing vehicles, and also of
disposing of them at the end of their lives.

It is the role of Fleet Management to clearly define the procedures by which the fleet will be
operated. The main areas to be considered are the repair and maintenance of vehicles, the
scheduling of vehicles, and the management of spare parts.

Procedures need to be in place to ensure that work is carried out at the appropriate time, to the
appropriate standard, and that accurate and thorough records are kept at vehicle level. Ongoing
management of the repair and maintenance activities will be dealt with, in more detail, later in this
unit.

Good repair and maintenance procedures are essential to ensuring the operational effectiveness of
a fleet. Appropriate maintenance and proper equipment will help to avoid breaking down.

The operating procedure for preventative maintenance is vital to ensuring that vehicles are serviced
and maintained at the correct times. Correctly maintained vehicles will be more efficient and less
costly. Their lives will be extended and, should they be disposed of, their resale value will be higher.
Effective, preventative maintenance will also enhance the safety of drivers and passengers. It is
important, therefore, that the frequency of inspections and service is correctly established.

AO/HLCP/0189 V3.0
In deciding the frequency of service and inspections, the following needs to be considered:
 The types of vehicle being maintained
 Manufacturer recommendations for service intervals. These may be adjusted by the
organization to reflect local operating conditions; in any event manufacturers recommended
service intervals should not be extended.
 Fleet size and the balancing of mechanic resource to ensure programs are met

Vehicle age will impact the cost of parts.

 The availability of parts – will there be a delay in sourcing major parts?
 The nature of the aid operations being supported and vehicle usage (intense stop/start or
highway “cruising''?)
 Average vehicle mileages

The resulting maintenance program will need to be carried out to achieve the following operating
objectives:
 Minimum disruption to operations, perhaps by servicing at night
 Maximum vehicle availability, perhaps by servicing at non-peak times
 Satisfaction of any legal requirements

Procedures need to be in place to deal with repairs to vehicles speedily and efficiently. The nature
of the repair, and the reason for the repair, need to be identified. The source of information could
be an accident report, and the subsequent vehicle inspection report. All accidents should be
reported in writing, and copies of the report should be sent to the insurers with the damage report.
Reports should be kept in the appropriate vehicle file.

Mechanical defects and other non-accident repairs should be notified through the use of a vehicle
defect report. This would normally be completed by the driver, following an inspection of the
vehicle, and prior to taking charge of it. It is the responsibility of Fleet Management to decide if the
defect which is identified puts the vehicle into an un-roadworthy condition. Minor defects, which
can’t be rectified at the time they are reported and which do not affect the roadworthiness of the
vehicle, should be logged to await rectification at the next available opportunity.

Routing and scheduling is described in the Transport Unit. Fleet Management can contribute to this
activity by ensuring that the right vehicles are available in the right condition, at the right place and
time, to support the planned humanitarian aid movements. This requires close and ongoing liaison
with the operational staff. Information needs to be received from the field staff on the required
numbers of vehicles and their movements, and any changes to activity, whether planned or
unplanned. Information needs to be passed to field staff regarding vehicle non-availability, due to
service and maintenance programs, repairs, and inspections. Should non-availability of vehicles

AO/HLCP/0189 V3.0
create a shortage of resource to meet immediate operational needs, Fleet Management has the
responsibility for securing short-term replacement vehicles to ensure that operations can continue
as planned.

The level and range of spare parts held in the workshop will be influenced by factors, such as the
age and variety of vehicles in the fleet, the availability of spares from dealers, and the availability of
cash to fund the stock.

Procedures for spare parts will differentiate what are defined as consumables (e.g. nuts and bolts,
screws, bulbs, reflectors) and what are defined as spare parts. The procedures need to outline the
decision rules to enable staff to decide on which parts are to be held, and in what quantities. The
procedures will also explain the process to be followed when identifying and requisitioning spares
for service and maintenance work, and who has the responsibility for reordering parts for stock
replenishment. There is a high risk of counterfeit or sub-standard parts being purchased in some
areas. Parts should, therefore, only be ordered from reputable sources which have been approved
by the procurement function.

The stock of spare parts needs to be accounted for, and procedures need to be in place related to
the regular counting and reconciliation of stocks.

Once the fleet is operational, it is necessary to measure its performance against the budgets which
have been set. This monitoring and control will primarily involve measuring the availability and
utilization of the vehicle, as well as the costs of running it. Data to do this will be available from the
fleet management system, which was discussed earlier in this unit. The cost of operating a vehicle
depends on a variety of factors. These are generally grouped under the two headings of fixed, or
standing, costs (which are incurred whether the vehicle is moving or not) and variable, or running,
costs (incurred only when the vehicle is moving).

The fleet management system needs to be capable of collecting all costs related to a vehicle. If the
fleet management system does not do it, a separate system needs to collect data related to the
usage of the vehicle. It needs to measure how many days the vehicle is available for work, and how
many days it did work. Fuel used by vehicles needs to be recorded, if it is not included as part of the
financial data capture, and kilometers traveled need to be recorded as well.

Information will also be obtained from the vehicle logbook, which must be completed by the driver
for every journey made. An example of a logbook is shown overleaf.

AO/HLCP/0189 V3.0
Transport costs can be a significant proportion of a humanitarian organization’s budget. Some costs
are easily recorded, in particular, fixed costs. Running costs will be gathered from data related to
the day-to-day activity of the vehicle. Care needs to be taken in recording this data through the fleet
management system. Some of the data is originated by users of the vehicles, such as fuel
purchased, maintenance, service, and tire replacements, and is managed by Fleet Management staff.

Standing costs include wages, licenses, establishment costs for garaging the vehicle, vehicle tax and
insurance, and any depreciation and/or interest on the capital cost of the vehicle. Running costs
include fuel, lubricants, tires, and maintenance. The level of maintenance cost is often directly
attributable to the replacement policy. The older the vehicle, typically, the more expensive it will be
to run. Fuel consumption will depend upon the way in which the vehicle is driven, the nature of the
terrain over which it is driven, and the age and fuel efficiency of the vehicle. In addition to these
costs, there may also be some capital costs and overhead costs, which will complete the total
transport cost figure.

Having decided on a policy for vehicle replacement and, as part of that, on a commitment to
planned maintenance, it will be necessary to monitor costs. A costing system, however simple or
complex, must account for all elements of cost.

Cost elements vary between types of vehicles, and the following chart illustrates the typical split of
major cost items in percentage terms. This type of analysis shows the critical costs which must be

AO/HLCP/0189 V3.0
controlled. Note that the costs exclude wages costs, as these will vary considerably from country to
country.

STANDING COSTS
Depreciation 51% 45%
Garaging & Administration 33% 35%
Vehicle Insurance 14% 15%
Licenses 2% 5%
Total 100% 100%
RUNNING COSTS
Fuel 48% 52%
Maintenance 38% 20%
Tires 13% 27%
Oil 1% 1%
Total 100% 100%

Once full and accurate costing is achieved, a range of

Total Operating Cost
operational statistics becomes available:
 Fuel cost per kilometer
 Cost per ton carried
 Cost per kilometer
 Costs per delivery
 Cost per hour worked

The effect of different costs for different vehicle types is

important to establish. The broad relationships which Operating Cost per Ton
can be identified are illustrated in the following graphs.

The importance of correctly selecting the right vehicle

will be seen. For example, the cheapest cost per ton
carried is using a 38-ton vehicle, but this vehicle may not
be readily available, nor might it be appropriate for the
work to be done. If a 17-ton vehicle was more
appropriate, then an increased cost per ton has to be
accepted.

A lot of useful information can be produced by interpreting cost data, and it will often produce
valuable insights into the cost-effectiveness of the fleet. Examples of cost ratios are:

AO/HLCP/0189 V3.0
  Cost per journey  Cost per kilometer
 Cost per pallet  Fuel cost per kilometer traveled
 Cost per unit  Maintenance cost per kilometer
These ratios should be investigated in conjunction with productivity ratios. These are discussed
later.

Analysis is only useful however, to the extent where the information can be used. Costing specific
journeys can make a useful contribution to assessing the overall cost of a humanitarian aid
operation.

R OU TE Full load, 10 tons, from Rome to Naples

OP E R A TI ON AL 18-ton GVW vehicle; returning empty for a further load

M E TH OD

RE S OU RC E  Single trip distance: 210 km

RE QU I REM EN T S  Single trip driving time: 4.5 hours
 Loading and unloading time: 2 hours
 Time for one round trip: 1 day
 Round trip distance: 420 km

AO/HLCP/0189 V3.0
It should be noted that:
1. The resources of driver time, vehicle time, and mileage, should be assessed separately. The
total working time is 11 hours (9 hours driving; 2 hours loading and unloading) which can be
completed in one shift.
2. It is essential to estimate driver and vehicle utilization, since neither will be available for work
for 52 weeks of the year. In this example, the working days/year are 225 for the driver, and
240 for the vehicle. The figure of 225 suggests a ratio of 1.16 drivers per vehicle. In
humanitarian organizations this figure will typically be higher due to the nature of the work
being done; a greater allowance for rest breaks and the nature of long duration convoy work
will impact the ratio. The ICRC considers a ratio of 1.33 drivers per vehicle to be more
appropriate.
3. The analysis has been restricted to direct costs, which are defined as costs which can be
exclusively attributed to the operation being costed. Indirect costs, which are costs shared
with other operations, are not included. Examples of indirect costs are overhead costs, for
example, fleet management and supervisory costs, garage costs, etc.

A fleet manager should be concerned about the amount of empty running involved in the full-load
operation shown above. Although humanitarian organizations have very strict rules about what
goods can be carried in their trucks, every effort should be made to secure return loads, in order to
optimize the efficiency of the fleet.

Let us suppose that the humanitarian organization has access to loads which need to be
transported back to a
location near the original
starting point. It is tempting
to assume that the extra cost
of the return load is
negligible. This is rarely so,
because there is always extra
loading and unloading time
and, usually, the collection
and delivery locations are not
the same.

However, the tables above

illustrate the procedure and
the calculations for a return
load.

AO/HLCP/0189 V3.0
It should be noted that:
1. It is not possible to complete the round trip in one day and driver’s overnight allowance is
incurred.
2. A key estimate is how many round trips can be completed in a working week.
3. The marginal direct cost (i.e. the extra direct cost) of conveying the return load is $123.75.
This is substantially less than the direct cost for the return load with empty running in the
reverse direction.
4. The organization for which the work could be done should be willing to pay a price of
something in excess of $123.75 and below $239.40.

Productivity of vehicles and drivers is related to the utilization of those resources, and the manner in
which they perform when they are working.

In the productivity process below, the inputs are the number of drivers and the vehicles being used.
The outputs are the results which are obtained through the work done, for example, number of
packages delivered.

The inherent productivity is the expected output, using the vehicles in the correct manner, and
working to the stipulated working methods and processes, as laid down by the organization.

Utilization is calculated as actual resource used/available resource, and is usually expressed as a

percentage.

Performance is calculated as actual results/expected results, and is also usually expressed as a

percentage.

AO/HLCP/0189 V3.0
Inherent productivity is calculated as planned output per unit of input.

Consider the following example for data collected on a particular day:

 Trucks available: 10 17GVW trucks each with an inherent productivity payload of 10 tons
 Trucks used: 8
 Supplies tonnage moved: 75 tons

Productivity calculations can now be made:

 Utilization: Actual resource used/Available resource = 8/10 = 80%
 Performance: Actual tonnage moved/Expected tonnage = 75/80 = 93.8%

Performance data, such as this, can now be reviewed. Questions need to be asked as to why two of
the available vehicles were not being used; was this a regular event or was it an unusual event? If,
when considering utilization over a period of time, vehicles are regularly not being used,
consideration should be given to either disposing of them or reallocating them to another project.

