Equipment Type

Construction Equipment Executive Institute

Learn the fundamentals of fleet management from our collection of articles and videos. The best in asset management for the construction equipment professional.

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Equipment Executive Articles

In my February 2011 column, I suggested that the number of equipment-manager positions was declining.

We constantly work to balance the cost of owning and operating our fleet with the revenue earned by charging jobs for the equipment they use. It occupies a large portion of every day.

The AEM/AEMP telematics standard is a major step forward. Many people have worked long and hard to reach this point, and we should all be thankful for their efforts.

Equipment-using organizations often use their fleet to promote their brand. The name is on both sides of the equipment; their logo identifies the organization. Senior managers get quite involved and particular when it comes to how the company brand is portrayed.

There are pros and cons to painting equipment with a unique color scheme.

Equipment is a capital-intensive business, yet capital is a scarce and expensive resource. That is why so much of what we do is focused on capital expenditure (capex) and the capital-expenditure budget.

This structured process pulls together the required information in order for it to be used to produce excellent equipment rates.

Setting the internal charge-out rate is probably the most difficult, contentious and important task that an equipment manager needs to perform. Let’s look at each of those words to better understand the situation and then attempt to develop a process that helps.

Every equipment organization I’ve ever known has a problem with theft and security of their small equipment. When I say small equipment, I’m talking about small generator sets, tamps and jumping jacks, cut-off saws, small pumps, and dozens of other such items. It’s the group of tools with relatively short lives, and most all of them cost well under $5,000.

Decisions made at each juncture lead to seven possible acquisition outcomes.

 

 

What is best: buy, borrow, lease or rent? The question comes up often, and there are no right answers, only intelligent choices. Although cost is certainly important, it is not the overriding consideration. Many other factors and risks must be considered.

C.E.M.P LEARNING MODULES

Understand the differences and use them to improve cost control.

Learn the six principal functions of equipment management.

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