Likewise, the performance level should be investigated to ascertain why the vehicles are not being
fully loaded, and what can be done to move the load factor nearer to 100%. Performance should be
based on a realistic expectation of output. It would also be necessary to check the expectation that
trucks can actually be loaded with 10 tons of material.

Examples of utilization measures include:

 Driving hours used/available  Vehicle space used/available
 Vehicle time used/available  Vehicle weight used/available
Examples of performance measures include:
 Deliveries undertaken/standard deliveries expected
 Kilometers driven/standard kilometers expected
 Driving hours used/standard hours expected
 Fuel consumption/standard expected
 Weight delivered/standard expected

AO/HLCP/0189 V3.0
Other examples of productivity measures include:
 Loaded kilometers/total kilometers  Kilometers driven/fuel consumed
driven  Time vehicle working/time vehicle not
 Kilometers driven/driving hour working
Measuring performance of resources gives the required information to ensure that those resources
are being used as effectively and efficiently as possible. Inefficiency will result in unnecessary costs.
In planning for transport resources as part of an operations start-up, productivity measures can be
used to calculate the fleet and driver requirement, on the basis of the estimate of work to be done.
Done properly, this will ensure that the appropriate resources are allocated and that unnecessary
waste is avoided.

Often, government legislation will stipulate at what frequency vehicles need to be inspected and
serviced to maintain the required roadworthiness standards. It is often mandatory that records of
maintenance and inspection be held for a specific period of time. Guidelines will be available to
determine the minimum inspection frequency. They should be reviewed in conjunction with
manufacturers’ servicing guidelines. Legislation may specify requirements for lighting on vehicles
and limits on emissions, in order to control pollution. The fleet manager or transport manager may
remain legally responsible for the condition of vehicles, regardless of who maintains them.

Although vehicles used by humanitarian organizations are robust pieces of equipment, through
poor driver performance and the need to operate in very diverse physical and climatic
environments, their condition can quickly deteriorate. Preventative maintenance is the action taken
to ensure that this does not happen, and that the life of the vehicle is prolonged as much as
possible. Preventative maintenance involves regular attention in a number of areas. See Annex for
an example of a maintenance schedule for a light vehicle.

AC T I ON R E QU IR E D RE SP O NS IB IL I TY FR E QU E NC Y
Checking oil and other fluids Driver Daily
Defect reporting Driver Daily, as required
Vehicle inspections Workshop As per maintenance schedule
Tightening of nuts, bolts, screws Workshop As per maintenance schedule
Oil and lubricant changes, Workshop As per maintenance schedule
replacement of filters, etc.
Major servicing Workshop As per maintenance schedule

AO/HLCP/0189 V3.0
See Annex A for an example of a driver defect reporting sheet. By following good preventative
maintenance practices, the following benefits will be obtained:
 All defects will be identified at the earliest opportunity and dealt with at an early stage.
 Time needed for repairs and servicing is minimized, therefore, increasing the vehicle’s on-
road availability.
 The number of major repairs will be minimized.
 Repair costs will be minimized.
 The number of breakdowns will be minimized, thus, maximizing the integrity of the
humanitarian aid operations.
 The life of the vehicle will be extended, thus, reducing the need for costly replacement.
 The safety and security of personnel using, or being carried in, the vehicles will be enhanced.

Operating vehicles in an un-roadworthy condition has implications for the organization’s license to
operate, and may also have implications for the responsible manager, should an accident occur as a
result of the un-roadworthiness. Such vehicles will also have a profound effect on the organization’s
image and operating performance. It can also seriously impact on the safety and security of
personnel.

Different organizations will have specific guidelines on the maintenance intervals for their vehicles.
These may reflect the manufacturer’s recommendations, or they may be amended to suit the nature
of the work and the environment within which the vehicle is operating.

An example of the decision process to determine the maintenance interval on a time basis, related
to annual distance traveled and type of work undertaken is shown below.

This will indicate the optimum

maintenance interval, however, the
availability of good quality, clean, and
reliable oil and fuel, a supply of
spares, and a workshop or garage,
may mean that maintenance may
have to be delayed until the necessary
items are procured. This delay should
be minimized, in order to prevent
larger problems occurring as a result
of the deferment.

AO/HLCP/0189 V3.0
For all vehicles, it is usually the responsibility of the driver to carry out the necessary vehicle checks.

It is the driver’s responsibility to identify and report defects through the completion of a daily defects
reporting sheet. Once the report is completed, and any remedial work is actioned, this will be
placed in the vehicle file. Before taking over a vehicle, the driver should check visually:
 Fuel level  Horn is in working order
 Oil level  Windscreen washers and wipers are in
 Tire pressures working order
 Tire defects  Battery acid level
 Brakes are in working order  Mirrors
 Hoses for signs of wear  Steering
 Lights, indicators and reflectors are in  Security of body
working order  Security of load
The Daily Defect Reporting Sheet should contain:
 Date  Space for defects to be written
 Vehicle registration number  Driver’s signature
 Trailer fleet number if applicable  Action taken by driver or other party and
 Checklist to tick/cross against the above signature/date
points
The driver is responsible for the condition of his vehicle while it is on the road, and he or she could
be prosecuted if it does not meet legal and safety requirements. He or she is also responsible for
passengers and the load being carried; a vehicle in poor condition could compromise their safety
and security.

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Managing a fleet involves a range of administrative duties related to documentation and
the adherence to procedures. It will also involve ensuring that the legislative
requirements are being obeyed.

Managing a fleet does not just involve managing the vehicles and other equipment. It
will also involve management of the drivers and their performance. Administration also
involves awareness and understanding of the relevant national and international
legislation, relating to the operation of trucks and all other vehicles.

Fleet administration will also have a responsibility for the provision and the
management of non-vehicle equipment, such as fork lift trucks, generators, and pumps.

Every vehicle in the fleet should have an individual file to hold the wide range of documentation
which needs to be collated and retained. This should be managed by the fleet administration
section, or an appropriate person, and it must be forwarded to the receiving area if the vehicle is
transferred to another area of operation.

Documentation has to be managed, for example, related to vehicle registration and insurance,
drivers, and, where necessary, rental or leasing agreements which relate to the vehicles in the fleet.

Copies of all relevant documentation should be kept in a dedicated vehicle file, including:
 Registration document
 Insurance details
 Import/export documentation, if applicable
 Daily defect reports and note of actions taken
 Inspection reports
 Copies of job sheets related to service and maintenance or, if work is done by an external
workshop, copies of invoices and supporting documentation
 Accident reports
 Other relevant information related to the specific vehicle

AO/HLCP/0189 V3.0
The purpose of this is to have an extensive record of the vehicle history. This may need to be
available for inspection by government officials, as part of road transport legislative requirements.
In the event of an accident which involves a police investigation, they will also expect to check the
vehicle records. In some accident situations, the vehicle’s insurers may also want to examine vehicle
records. If the vehicle is sold or scrapped, the vehicle file should be retained and archived, in case
any queries arise at some point in the future.

The owner will register leased and rented vehicles. Where a humanitarian organization chooses to
use owned vehicles, they will need to be registered. The key documentation required will relate to
the registration of the vehicle and, where appropriate, the payment of the vehicle tax. If vehicles are
registered in one country, but operated in another country, there will usually be a period of time in
which they are allowed to remain before they need to be re-registered locally. At the end of that
period, they must either be moved out of the country or registered. Vehicles shipped in without
prior registration, or purchased locally, will need to be registered in that country. It is necessary to
follow local registration procedures; details of the registration should be maintained on the fleet
management system.

Local registration may create problems if the vehicles are subsequently allocated to an operation in
another country. It may be necessary to de-register the vehicle in one country and re-register it in
the new country. Sometimes, temporary registrations will be used to facilitate the process of
moving vehicles from one country to another.

Details of the documentation should be logged into the system and the registration documents
should be kept in a secure place.

Vehicle insurance is critical in terms of protecting the vehicle, its driver, and other drivers and their
vehicles, for example, in the event of accidents and theft. Often, the humanitarian organization will
hold global insurance which covers all of its owned vehicles. It is important, therefore, to fully
understand the organization’s policy, to be able to identify if further insurance is required in a
particular country. Insurance can take different forms:
 Third-party insurance covers material damages and personal injury to any third party
involved.
 Theft insurance enhances the basic, third-party insurance and, will usually provide cover
against the vehicle being stolen when parked.
 Comprehensive insurance will cover material damage to the owned vehicle.

The humanitarian organization will determine the nature of the cover, according to the environment
within which the operation is being carried out and an appraisal of the risks to which the vehicle may
be exposed.

AO/HLCP/0189 V3.0
It is important to check local insurance regulations. Even if global insurance cover is in place, it may
be a legal requirement to hold local, third-party insurance as a minimum. If this is the case, it is
advisable to appoint a local insurer to manage the purchase of the insurance and to handle any
claims from local nationals which may arise.

Policy should clearly state that no individual can drive an organization’s vehicle without the
appropriate license. Where drivers are expected to drive a range of vehicle types, it is important to
ensure that they hold licenses to cover all the relevant classifications and that the drivers have been
tested for each category. In some countries, it is possible to obtain a license without actually taking
a test! Consequently, all drivers should undergo a test before being allowed to drive organization
vehicles. This should also include expatriates. Expatriates should be expected to have both their
own, national licenses and also international licenses. If the validity of an expat’s national license is
for a limited period in the local country, he or she should obtain a local license as soon as possible.
In many countries drivers of heavy goods vehicles may have to undergo a medical checkup, prior to
obtaining a license, and at regular intervals thereafter.

It is also important that regular license checks are carried out for individuals who are permanently
employed. As a general rule, licenses should be checked every three months. There should be no
exceptions. Drivers who fail to produce a license at the required time should be prohibited from
driving until it has been produced. It is advisable to hold a file on each driver, where copies of both
the license and their driving test form can be stored.

Where vehicles are not owned, but either on long-term rental or leased, copies of the agreements
should be held on file. Where short-term, ‘spot-hiring’ takes place, although a formal agreement
may not be in place, copies of purchase orders, handover and return sheets, and the hirer’s general
terms of business, should be held.

The details of rental and leasing agreements should be recorded, and the expiration date
highlighted. As the end of the term approaches, this date should be flagged. Although fleet needs
should be assessed regularly, in terms of the workload to be handled, a formal assessment should
be made of whether the vehicle needs to be replaced. If there is still a short-term need for the
vehicle, it may be possible to extend the agreement for a few months. Alternatively, a short-term
hire solution may be enough to meet the immediate resource need.

The fleet management system should form the foundation of the administration system. Disciplines
need to be in place to ensure that all activity related to vehicles and other assets managed by the

AO/HLCP/0189 V3.0
fleet management function, is recorded on the system. This will then enable close monitoring and
control to take place, thereby helping to ensure a safe, cost-effective, and efficient fleet is being
operated.

In monitoring performance, the actual results need to be compared with a plan or budget. The data
in the system can be used to both set the budget figures, using historical data, and to provide the
ongoing data for comparison.

Performance will be monitored in the three areas of cost, utilization, and performance. Productivity
measures described earlier, related to the utilization of available resource and the performance of
the resource against expected standards, are quantitative, non-financial measures. In addition,
measures, such as tons per vehicle day, liters of fuel per 100kms, hours per day worked, etc., give an
indication of how efficiently the fleet resources are being used. These measures will directly impact
on the fleet costs. They will influence costs and ratios, such as cost per ton km traveled, with sub-
ratios, such as maintenance cost per km, fuel cost per km and tire cost per 1000 km, which can be
used to fully understand the performance of the fleet.

Once the costs and ratios have been calculated, variances to plan and budget can be identified.
Adverse variances, which show a worse than planned performance, will require investigation and
remedial action to improve the level of efficiency. Favorable variances, which show a better than
planned performance, also need to be investigated. They will help to identify possible
improvements in performance which can be built upon in the future.

The output of the system can also be used to control stocks, usage, and issue of spares and fuel.

Spares are very costly to hold, consequently, care must be exercised in deciding what items to hold,
and in what quantities. Fast moving spares, typically used when a vehicle is serviced, such as
gaskets, brake pads, wiper blades, tires and bulbs, should be available at all times. A decision has to
be made, in terms of available budget and storage capacity, on what level of slower-moving,
contingency items to hold, and whether larger, more expensive, and less-frequently needed items,
such as clutches and engine parts, should be stocked.

The management system will record the incoming stock, stock issues against job cards, and hold a
book stock by part number. Regular reports will be generated for a number of purposes.
 Reorder reports will identify stock items of parts that have fallen below the reorder level.
They will then be used to requisition replacement stock.

AO/HLCP/0189 V3.0
  Inputting a physical stock count of parts and comparing this with the book stock figure will
allow a discrepancy list to be generated.
 The cost of the parts issued will form part of the maintenance cost reporting for each
individual vehicle. Reports will be generated which detail parts issued by vehicle. This is an
indicator of the ‘health’ of the vehicle, and it can provide an early warning system of major
problems with a particular vehicle.

The stores manager is responsible for the secure storage, receipt, and issue of the spares stock. It
must be remembered that spares will always be very attractive to thieves; consequently, secure
storage, good systems, and regular checks are essential to maintaining the integrity of the stock.

Management of fuel is a critical activity for any humanitarian organization. Interruption to supply,
and non-availability, will seriously disrupt operations in the field.

Fuel can either be purchased in bulk, for storage in tanks or drums, or sourced through local
garages. Safe storage, according to local regulations, is essential and, in all cases, the quality of the
fuel is a major consideration. It should only be sourced from reputable suppliers. Arrangements
should be reinforced by contracts with the suppliers. If supply is erratic, it may be necessary to hold
a contingency stock of fuel to ensure constant supplies for the vehicles. Again, fuel is a very
‘desirable’ commodity and the security of the stockholding is of paramount importance.

When bulk deliveries are made, care should be taken to check that the quantity received is correct.
Also, a sample should be taken for analysis to check the quality of the fuel. On delivery, the supplier
should provide documents certifying the quality of the fuel, and its origin. The delivery note should
not be signed until the actual quantity delivered has been entered. Dipping the tank before and
after the delivery, using a reliable gauging stick, enables a check on the volume delivered.

Holding a stock of fuel in tanks is usually only viable where there is a large fleet, servicing a
substantial program. For smaller fleets, alternative storage could be through the use of drums. This
creates security problems, as the risk of theft of the drum, or of siphoning off it, are significantly
increased. Adequate safeguards to prevent fire, explosion, and environmental impact must be in
place, and local legislation for such storage must be obeyed. It is necessary to check any insurance
implications related to the location and use of containers to store fuel.

Issues to vehicles should be recorded on a daily sheet. The sheet should record the date, the
vehicle registration number, fleet number (if applicable), fuel issued in liters and the odometer
reading. The driver should print his name and sign for the issue. At the beginning and end of each
day, the tank should be dipped and the usage reconciled with the issues sheet. This should be
carried out at the same time each day, due to volume variance linked to temperature. A fuel
temperature correction chart may be necessary. An example is shown in Annex C.

If it is not possible or viable to have fuel stored in tanks or drums, it will need to be drawn from a
local petrol station. If journeys are long, and vehicles will need to refill at some point during the
journey, it is necessary to have agreements with strategically placed petrol stations. It is important

AO/HLCP/0189 V3.0
to have a written agreement concerning the price to be paid, and to check their reputations. If the
opportunity is there, regular checking of the quality of the fuel is advisable. If the station will agree, it
may be prepared to render an invoice biweekly or monthly. This invoice needs to be supported by
an issues record, containing similar information to that which would be gathered if fuel was being
issued from one’s own tanks.

Vehicle fuel consumption control is important to prevent unauthorized persons charging fuel to the
organization’s account. Garages should be given a list of registration numbers of approved vehicles.
Fuel issued to unauthorized vehicles should not be paid. Another option may be to buy vouchers
from the petrol station; this may be particularly useful if the station is part of a chain. Vouchers and
coupons do, however, lend themselves to abuse; their issue and redemption need to be very closely
controlled.

Earlier in this unit, we looked at preventative maintenance and maintenance schedules. It is the
responsibility of Fleet Management to ensure that schedules are set up and followed. Vehicles must
be maintained in line with the recommended service intervals, and at other times, depending upon
the problem or defect found. At times, this may require close liaison with the operating staff,
particularly if they are working in quite pressing circumstances.

If important operating needs mean that service intervals have to be extended for vehicles, Fleet
Management should authorize this. The decision should be noted and, where possible, a revised
service date agreed upon.

It is the role of Fleet Administration to manage the maintenance process, and record work
performed into the fleet management system. Where the organization does not have its own
workshop, Fleet Management should book services and other required maintenance work with the
authorized provider.

The objective of identification and marking of vehicles is to clearly show the ownership of the
vehicles, and the role which they are playing in the humanitarian situation. In peacetime and in
conflict situations, it is important for the beneficiaries to be able to recognize the organizations
attempting to provide relief and aid for them. In conflict situations, ICRC vehicles carry the Red
Cross, and this logo shows that the vehicles, personnel, and equipment are protected by Geneva
Conventions.

Markings will be placed in designated positions on the vehicle. These will typically include the
bonnet (hood) and roof, to allow recognition from the air; and on the side and rear panels, to allow
recognition from the ground. The size, color, and composition of emblems and logos will be
specified by the aid organization. In some rare circumstances, it may be important, for security
reasons, to not have identification and markings on vehicles.

AO/HLCP/0189 V3.0
As well as registration plates, vehicles may also show a fleet number on the sides or rear of the
vehicle, to further help identification. These markings will allow speedy identification of vehicles on
the road.

It is the responsibility of fleet administration to produce reports to aid in management of the fleet.
In other parts of this unit, various reports have been identified. Depending upon the sophistication
of the fleet management system, different levels of reports will be available at specified intervals,
and ad hoc reports can be pulled on demand. Fleet Administration needs to manage this process to
ensure that the appropriate reports are produced to the specified timescales.

Key reports to be produced are:

 Vehicle lists to show usage, running costs and mileage. These reports will be used to
monitor the efficiency with which the vehicle is being used and to highlight problem vehicles.
 Spare parts inventory reports to show stock received, issued, and current inventory. They
will also show stock value, slow-moving items, and overall usage rates, and will generate
replenishment requirements.
 Workshop reports, where the organization has its own facilities. These will provide a
maintenance history by vehicle and associated costs. They will also allow workshop
efficiency to be monitored.
 Third-party repair invoices. This enables the costs of outside work to be monitored and
controlled.
 Security incident and accident reports involving vehicles. Major accidents should be
reported on the day of the accident, and minor incidents reported at least monthly.

Fuel reports will show fuel consumption and costs by vehicle. Reports will also be available to
manage fuel stocks and the invoicing/payment arrangements if the fuel is purchased at petrol
stations.

Vehicles are expensive pieces of equipment and it is necessary to ensure that drivers who take
responsibility for them will treat them carefully. Recruitment, training, and management of drivers
are an important fleet activity which will help to maintain the condition and to optimize the working
life of the vehicles.

AO/HLCP/0189 V3.0
It is important that basic recruitment and selection procedures are followed when recruiting drivers.
Sources of applicants will vary, but regardless of the source, the same selection process should be
followed. Possible sources of applicants will be:
 Local employment agencies
 Advertisements in newspapers and on the radio
 Introductions from existing staff
 Speculative applications
 Individuals from other aid organizations which are downsizing their activities

A job description needs to be drawn up, if it does not already exist, specifying what the role involves.
It is also useful to create a person specification. This will describe the type of individual who would
best fit the job, the minimum requirements in terms of license and experience, and any other
information related to the specific requirements of the job. These two documents can then be used
to identify potential candidates for interview. At interview, they can be used to prompt questions to
ensure that the applicant has what is required to carry out the job. Part of the interview process
should include an assessment of the individual’s skills. As well as checking that applicants hold the
required license classifications for the job, they should also be given driving check tests to confirm
their ability. If the job involves using documentation, it might be advisable to, in addition, give them
basic numeracy and literacy tests.

Where possible, references should be taken and checked. Depending on the circumstances, a short
probationary period may be put into force while the new recruit completes the induction process.
Notes of the interview, test results, and references should be kept in the individual’s personnel file.

The most frequent issues with new or untrained drivers are:

 Higher than normal fuel consumption
 Abnormally high brake, tire, and clutch wear
 Collisions
 Complaints from passengers about safety

Once drivers have been recruited, it will be necessary to train them in the jobs which they are being
asked to do. This training should cover all the following areas as a minimum:

Driving:
 As a result of the check test, any areas requiring attention will need to be addressed.
 Where the driver is driving heavy goods vehicles, training in legislation related, in particular,
to maximum driving and minimum rest hours, load security, and dealing with delivery
documentation will be required.

AO/HLCP/0189 V3.0
  Regular, perhaps yearly, check tests should be conducted and refresher training carried out.
 Procedures for daily vehicle checks, defect reporting, and accident reporting.
 Proper gear selection and clutch technique.
 Eco-friendly driving techniques including: anticipating traffic flow, shifting as soon as
possible, maintaining steady speed, decelerating smoothly.
 Defensive driving techniques to anticipate dangerous situations and errors of others in
order to avoid collisions.

Safety:
 Basic safety procedures to safeguard themselves, their vehicles, and their loads, including
responsibility for the safety of passengers
 Adherence to planned routes
 Regular check-in to base

It is advisable, if resources permit, to pair up the new driver with an established driver for a short
while, in order that they can become familiar with the routes and procedures, and what has to be
done at the loading and unloading points. This will also allow further assessment of the competence
of the new recruit during the induction period. This may not be necessary if the work involves
convoys, as other drivers will be available to help with the familiarization process.

The sort of terrain shown in the photograph below, for example, requires maximum expertise and
driving capacity from drivers.

For new drivers, reviews should be carried out during

the induction period, and also at regular intervals once
they have been confirmed in the position. Reviewing
driver performance involves both a quantitative and
qualitative assessment of the individual’s work. Where
possible, a driver should be allocated to a specific
vehicle. This will make the job of monitoring
performance easier.

Reports generated by the fleet management system will identify fuel consumption, accident reports,
and other maintenance-related issues, which will be related to the performance of the driver and
the vehicle. Logging of incidents such as absenteeism, documentation errors and so forth, should
also be considered. If they indicate that the driver’s performance is not up to the required standard,
they should be used as the basis of a review with the individual in order to identify areas where
remedial training is required. A formal review should be carried out, perhaps annually, although
where there is cause for concern, the driver should be dealt with as quickly as possible.

AO/HLCP/0189 V3.0
Comments and other feedback regarding the driver’s attitude and approach to work will sometimes
be picked up. If this is the case, it may be necessary to counsel the driver with a view to gaining an
improvement. From time to time, if conditions permit, a driver accompaniment should be carried
out. This will allow an assessment of the driver’s overall capability and compliance with standard
procedures to be made. Such an accompaniment should be followed by a formal review. Notes of
the review should be made, and kept in the driver’s file.

Reviewing performance should be viewed as a means of improving driver performance for the
benefit of the aid organization. It should not, in the first instance, be used as a tool to terminate
staff. If, after counseling and reviews, there is no perceived improvement in performance to the
required standard, then action may need to be taken to dispense with the individual’s services.

Regardless of the country in which the aid organization is operating, there will be general transport
legislation related to all vehicles and specific legislation related to heavy vehicles.

General legislation, although differing from country to country, will lay out laws regarding important
areas such as:
 Driver’s license and minimum insurance requirements for their vehicles
 Speed limits on different types of roads
 Parking and causing obstruction
 Use of seat belts
 Mandatory, advisory, and cautionary road signs
 Accident notification
 Driving while impaired or under the influence of alcohol or drugs
 Roadworthiness of the vehicle
 Specific traffic regulations, such as priority at roundabouts
 Careless and dangerous driving

Guides published by the transport authority, which explain and amplify the way in which road users
should behave, often supplement laws. Basic understanding can be tested as part of the driving test
mentioned earlier.

AO/HLCP/0189 V3.0
As has been mentioned above, road transport in any particular country is governed by that country’s
transport legislation. Although in Europe there are conventions which bind many countries to a
common approach to legislation across boundaries, this is not the case in most other parts of the
world. International transport in these areas is often regulated through bi-lateral agreements
between countries. That country’s laws bind travel within the separate countries, and it is important
that drivers and Fleet Management are aware of the different laws in the countries through which
vehicles will be passing. Legislation can relate to the crossing of borders and the associated
customs formalities.

In addition to payment of charges and duties on the load being carried, there may be different
legislation related to the operation of the vehicle to be considered on crossing the border. There
may, for example, be additional duties to pay on the fuel being carried, documentation may need to
be provided regarding ownership of the vehicle itself, and there may be different insurance
requirements to consider.

In most countries, legislation will exist which

governs the construction and use of heavy
vehicles. It is necessary to be familiar with the
local requirements, as they may vary
considerably from country to country. Typical
legislation will relate to:

Differential speed limits for heavy vehicles on

different types of roads. Legislation may also
relate to the requirement to fit a speed limiter to By Nikkijw (http://creativecommons.org/licenses/by-nc-
nd/2.0/deed.en) The photograph above shows a stop for driver
the vehicle. rest. Rest periods should be respected in order to avoid
accidents.
 Having a manufacturer’s plate fitted to
the vehicle to show maximum weights, together with other details about the vehicle, such as
engine type and chassis number.
 Maximum length, height, and width of vehicles, and the maximum permitted overhang of
the body beyond the wheelbase, both at the side and to the front and rear of the vehicle, is
equal to 60% of the vehicle wheelbase. There may also be regulations related to the front
and rear projection of the load.
 The fitting of spray suppression devices to minimize the impact of spray on other road
users.
 Regulations concerning the annual testing of vehicle to test its roadworthiness.
 A roadside check conducted by an authorized government transport examiner to ensure
the vehicle is in a fit and serviceable condition.

AO/HLCP/0189 V3.0
Legislation may also be laid down regarding driver’s hours. This will stipulate the maximum amount
of time drivers may drive in a day, the duration of compulsory breaks, and the length of the rest
period between one day’s work and the next.

These hours need to be considered when planning vehicle movements. As an example, European
Economic Community (EEC) rules limit drivers to 9 hours per day driving time, which may be
extended to 10 hours twice in one week, during which time a break of 45 minutes must be taken.

No driving period may be longer than 4.5 hours (EEC directive:

http://www2.dft.gov.uk/pgr/freight/road/workingtime/). Daily rest is also laid down at 11 hours per
day, which may be reduced to 9 hours per day three times in one week. Maximum working hours
over two weeks are also stipulated, and any increase in driving hours or reduction in rest must be
made up within the biweekly period.

There are basic security precautions to be taken to protect the vehicle and its load while away from
base. Vehicles should always be securely locked and all windows closed when the driver is away
from it. Engine immobilizers and other anti-theft equipment should always be in use. Overnight,
vehicles should, wherever possible, be kept in locked, secure compounds.

Anything on a vehicle is open to theft; grilles can protect lights and reflectors, petrol tank filler caps
should be lockable and any loose tools should be locked in a secure cabinet, preferably inside the
vehicle.

While on the move, windows should be kept closed. In many countries where humanitarian aid
operations are carried out, carjacking is a constant risk. Radios should be used to enable the base
to always know the location of the vehicle, and to alert them to any emergencies that occur. Real
time satellite tracking systems are available, but have yet to be fully adopted by organizations.

Whenever possible, it is desirable that vehicles travel in convoy for their mutual protection. This is
particularly important in times of instability and conflict in a country. However, convoys should be
carefully managed.

For example, a convoy passing

usually attracts people, especially
young children, to the roadside.
This means that the convoy’s
speed must be limited even in
sparsely populated areas.

There are some basic procedures

to be followed with respect to

AO/HLCP/0189 V3.0
convoys and these will be added to, depending on the circumstances under which the convoy is
organized. The role of the convoy leader, amongst other functions, is to signal starts and stops,
assess the road condition, and deal with checkpoints.

An example of detailed procedures, taken from the ICRC handbook, is in Annex B.

In the Transport Unit we looked at the basic concepts and techniques of route planning. The basic
objectives are to:
 Maximize payload, recognizing that journeys over poor roads may reduce the effective
payload of vehicles
 Maximize the work done in the hours worked by the driver
 Minimize the distance traveled

Depending upon the size of the operation, the actual activity of planning movements can be carried
out manually, or through the use of a software routing package. Planning will normally be done on a
weekly basis, with some sub-planning of specific days’ work, to ensure vehicle optimization. It is
important to know future vehicle availability, which may be influenced by planned maintenance
downtime, in order to fit the required workloads to the available resources. Also, it is necessary to
keep up-to-date information on the current day’s activity, and to be able to react to variances to
plan, which may also restrict forward vehicle availability. It is the responsibility of Fleet Management
to respond to these variations to ensure that vehicles are available to meet the workload levels. This
may involve short-term hiring to maintain the fleet establishment levels.

It may be necessary to arrange the

movement of people from one
location to another. This may involve
staff, or it may be the movement of
refugees and displaced persons.
Comprehensive ICRC general
guidelines on convoys are to be found
in the annex. It is worth noting some
key points related to the movement of
people:
 Select the safest and shortest
route from the place of origin
to the destination.
By American Jewish Joint Distribution Committee
 Use trucks with a low center of (http://creativecommons.org/licenses/by-nc-nd/2.0/deed.en)

AO/HLCP/0189 V3.0
 gravity, or buses, which are inspected and proven to have good lights, brakes, tires, and
steering mechanisms. Never move people in trailers.
 Make provision for personal effects to travel with the owners. Consider this when planning
the number of people in each vehicle, or move personal effects in the trailer attached to the
vehicle carrying the owners. If livestock is to be moved, put it in a separate truck in the same
convoy.
 As part of the pre-convoy planning, identify water points along the route. If they are
inadequate, include a water tanker in the convoy.
 Consider vehicle repair facilities along the route. If they are inadequate, include
replacement vehicles in the convoy as well as a mobile workshop with mechanics.
 Conduct pre-departure health checks. Never move sick or severely malnourished people
without using ambulances or specially equipped buses with medical personnel on board.
 Assign one or more medical staff, with a fairly sophisticated medical kit, to accompany the
convoy.
 Prepare a passenger manifest before the convoy departs and check people as they board
vehicles, when they descend at stopping points, and again on arrival at the final destination.
 Where refugees are concerned, medical and registration records should accompany the
convoy.
 Do not overcrowd the vehicles. In the event of a breakdown which cannot be repaired,
passengers may have to be transported in other vehicles in the convoy.
 Take care of the drivers. To drive safely, they need adequate meals, rest breaks, and time
for vehicle maintenance. Provide relief drivers wherever possible.

Vehicles, including light vehicles, trucks, motorcycles, generators, and forklifts, are “fixed assets,” or
capital items, requiring special procedures for authorization for disposal and/or donation. All radio
equipment and organization emblems must be removed prior to disposal.

The age and condition of vehicles and equipment will determine when they are ready for
replacement. As vehicles age, and are used, running costs increase to the point where it becomes
cheaper to dispose of the vehicle and acquire a new one. Aging vehicles also may not be as reliable,
or they may no longer meet organizational standards. The following is a guideline for replacement:

Light vehicles: 150,000 km or 5 years

Trucks : 350,000 km or 8 years

Generators: 20,000 hours or 10 years

AO/HLCP/0189 V3.0
Before starting the process of sale of a vehicle, an evaluation of the actual market value has to be
done through an official local dealer, auto clubs, and insurance adjusters. The evaluation should be
done for the vehicle “as is.”

The valuation should be documented, including the vehicle type, model, year of manufacture,
chassis number, engine number, and technical condition, and it must be signed and stamped by the
valuer.

The sale of vehicles and equipment must follow clear procedures to ensure transparency and the
best financial return for the organization.

It is important to make sure with local authorities that all legal aspects of the sale are in accordance
with the laws of the country. It is very important when the vehicle has been imported duty-free.

The following points in particular should be investigated:

 Procedures required to obtain official approval from the responsible authorities (finance,
customs) to sell vehicles which were imported duty free in the name of the organization, if
applicable
 Procedures required after sale of the vehicle to change ownership to the buyer (the buyer
must pay all duties and taxes, registration etc.)

There are two ways to proceed in the sale of a vehicle:

 Using the services of an auctioneer
 Going through the bidding process

It is advisable to use an external auctioneer to handle the sale of vehicles and equipment. The
auctioneer has the knowledge of the local market and can offer an impartial approach to the sale.
 Define in announcement whether possible to bid on one vehicle in a lot or only on the
whole lot for sale
 Should not be sold for below the set minimum price (reserve)
 If minimum price not reached, vehicle should be retracted and go through another auction
(can't change selling methods)

AO/HLCP/0189 V3.0
  The auctioneer's fees are a percentage of the sale

 Notice of the sale is posted on notice boards publicly and within the humanitarian
organization and advertised in the local newspapers.
 Notices are posted for a minimum of 15 days, where access by everyone is ensured.
 All bids must be received in sealed envelopes.
 Bids should be opened by at least 2 people in authority the day after the closing date.
 The best offer will be selected in accordance with purchasing function rules.
 Send selection schedule to the appropriate person in the organization before finalizing sale.

A sale or donation document must be established in order to clearly formalize the transfer of
ownership.

As well as responsibility for the fleet of vehicles, Fleet Management will normally have responsibility
for the humanitarian organization’s other assets. The requirements for the management of these
assets also need to be considered.

Often, power supplies can be unpredictable, or

even non-existent. Generators are required to
both safeguard power supplies and, in some
environments, provide the sole source of power.
The standard fuel consumption of different
generators, notwithstanding different workloads is
approximately:

5 KVA : 2 liters/hour
15 KVA: 4 liters/hour
30 KVA: 7 liters/hour By Marshall Segal (http://creativecommons.org/licenses/by-nc-nd/2.0/)
60 KVA: 14 liters/hour

The initial question to be asked is whether or not the generator is needed. Once it has been agreed,
by the relevant person, that a replacement for an existing generator or a new generator is required,
it is necessary to decide exactly what type of generator should be acquired. There is a large range of
generators available, and it is necessary that an individual with the appropriate technical knowledge
is involved in the selection process.

AO/HLCP/0189 V3.0
Key selection criteria are:
 The use for which the generator is required; permanent running or for emergency or
auxiliary use
 Will it be used indoors or outdoors, exposed to, or protected from the weather?
 Does it need to be portable or will it be fixed?
 If portable, will it need to be trailer mounted if it is to be moved frequently?
 Will climatic conditions such as altitude, temperature, and humidity have an impact?
 What is the power load it needs to provide?
 What fuel is used to run it, and is it available locally?
 Availability of makes in the local market
 Availability of spare parts and servicing

The fleet management system will need to record the generator, and any servicing and repairs
arranged or sanctioned by fleet administration. At intervals, it is advisable to check that the
generator is still required and, if it is not, it should be reallocated.

Boats will be used for both security reasons and also for operational purposes where travel by road
is not possible or not advisory. Insurance, security, and operating rules will be the same for boats as
for vehicles. Fleet Management responsibility is to ensure that they are properly equipped and that
motors are serviced and maintained to the set guidelines.

Boats should be loaded carefully and care taken not to overload them. Certain items must always
be carried on board boats:
 Logos and emblems should be clearly  Paddles, should the motor fail and at
displayed least one anchor
 Distress signal kit  Charts and maps (also details of currents
 A radio (at least VHF) or a Sat phone and tides where applicable)
 First aid kit  Passenger manifest
 Audible warning devices, such as a  Life jackets
foghorn and a bell  Drinking water
 Compass, binoculars, and pocket light  Captain’s license
 Air pump and repair kit (for inflatables)
Specific types of boat may require additional equipment. Fleet Management is responsible for
specifying this.

Records of boats should be maintained in the fleet management system in the same way as
vehicles.

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The use of motorcycles in the field should be restricted to those situations where their use is seen
to be efficient, and where motorcycles can access their destinations safely. For example, if the road
conditions prevent access by any other means of transport, or if the traffic in towns is always
congested, then the use of motorcycles may be appropriate. They may be also used for small parcel
delivery in remote areas.

The total cost of running motorcycles is cheaper than for cars, so it may be the case that local
partners and governments sponsor humanitarian organizations by providing motorcycles.

However, the use of motorcycles is covered by several specific regulations which should be included
in the driving rules and regulations for those drivers authorized to ride motorcycles. These should
include:
 Helmets must be worn at all times when riding a motorcycle
 Motorcycles should be ridden carefully and their speed adapted to road conditions
 No passengers may be carried on motorcycles

Also, as with all assets, strict control, and preventative maintenance should be put in place.

Forklift trucks should, again, be treated in the same way as vehicles, in terms of their management
and monitoring through the fleet system. Local regulations concerning their use should be obeyed.
This will be particularly important in the areas
of driver licensing and health and safety
regulations. Newly recruited drivers should
be tested, and training should be given where
necessary.

Maintenance and servicing of forklift trucks

should be carried out in line with
manufacturers’ recommendations. As with
road vehicles, daily checks of oil, water, and
defect inspection should be made before
work starts, and defects should be reported By Oxfam International
(http://creativecommons.org/licenses/by-nc-nd/2.0/)
and acted upon as necessary.

Other assets, such as water pumps and associated equipment and solar or wind powered
generators, should also be the responsibility of Fleet Management. They should be recorded on the
management system and, again, treated in the same way as vehicles, in terms of maintenance and

AO/HLCP/0189 V3.0
repair. They should be inspected and serviced in line with manufacturers’ recommendations. Users
should be encouraged to report problems as soon as they arise, and these should be rectified at the
earliest opportunity.

By Caribb (http://creativecommons.org/licenses/by-nc-nd/2.0/)

AO/HLCP/0189 V3.0
“Don't tell people how to do things, tell them what to do and let them surprise you
with their results.” ~ George S. Patton

Managing the supply chain to enable it to respond to the humanitarian situation

requires not only the physical resources to be in place, but also the people to operate
and to manage the supply chain. Without these people in the right numbers, with the
appropriate skills, and who perform to the standards required by the operational plan,
success will not be achieved.

In the often frenetic activity of a push situation, we may not necessarily formally use all
of the techniques described in this section for managing our people. However, it is
important to understand the basic principles of how people are managed and to follow
the same steps and procedures as we move to an ongoing situation.

As we move from the initial stages of “push” to a more settled state and “pull,” time will
allow for a more stringent application of the principles and techniques used in managing
people. However, these pressures should not distract from our aim of managing
operations in a professional manner. Whether in a push or pull situation, we should be
endeavoring to apply the following principles of managing people.

To achieve this success, you need to consider the following areas:

 Recruiting and selecting people
 Planning, organizing, and leading teams and individuals
 Training and developing knowledge and skills

From the supply chain plan, we will have a good understanding of the goods the supply chain is
going to be required to acquire/move/store, the physical resources we will have (warehouses,
vehicles), and the time frame for the operation. Now it is important that we identify what people we
will need to recruit to operate the supply chain. This can be particularly important, as there are likely
to be other organizations which will also be looking to recruit people. A shortage of the right people

AO/HLCP/0189 V3.0
will have a significant effect on the operation of the supply chain, for example, if we can’t recruit
enough drivers.

The number of people we recruit may also be influenced by the organization’s policy to use local
labor, and to use labor rather than equipment (as covered in the Warehouse Unit).

It is important that we recruit the right people, supervise the individuals and teams, and develop the
people through providing training which will improve their skills and abilities. This applies to full-time
and part-time employees, as well as local volunteers.

In many organizations, the Human Resources (HR) department will be responsible for many of the
managing people activities, including recruitment and selection. It such cases your role may only be
to provide support to the Human Resources department to recruit people to help in running the
humanitarian supply chain. The process below shows the steps which would be followed, and the
contribution which you can make in each area.

The recruitment process is often the first experience an individual has of your aid agency. It is
important that the experience is as positive as possible, so that:
 Unsuccessful candidates leave with a positive impression and a feeling that the process has
been fair.
 Those who are successful gain an accurate impression of the organization and the job they
are going into.
 We are as certain as possible that we have made the right selection.
 We have encouraged the right caliber of candidates.

In the first stages of an operation, where goods are being pushed into the program, the process
followed may not be as stringent as it will be when we are in a position to “pull” the requirements
through. It may be that we take staff on a temporary basis, and that time will allow for little in the
way of formal training. In such situations, time pressures mean that we will only recruit people who
can do the job adequately, immediately, and without any training. However, the general principles
apply in all recruiting situations.

There are six key stages to the recruitment process that we need to follow:
1. Identify work which needs to get done. 4. How to find the people needed.
2. What do people need to do? 5. How to select the right people.
3. What types of people are needed (skills, 6. What action should be taken after
knowledge, physical attributes)? selection?

Before embarking on the procedure for selection, you need to ask yourself the question, “Have we
really got a vacancy?” What is the job which we require the person to do? Can it be done another
way? For example, if the job is to unload trucks, do we need 20 people physically to move the
goods, or do we have a forklift truck available, which will mean we can cut the requirement to 5
people?

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If there is a genuine vacancy and we have work which we need people to do, then we can move on
with the next stage of the process.

In any situation, we will need to consider the work which is actually required. In an emergency relief
situation, time may not permit us to produce a full job specification, and we may be hiring quickly to
meet immediate needs.

In an ongoing situation, we will have the ability to follow the principles shown below more formally.

In preparing to recruit people, you need to consider:

 What is the job?
 Specifying the job description.

This is the foundation stone of the operation. It is essential to describe the job for which we are
recruiting. This job description is the basis of the recruitment process. Where possible, it is good
practice to give employees the title and an up-to-date, detailed description of the job which they are
employed to do.

However formal or informal the job description, we cannot recruit unless we have some
specification of what the person is to do.

Often, when you have a vacancy and start looking at the job description, you usually find that there
are three different views about the job: what management thinks the employee should be doing,
what the employee thinks he is supposed to be doing, and what is actually going on.

The job description will need to include two main areas:

 The duties and responsibilities
 Working conditions and reward

Duties and Responsibilities:

 Main routine duties
 Special responsibilities for other people, equipment or material
 Most common difficulties in the duties and responsibilities

Working Conditions and Reward

 Nature of the work place (damp, dirty, noisy, etc.)
 Nature of the work (heavy, dirty, unvaried, solitary, etc.)
 Social opportunities of the work (companionship, prestige, team-work, etc.)
 What workers say they like most and like least about the work (this information might come
from exit interviews)

AO/HLCP/0189 V3.0
  Anything else worth noting, e.g. scope or lack of it, opportunities for development within the
job or promotion
 Job classification level (e.g. Officer) and pay or salary grade/amount

Title: Storekeeper

Reports To: Logistics Officer

Key Objectives:

Minimize time & cost

Maximize quality and utilization of resources

Duties & Responsibilities:

Supervises warehouse staff –

- 2 storemen
- 2 laborers

Issues store items against departmental orders

Maintains stock levels, re-ordering as required

Stock taking & overseeing physical inventory counts

Maintaining records of stock usage

Manages local purchases

Return defective equipment and materials to suppliers

Keep stores tidy

Operate forklift truck when required

Relationships:

Internal External

- All in-country staff - Suppliers

- Contractors

- Other NGO representatives

The person specification describes the ideal candidate. When we have a clear picture of the ideal,
we are in a position to assess applicants on the basis of how they compare with the ideal, not how
they compare with the other applicants, or with the population at large. HR may require your
professional input in some of the areas in drawing up the person specification.

AO/HLCP/0189 V3.0
The person specification identifies the essential characteristics and the desirable characteristics for
the job. If we decide to identify a requirement as essential, we are effectively saying we will not
employ a person without it. Desirable characteristics are the wider considerations you would like to
have, but where you would be prepared to consider alternatives. When putting the job description
together, we will need to think about the following factors, though not all of these will be relevant in
all recruitment situations.

ESSENTIAL DESIREABLE
Physical  Good health
 Good hearing
Attainments  Previous storekeeping  Storekeeping experience in the
experience humanitarian industry
 Good primary education  Some experience of successful
supervision of staff
Intelligence  Average common sense

Special Aptitudes  Good basic arithmetic

 Clear handwriting
 Orderly way of working
Disposition  Helpful & cooperative attitude
 Tactful in supervision of staff
 Honest
Circumstances  No home circumstances  Not living too far from the
requiring flex-time or excess warehouse facility (susceptible
time off from work to weather and traffic delays)

HR will be normally take responsibility for identifying the sources of candidates, but if you have
contacts which may be useful; it will be worth passing these onto them.

The HR process for selecting the right candidates will normally follow the steps of:
 Sorting the application forms
 Conducting the selection interview
 Make the selection
 Obtaining references (where necessary)
 Notifying the candidates
 Reviewing the procedure to ensure that you have not discriminated against any candidate

AO/HLCP/0189 V3.0
Working with HR, be sure to also consider:
 Posting the job on your organization’s website
 Advertising in local newspapers
 Advertising on job posting websites popular in the area you are recruiting
 Sharing the job posting through logistics associations and social networking channels. e.g.
The Humanitarian Logistics Association, LinkedIn, etc.

It is likely that you will be involved in some of these areas, particularly in the interview and selection
procedure, assisting HR to make the right choice of candidate.

Following the initial selection procedure, HR will produce a short-list of prospective candidates (and
it should be a short list!). In planning the interviews, you should aim to interview a maximum of six
to eight people, and you should not attempt more than six interviews in one day. Apart from the
delays caused by late arrivals and other administrative problems, interviewing is very demanding
and you need to be fresh to be fair to each candidate.

HR should allow about 30 minutes for a front line vacancy interview, and make sure that a 15-minute
gap is scheduled between candidates to write up notes and prepare for the next interview.

An interview is a conversation within a specific context and having a specific purpose, the pattern of
which is directed by the interviewer who should be listening more than they are talking.

There are three stages to the process:

 Preparation
 Interview
 Follow-up

P L AN TH E  HR should lead the interview, introducing the panel members and giving an
IN TE RV IE W easy lead-in for the candidate, and to break the ice. This should include an
introduction to the organization and the job, including salary details.
 You will need to make notes on the application form to remind yourself to
ask about areas of concern, or where you would like to know more.
 Plan the questions which you want to ask, and the order in which they will
be asked.

AO/HLCP/0189 V3.0
 P HYS IC AL The physical arrangements that HR should make to conduct the interview
AR RA NG EM E N T S should include:
 Choosing a place which will make a good impression
 Preparing comfortable seating
 Trying to find a room arrangement that will avoid you sitting directly
opposite the candidate, with a desk between you, as this creates a barrier
to free and open communication.
 Consider sitting across the corner of a desk or using a clipboard for
writing notes and have no desk at all.
 Putting a notice on the door to deter personal interruptions, and divert
telephone calls

P AP E RW O R K HR should ensure that you have the following available:

 Application form
 Job description
 Person specification
 Information about your organization
 Interview record form or paper for taking notes

Remember that the purpose of the interview is to find out whether or not this candidate would be
suitable for the job. Therefore, he or she needs to be relaxed enough to answer the questions
confidently, and you need to be listening more than you are talking (about 70% of the interview), so
that you can take in all he or she is telling you.

Structure of the Interview

You should agree upon the structure of the interview with HR beforehand, so that you know who is
going to ask what and when. Some useful hints on running an interview are attached below. While
not all of these may be relevant to the interviews which are being conducted for the work you have
available, it is worth reviewing this list to ensure that you know which apply:
 Establish a relaxed and friendly atmosphere
 Start with an opening remark to get the candidate talking
 Explain how you plan to run the interview and when the candidate will have the opportunity
to ask their own questions
 Encourage people to talk by using open questions (those beginning with Who, What, Why,
When, Where or How)
 Frame your questions to ask the candidate about a time or experience when he or she did
something, what worked well and, perhaps, what didn’t. An easy way to remember how to
formulate the question is the acronym STAR - situation/task, action, and result. This is

AO/HLCP/0189 V3.0
 known as behavioral- or competency-based interviewing. Past experience is often a
predictor of future results, and asking questions in this fashion allows you to hear and probe
into what the candidate has done.
 Talk about the past first (his or her job history or education and experience), then the
present (his or her current role and plans) and then the future (career aspirations,
expectations from the new job).
 Simply ask the questions and listen to the answers; you should not respond with your own
thoughts or opinions, or reveal your own biases.
 Be aware of your own prejudices and be particularly careful about judging people on their
appearances or modes of speech.
 As the interview develops, use more probing questions to try to uncover attitudes and
opinions, and to question areas of the application form where there are concerns.
 Follow up unsatisfactory answers with more questions.
 If a candidate seems very reluctant to discuss an area about which you are concerned, put
your concerns directly to the candidate and invite them to respond.
 You will need to summarize, from time to time, to ensure that you have correctly noted and
interpreted all the relevant facts and feelings.
 When you have completed your questions, change the tone and pace by giving a brief run-
down of the organization, its mission within the country, and the basic conditions.
 Invite the candidate to ask any further questions.
 Close by thanking the candidate and telling him or her when and how he or she will hear the
result.

As soon as the applicant leaves the room it is essential that you write up your notes and a summary
of your conclusions. It is sometimes helpful to mark each applicant under several headings
(experience, knowledge, qualifications, etc.) weighting marks by varying the top rating. If experience
is more significant than any other factor, you might mark out of 20 for this, and out of 10 for other
attributes.

If further information or validation of the outcome is required, a second round of interviews may
need to be conducted.

Following the interviews, HR will seek your recommendations on the suitability of the candidates
seen. The following will help you in coming to a suitable recommendation. You need to be sure that
you are measuring the applicants against the standard for the job, and not against each other. That
is why you prepared for the interview and drew up a person specification. It provides a yardstick
against which to measure them.

AO/HLCP/0189 V3.0
Think carefully about that for which you are looking. You need to appoint someone to the vacant
post who will perform well in the job, but who will also fit in with the team and with the organization.
Consider the two aspects of eligibility and suitability.

The right person for the job is one who is both eligible and suitable. Eligible candidates are those
who have all the technical abilities and the right skills, experience, and qualifications. Suitable
candidates are those who will fit in best and who have the right personality and attitude for the work
which we need them to carry out. We can map four types of candidates you may be choosing from:

High eligibility High eligibility

Low suitability High suitability

Low eligibility Low eligibility

Low suitability High suitability

In Case 1, the candidate would be a bad appointment, having neither the technical qualifications nor
the right personality.

Case 2 would not be a good choice either, having all the right skills but not the right person to fit
into the team.

Case 3 appears to be the ideal candidate – all the right skills and a personality to fit in with the job,
the team, and the organization. However, you should think twice before appointing this person. If
he or she is already highly capable, will he or she get the job satisfaction he or she is seeking? How
long will it be before he or she is seeking promotion or looking outside for another job? It may be
essential to the role that we recruit somebody highly capable, and if so, this is the right person, but
don’t automatically dismiss Case 4.

In Case 4 the candidate does not have all the technical skills and abilities, but is the right type of
person. Do we have time to train and develop them? If so, this might be a better appointment, and
he or she may stay for longer than the Case 3 candidate. You probably will not appoint someone
with none of the technical abilities, but consider the candidate who is barely eligible; he or she may
be a very sound appointment.

High eligibility High eligibility

Low suitability High suitability
POOR FIT IDEAL FIT

Low eligibility Low eligibility

Low suitability High suitability
UNFIT SURPRISE FIT

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Once you have completed the interview process and made your recommendations to HR, they will
need to take all necessary action to complete the recruitment process.

If the humanitarian aid program requirements are to be met, and be met efficiently, the individuals
and teams need to work together in a coordinated manner. They need to know what to do, when to
do it, and how well they are doing it. The manager’s role is to plan the work, organize the individuals
and teams who are to perform the tasks, and to lead them in the right direction.

In this element, we will consider the following:

 Planning the work of individuals and teams
 Motivating teams and individuals
 Appraising performance, training and developing teams and individuals

Planning the work of individuals and teams will follow the steps below:
1. Nature and definition of planning 4. Set performance standards
2. Setting work objectives 5. Agree targets
3. Define objectives/responsibilities 6. Controlling work

Planning means examining future trends, predicting requirements, thinking what is to be done; how,
when, where and who will do it, and then developing procedures and a plan of action to put it all
into practice.

Objectives may be set for you, or your team may be free to set its own objectives. It is a key
responsibility of team leaders, at all levels in an organization, to ensure that everyone understands
the objectives and how these contribute to the overall aims of the organization. People need to
have the objective clearly defined at the beginning of a task, and they need regular reminders as
they progress through the task to completion.

Effective managers manage themselves and the people with whom they work, so that both the
organization and the people gain from the manager’s presence. Results are obtained through the
people working in the organization. People and results go hand-in-hand.

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People who feel good about themselves produce good results. So, helping people to feel good
about themselves is key to getting more done. However, it must be remembered that productivity is
more than just the quantity of work done. It is also about the quality.

There are three steps to making people feel good through having effective goals:
 Define objectives/responsibilities
 Set standards of performance
 Agree upon targets

By so doing, people are clear on their work direction and uncertainty is minimized, while motivation
is greatly encouraged.

In most organizations, when you ask people, “What are you here for?” and then ask their bosses, you
will frequently get different answers. As a result of this, disagreements occur and people get into
trouble for not doing something when they hadn’t realized that it was part of their jobs.

Clearly, then, it is necessary to resolve the differences and agree upon an objective for each job type.
The objective should be short, say no more than 30 words.

Each role within an organization is designed, through the job specification, to achieve certain key
results. These results can be measured in terms of:
 Quality – how well the result is produced or performed
 Quantity – usually expressed as the amount completed in a certain time
 Cost – what it cost to carry out the activity
 Timeliness – when time is important for delivering results

For each area you will need to set up a measurable standard, which you will expect to be
maintained. These standards could change, depending upon the phase of the operation which we
are in, whether we are in push or pull. For example, during the push phase of a program, we will be
less concerned about cost, but timeliness will be of crucial importance. As we move to a pull
situation, this could reverse and we will look to deliver timely solutions, but in a cost-effective way.

Performance standards will:

 Help the employees to assess their own strengths and weaknesses.
 Ensure that they are working in conformity with organization standards.
 Help to develop job satisfaction and sense of fulfillment.

A performance standard is a statement of the conditions that which exist when the required result is
being satisfactorily achieved. A standard is not perfection, but simply a statement of what
constitutes an acceptable performance. Perfection is not the standard. Standards should be
attainable by the average person and able to be exceeded by superior performance.

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Every job can be expressed in measurable terms, no matter in which functional area the individual
or team is working.

Since the standards are common to all, some individuals may struggle to reach them; they need
special encouragement. Likewise, there will be staff who consistently perform above the standard.
They will require extra praise and, perhaps, something else to keep them motivated, like targets
which stretch and harness individuals’ capabilities.

It is obviously preferable to use as a standard the end result or output of the job. For example, in
assessing one of your driver’s performances, you should look at his or her record of accidents and
motoring convictions and compare this against the standard which you have set for this area.

Standards are of greater value if they are recorded. The piece of paper must not be seen as an end
in itself, but used as an instrument in the process of management.

Finally, for those who are capable of exceeding the normal standard, targets are designed to ‘stretch’
people and to harness their individual capabilities. Targets are agreed upon between the manager
and the individual, and they are often project-based. You should only agree upon one or two targets
with any individual at one time, and they should have different finish dates to avoid overloading.

A target isn’t a higher standard for a high-performing individual.

 Standards are common and imposed, standards are ongoing
 Targets are individual and agreed upon; targets are often short-term projects.

A target, like a standard, will have an agreed upon review criteria, and use the same type of
measures.

For staff to know the answer to, “What am I here for?” they need their responsibilities clarified in
terms of objectives and key result areas, with measurable, set standards. As part of your role in
motivating them and helping them to achieve a high performance level, you should agree upon one
or two self-development targets with them.

Having set standards and targets for individuals and teams, you now need to measure how well we
are performing. If the correct standards have been set, and are being achieved, then the overall
objectives in the operating plan should be met. But what happens when they are not met? Some
action needs to be taken either to achieve the standards or, if this is impossible as circumstances
have changed, then it needs to be reported up the management chain so that decisions can be
made on the operating plan.

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To understand how individuals and teams are performing you need to:
 Collect data to measure performance
 Compare results with standards
 Take corrective action

As with so many parts of the management process,

control is simple in principle, but it becomes complex in
its application. Even a small department will have many
control points, with different time schedules for each.
For example, in managing a warehouse, you may want
to know about goods dispatch rates on a daily basis, but
you will only need to review the site maintenance costs
at the end of every month. The actual situation in any
operating department requires multiple comparisons of
different standards with measurements of results.

On the human level, control often comes down to telling people what to do and criticizing them or
applying other pressures if they do not do what they are told. This aspect of controlling
performance is inescapable. It can pose a problem because many people do not like to be
“controlled” or to be corrected for off-standard performance. This has to be balanced, though, by
equally praising people for good performance.

Managers need to identify whether the failure to meet a performance standard is the result of
people not being able to carry out their roles through a lack of training or guidance, or whether the
failure is because of a refusal on the part of individuals to meet the requirements. For the former,
you can identify the training needs to correct this; for the latter, you would need to identify the
reasons for refusal and take the appropriate management action.

We build people by concentrating on their strengths, not on their weaknesses. However, to a

certain extent, the “criticism” difficulty must simply be endured. Part of the unique challenge of
management is exerting this control over subordinates, and accepting and dealing with any negative
effects as expressed in anger, resentment, complaints, or temporarily lowered morale. Knowing
how to motivate teams and individuals is an important management skill.

Over many years, sociologists and psychologists have been investigating human behavior through
interviews and the study of situations which arise at work. They have produced a body of
knowledge, which tries to explain why people behave as they do, and goes into how to influence
behavior.

These studies are particularly useful for present-day managers who have much less authority than
those of previous years.

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Managing people involves motivating and supporting people. In humanitarian situations, this can be
particularly relevant, e.g. people whose relatives and friends have been affected by the disaster
feeling that they are not able to do enough to help people affected by the disaster, seeing people
dying. You may have to motivate people who are stressed and traumatized.

It is also important to recognize that it can be difficult to motivate and support people if you are
feeling down, affected by your circumstances, and are tired.

To identify how to motivate teams and individuals you need to consider:

 Human needs
 Needs and motivation
 Praising, criticizing and feedback

We are motivated by our needs.

Everyone has a set of needs, which they spend most of their lives trying to satisfy. All through our
lives, we are motivated by needs.

These needs may be either physical needs or social needs.

Motivation, in a job context, is getting people to do things willingly and well. A manager, therefore,
helps people to motivate themselves by providing appropriate incentives. These incentives
encourage people to change/amend their behavior. This behavior is directed toward satisfying
needs.

We need to accept three basic concepts from behavioral science, though even these need to be
considered in the context of the humanitarian situation.
 That people can actually enjoy work
 That people are capable, and want to, make decisions about their work and want to
contribute to success
 That job satisfaction comes from being able to exercise control, to perform meaningful
tasks, and to achieve tasks

From these, we can see people have the following requirements:

 Need to contribute to assist others
 Need to be in control (and make decisions)
 Need for achievement

Our challenge is to provide all these needs at work and to make them a part of the “incentive
package.”

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The basis for motivation is having our needs satisfied. As individuals, we have varying needs. In
managing our people we need to unlock these needs and generate them at work. A simple
guideline is provided below:
 Tell people what you expect. Give clear direction and set goals/objectives.
 Uncertainty is a stress factor. Remove it! Share information.
 Make work valuable - give valuable benefits. Any changes to the benefits within a particular
job will need to follow the laid down HR procedures.
 Give work to people which they enjoy doing/do well.
 Make work “do-able” - give the resources needed (e.g. train, coach), encourage and support
them.
 When working, give “feedback” - give praise and reinforce success (i.e. continually, not just
once per year).
 If correcting weaknesses, then criticize behavior, not attitudes/personality.
 When they have done what you want, give rewards - give “internal rewards” (e.g. what each
individual wants, thanks, praise, positive feedback).
 In some cases it may be possible to give “external rewards” (e.g. promotion, money, praise,
achievement, growth, responsibility, interesting work, etc.) (Evidence suggests though that
the effects of “external rewards” are not as long lasting as giving “internal rewards”). As
above, any external recognition here will need to follow the HR procedures for your
organization.
 Set a good example - be the right role model through your own behavior, remember the
attributes required to establish your “personal authority”.
 Listen to your people and learn from them. Generate a “showing interest” climate.

We have said that it is important that we give teams and individuals feedback on how they are
performing. If this feedback is solely negative and in the form of a “telling off,” it is de-motivating.

Positive feedback, with constructive suggestions, will give encouragement towards improving future
performance.

You need to be able to criticize constructively. Recall that you build people (and performance) by
concentrating on their strengths, not on their weaknesses.

To help people reach their full potential, you need to catch them doing something right. When you
do approach them and praise them, briefly say what they have done. It must be immediate; it is no
good to store them up.

AO/HLCP/0189 V3.0
Praising will motivate people to reach their goals and objectives. Praising aims to make people feel
good. It will work when:
 You tell people right from the start that you are going to let them know how they are doing.
 Praise them immediately when they do something right.
 Tell people what they did right - be specific.
 Tell people how it helps the organization and the other people working there.
 Stop for a moment of silence to allow it to sink in.
 Encourage them to do more of the same.
 Let them know in a way that makes it clear you support their success.

When people have been doing a job for some time, they know how to do it well, but when they make
a mistake, it is necessary to respond to the mistake.

First, you need to gather the facts and then see the person concerned. Tell him or her precisely
what he or she has done wrong, in only about 30 seconds. Let it sink in. Finish the critique with
praise so that the individual does not remember the way you treated him, but focuses on his
mistake.

The critique works well when you:

 Tell people beforehand that you are going to let them know how they are doing, and in no
uncertain terms
 Do it immediately
 Tell people what they did wrong - be specific
 Tell people how you feel about what they did wrong - be specific
 Stop for a few seconds of uncomfortable silence to let them feel how you feel
 Reach them in a way that lets them know you are honestly on their side.
 Remind them how much you value them and how well they normally work
 Reaffirm that you think well of them, but not of their performance in this situation
 Realize that when the critique is over, it’s over

Remember you are criticizing the behavior, not the person.

Performance appraisals are essential for the effective management and evaluation of staff.
Appraisals help to develop individuals, improve organizational performance, and to feed into
organizational planning. Formal performance appraisals are generally conducted annually for all

AO/HLCP/0189 V3.0
staff in the organization. Each staff member is appraised by his or her line manager. Annual
performance appraisals enable management and monitoring of standards, agreeing upon
expectations and objectives, and delegation of responsibilities and tasks. Staff performance
appraisals also establish individual training needs and enable organizational training needs analysis
and planning.

Performance appraisal information can also feed into organizational annual pay and grading
reviews, and coincides with the organizational planning for the next year. Performance appraisals
generally review each individual’s performance against objectives and standards agreed upon at the
previous appraisal meeting. Performance appraisals are also essential for career and succession
planning.

Performance appraisals are important for staff motivation, attitude and behavior development,
communicating organizational aims, and fostering positive relationships between management and
staff. Performance appraisals provide a formal, recorded, regular review of an individual’s
performance and a plan for future development.

In short, performance and job appraisals are vital for managing the performance of people and
organizations.

One of your duties is making these detailed judgments about the quality of performance of
subordinates. In the humanitarian situation you will want people to become competent in as short a
time as possible.

This will mean developing a mentality of assessing people’s skills and knowledge at an early stage of
their employment. You will need to monitor how they carry out their jobs; can they do it safely,
following the procedures which have been set down for the task? For example, can they lift sacks in
a safe manner which will prevent injury? Do they follow the correct procurement procedures? Do
they complete all necessary paperwork at the required time?

One result of making these appraisals is to discover weaknesses in performance and areas where
work or results are unsatisfactory. These negative discoveries provide critical information for the
early stages of the training cycle. They point out a range of performance areas where training might
help. It is critical that these needs are recognized and action is taken to identify the actual training
need.

Whether you are training a permanent, junior manager for future development or a locally-
employed warehouse operative starting out in the warehouse, there will be a training need. To
minimize the impact on your operations, this training needs to be properly planned, organized,
directed, and controlled.

When you are working with locally-employed personnel, you will also need to ensure that you take
proper notice of local customs and procedures.

In completing appraisals, some other considerations would be:

 Definition of skills and knowledge

AO/HLCP/0189 V3.0
  Coaching
 Identifying and managing stress

There can be some confusion over the two words skill and knowledge:
 Skill is the ability to do something.
 Knowledge is about having the underlying understanding of it.

It is quite possible to have the knowledge but not the skill to put it into practice.

Some individuals may have the skill to achieve something, but do it simply because they have been
shown how and they have no underlying knowledge of it.

In most humanitarian situations, we will want to ensure that we are working with competent people.
Competence is having both the knowledge and the skills required to do the job. Our approach to
training should identify whether there is a gap in a person’s skill, knowledge, or both, and then be
tailored to fill the gap. This requires a systematic approach to training.

As individuals move along a development path they, will at times, need assistance to ensure that
they keep on the right track and also progress at an appropriate rate. Managers can assist in this
area by coaching individuals in their development, particularly for other managers or supervisors
who may be working with you.

Coaching can be defined as being a process which enables someone to do something better than
they would have done had the coach not been there.

In broad terms, coaching should be directed at all of the following objectives:

 Amplifying an individual’s own knowledge and thought processes
 Improving the individual’s self-awareness and facilitating the winning of detailed insight into
how the individual may be perceived by others
 Creating a supportive, helpful, yet demanding, environment in which the individual’s crucial
thinking skills, ideas, and behaviors are challenged and developed

When you decide to undertake the coaching of colleagues, you should be aware that, if carried out
correctly, it will, at times, result in the uncovering of attitudes and personal facts that the person
being coached would not want to have made public. Therefore, a key element of coaching is that of
trust, and the creation of this is a key to successful coaching. In many instances, those being
coached find it more comfortable to be coached from someone who is not in their direct
management chain.

To improve, two basic factors need to feature within an individual’s attitude towards performance:
 A willingness to change

AO/HLCP/0189 V3.0
  A willingness to find out what you need to do in order to change for the better

Fortunately, willingness to change is a diminishing obstacle in today’s world. Coaching is maturing as

a concept and people are getting accustomed to the idea that coaching is not just a remedial
intervention for people who aren’t doing well, but rather a means of helping people who are already
doing well to do even better.

Add those two factors together and you have a formula for being more successful in the future. The
truth is that, whatever level of performance we reach, there is always going to be an “increment of
improvement” available to us.

There are four basic styles of coaching, two of which fit together, supporting, encouraging, directing,
and guiding. Supporting and encouraging are concerned with helping the people being coached to
feel good about their progress and to look for more opportunities to improve. Directing is
concerned with pointing out the direction to be followed or even saying what should be done.
Guiding is about assisting the people being coached to find their own direction and identify what
they need to do.

A good coach will use all four styles, as appropriate to the people being coached and the
circumstances at the time. For example, individuals who have no idea of what they need to do may
require, in the initial stages, a lot of directing but, as they move forward, this will be changed to
guidance.

Stress, in, people is defined as the failure to adequately respond to mental, emotional, or physical
demands whether actual or imagined. <source: http://en.wikipedia.org/wiki/Stress_(biology)>

Most aid organizations have recognized the need to identify, treat, manage, and minimize stress.
There are excellent sections in the field manuals of several organizations that which be found on the
internet.

The main areas of focus concerning stress are:

 Preventing and minimizing harmful stress
 Identifying stress symptoms
 Dealing with stress

Most stress can be traced to a person’s needs not being met. The following diagram illustrates the
hierarchy of peoples’ needs, with the most fundamental levels being the lower levels of the pyramid:

AO/HLCP/0189 V3.0
 Source: Maslow’s Hierarchy of Needs, Wikimedia Commons licensed,
http://en.wikipedia.org/wiki/File:Maslow%27s_Hierarchy_of_Needs.svg
The most basic physiological and safety needs must be met before people begin to focus on higher-
level needs. It is only when they are focusing on these higher-level needs that they can perform as
functional team members.

As a manager, you can prevent, or minimize, stress for your team by ensuring that people’s needs
are considered, and met, and provided for where possible. Be aware that needs not being met,
especially in the lower levels of the pyramid, are the most important to meet to minimize stress, e.g.
provision of food, water, and security.

Once in the field, especially during the early phases of an emergency relief program, people will be
working in some of the most stressful situations they’ve encountered. You may personally be
affected but, as a manager, you need to recognize that those working on your team and around you
are likely to be more affected, as it is their relatives, friends, associates who are the most likely to
have been caught up in the situation.

It is important to watch for common signs of stress amongst your team members. Be on the
lookout for:
C O G NI T IV E S I G NS EM O TI O NA L S I GNS
 Poor judgment  Moodiness, irritability, hostility
 Inability to make decisions  Anxiety, depression
 Forgetfulness, lack of attention to detail  Self-deprecation and reduced self-esteem
 Inability to concentrate  Feeling lonely, isolated, or depressed

AO/HLCP/0189 V3.0
 P HYS IC AL S YM PT O MS BE H AVI O RA L C HA N G E S
 Aches and pains  Eating too much or not enough
 Acne  Sleeping too much or not enough
 Diarrhea or constipation  Social withdrawal
 Nausea  Procrastination or neglect of
 Dizziness responsibilities
 Chest pain, rapid heartbeat  Increased alcohol, nicotine, or drug
 Neck pains. consumption.
 Nervous habits such as pacing about, nail
biting

The following has been adapted from “Coping with stress” from Health Canada (http://www.hc-
sc.gc.ca/hl-vs/iyh-vsv/life-vie/stress-eng.php#mr).

People are different, and so the best way to deal with their stress will vary. The following list
identifies some ways to try to deal with stress:
 Identify the problems. What is causing the stress? Which of the needs in the pyramid are
not being met? Once you know what the problem is, you can do something about it.
 Work on solutions. Start thinking about what you can do to relieve the problem. Take
control over the issues you can manage. This might mean improving security, improving
access to food and water, or talking to your organization’s stress counselor. Also ask
yourself what will happen if you do nothing. Once you make some changes to deal with the
needs that aren’t being met, you will begin to see results.
 Talk about problems. Ensure that there are opportunities both in the workplace and socially
for your team to let off steam and talk about their problems. By venting feelings, people can
relieve some stress. Secondly, they may share solutions to problems.
 Promote physical activity. Physical activity is a great stress reducer. Ensure that people
have places to walk, do some exercises.
 Facilitate a get-away. Ensure that people on your team have opportunities to get away from
their work environment. This might include scheduled rest and relaxation leave they can
look forward to, or even just organizing day trips.

The best way to implement these ways of dealing with stress is before you see the stress symptoms
identified in the previous section.

When all else fails, and where those affected by stress are having a negative impact on others and
the ability to deliver the program, these people will need to be managed out of the team, albeit in a
sympathetic manner, and with dignity.

AO/HLCP/0189 V3.0
AO/HLCP/0189 V3.0
AO/HLCP/0189 V3.0
Especially when operating in the field, the ICRC travels around in convoys. Because of the nature of
the ICRC operations, being unarmed in conflict situations, we often travel around in a group of
vehicles. This is for protection purposes. The Head of Delegation decides in what situations this is
necessary.

The aim of this paragraph is to provide general guidelines to ICRC conveyors. The list of
responsibilities is designed to practically help conveyors and drivers in the field, before, during, and
after a convoy.

The Vehicle Fleet Manager (or Logistics, in case there is no VFM) assigns a convoy leader. This
person is responsible for ensuring efficient and trouble free convoys.

The convoy leader must be prepared and able to accept the responsibilities for a secure, safe, and
efficient operation of the convoy under his control. His role begins long before the engines start,
and finishes long after they are shut down.

Convoy leaders should be utilized to the fullest in the preparation and planning stages of convoys.
To help convoy leaders to perform, their detailed tasks are hereunder described in a checklist form.

Obtain from the relevant department(s) the objectives of the convoy:

 What is to be conveyed.
 When it is required.
 Where it is required.
 Any special or specific locations that must be passed through or avoided.

Select the vehicles upon all information available:

 Load capacity.
 Weather conditions.
 Road safety.
 Fuel consumption/vehicle range.
 Time available (duration of convoy).
 The front (and rear) vehicles should be a lighter vehicle to increase mobility and adaptability,
including Medevac arrangements.

AO/HLCP/0189 V3.0
  Appoint a deputy leader, to travel in rear vehicle to monitor, and report convoy clear at
checkpoints, etc.
 If possible the convoy should carry at least one extra driver, to cover in the event of minor
accident or illness.
 Experience and level of training adapted to the task.
 Drivers should be in good health and emotionally stable.

 Details of actual route and road assessment to be taken in writing.

 Possible alternative routes.
 Pre-arranged points for radio checks.
 Known checkpoints.
 Consult previous route plans and users.
 If possible carry a person familiar with the route.
 Point at which progress should be measured against time available and/or turning points
 Possible safe locations for logistical or overnight stops.

 Fuel.
 Food/drink.
 Accommodation.
 Secure parking.
 Red Cross markings and flags.
 Special needs.

 Local authority permission to move convoy.

 Notification to Military or other authority(ies).
 ICRC security clearance.
 Field Trip Form.

 Inform base and destination of departure.

 Inform base and destination of ETA (estimated time of arrival).
 Any change to plan, inform base and destination, via relay if needed.

AO/HLCP/0189 V3.0
  Confirm use of VHF and channels.
 Confirm use of HF and channels.
 Possible use of Sat phone.
 Radio checks with all convoy vehicles.
 Do not permit excessive or unnecessary use of radios.
 Maintain radio watch throughout convoy.
 Carriage of portable radios for convoy leaders + 2 per convoy for control in the event of
incident dismount - attached to person, not left in vehicles.

 One factor that saves lives is advanced planning, each and every person knowing how to
react in the event of a hostile action. Action in event of: mines, shelling, and gunfire.
Remember: property has no value if lives are at stake.
 See the security briefing sheets on these threats.
 A contingency plan should be drawn up in the event of injury or breakdown.

 As many persons in the convoy as possible should be first aid trained.

 Each person should know the location of the bulk medical kits & stretchers.
 Each vehicle should carry a small first aid kit.
 Communications should be possible to contact medical trained persons for assistance.
 The convoy leader should be issued a light vehicle, which would be capable of carrying a
casualty on a stretcher, as a makeshift ambulance.

 Convoy members should be aware of how to safely use the equipment available.
 All equipment should be checked at regular intervals for conditions.
 Towing procedures have to be established and practiced.
 Emergency recovery plans have been prepared and checked.
 Consider safety first if there is imminent danger to life. Property has no value, give it up
rather than risk life unnecessarily.
 At planning stages, note the location of heavy recovery vehicles and their condition.

 Prior to any field trip or convoy, the convoy-leader should be given a full and detailed
briefing regarding the current security situation.

AO/HLCP/0189 V3.0
  The security information should then be passed onto all persons traveling in or with the
convoy and should include :
o General security situation.
o Previous reports of incidents on route.
o Previous reports on security at destination.
o Support available, if any (ICRC sub-delegation, MSF, UN, etc.).
o Radio channels.
o Chain of command.
o Location of portable radios.
o Reminder of action of each person in response to security incident.
 In particular, the chosen and alternative routes should be given attention and clearance by
the person designated in charge of security for which an individual signature should appear
on the field trip form.
 Only one language should be used on convoy.

In addition to the security information, the following information should also be presented.
Opportunity must be given during the briefing for drivers and passengers to ask questions.
 Convoy task (where, why, when, how).
 Position of the vehicles and the location of field officers and passengers.
 Radio channels normal and emergency use including call signs.
 Action in the event of breakdown.
 Action in the event of security incident.
 Law, speed, spacing & distances.
 Reporting defects.
 Vehicle readiness, fuel, load, etc.
 No consumption of alcohol before and during convoy.
 Location of first aid kits and arrangements.
 Personal document checks, ID, passports, etc.
 Vehicles document checks.

 Forms should be completed and submitted well in advance.

 Security clearance for a field trip on a chosen route, including alternative routes signed by
an authorized person.
 Final confirmation immediately prior to departure of all details on form, or notification of
changes and reasons. Correct notification and submission of field trip forms increases
security by permitting other persons to travel with convoy. This reduces single vehicle
movements because of the lack of coordination and increases security for all concerned.

AO/HLCP/0189 V3.0
  Throughout a convoy it is necessary to demand and to enforce convoy discipline. That is
applying the instructions and information given before convoy at the convoy briefing.
 In respecting the legal speed limits, set a certain speed for the convoy.
 Vehicles flying the ICRC flag should not exceed 60 km/h.
 The slower trucks and trailers-trucks should lead the convoy.
 Keep visual contact with the vehicle (front and back) making sure that all vehicles arrive at a
checkpoint at the same time.
 No vehicles, once they have been allocated a position, should change position in running
order without express instructions to do so. This is for security and safety reasons in the
event of incident when one or more vehicles are lost or damaged for ease and speed of
identification.
 Keep the convoy tight together and avoid non-ICRC vehicles to fit among the convoy.
 No convoy should ever run on more than one radio channel. When it is necessary for
convoy leaders to change channel, notification should be made to the convoy deputy, who
should then assume temporary control until notified of the attention/return to convoy
channel by convoy leader.
 Should the last vehicle not be a land cruiser, the last truck must be equipped with a VHF.
 The convoy should maintain in regular contact with the base and/or the destination stations
as per previously agreed, especially at checkpoints. Outside this, checks should be made to
ensure continual radio communications in the event of an incident.
 Any deviation from plans should be submitted for agreement to base and destination.
 In the absence of a delegate, designate one person to do the negotiating with Military
personnel or officials.
 In case of emergency/security incident, immediately inform the (sub) Delegation.
 If a convoy is over a long period or if new information becomes available, an additional short
briefing should be held in a safe location.
 Stopping points should be pre-planned for relaxation, food, etc. These should be at regular
intervals of no more than two and a half hours, providing it is safe and secure to stop at
such time.
 During stops or rest periods, the convoy leader should check that all vehicles and drivers are
problem free.
 Do not hesitate to abort the operation should the security situation so dictate.
 Notification of arrival to all concerned.
 Write down all points to be improved for future convoys.

AO/HLCP/0189 V3.0
  Formal notice should be made to arrival point and other interested stations of the convoy’s
arrival/return.
 Vehicle keys should be centralized and secured, allowing use of vehicles without first
locating past drivers.
 Debriefing after convoys allow for problems to be rectified immediately. Debriefing should
also include advanced information of future known plans.
 Prepare a trip report to assist others in planning future trips. Give official letters back, if any.

Data is given in liters per cubic meter of fuel.

TA BL E 1 Corrections from this table multiplied with cubic meters of fuel to be summed
with actually received liters of fuel to get corrected number of liters.

TA BL E 2 Corrections from this table multiplied with cubic meters of fuel to be deducted
from actually received liters of fuel to get corrected number of liters.

AO/HLCP/0189 V3.0
 1. Wherever it is possible fuel should be measure by weight and not by volume, because
weight is constant and does not depend on temperature.
2. Temperature measurement is the best in the middle of measured fuel level.
3. As after loading fuel in tank is stirred up measurement of fuel level with stick must be done
only after the fuel is settled.
4. Standard is that level of fuel is calculated to temperature of 15°C.

At loading place 10'000 l of diesel fuel are loaded in truck and temperature of fuel was 15°C. Fuel is
delivered to some other location and during the trip because of atmospheric conditions has
changed temperature. Before unloading temperature of fuel in truck was 20°C.

10'000 l = 10 m3 10 x 4.0 = 40.0

10'000 + 40.0 = 10'040

Level of fuel measured in truck with stick has to be 10'040 l.

At loading place 10'000 l of diesel fuel are loaded in truck and temperature of fuel was 15°C. Fuel is
delivered to some other location and during the trip because of atmospheric conditions has
changed temperature. Before unloading temperature of fuel in truck was -2°C.

10'000 l = 10 m3 10 x 13.7 = 137

10'000 - 137 = 9'863

Level of fuel measured in truck with stick has to be 9'863 l.

Level of diesel fuel in fuel tank in the ground needs to be checked. First method of measuring is by
stick. Stick shows 26'600 l of fuel in tank. Then temperature of fuel is measured. Thermometer is
putted in the middle of fuel volume. It showed that temperature is +2°C.

26'600 l = 26.6 m3 26.6 x 10.5 = 279.3

26'600 + 279.3 = 26'879.3

Level of fuel in tank is 26'879.3 at 15°C (standard temperature).

Level of diesel fuel in fuel truck needs to be checked. First method of measuring is by stick. Stick
shows 21'300 l of fuel in truck. Then temperature of fuel is measured. Thermometer is putted in
the middle of fuel volume. It showed that temperature is +32°C.

AO/HLCP/0189 V3.0
21'300 l = 21.3 m3 21.3 x 13.7 = 291.8

21'300 - 291.8= 21'008.2

Level of fuel in tank is 21'008.2 at 15°C (standard temperature).

AO/HLCP/0189 V3.0