“We have decided to be overstaffed in our management division in order to avoid any production bottlenecks and to ensure our customers a quality of service and deployment that is always exemplary”, comments Fabien Dieu, at the head of Ask Group, a young company specializing in the outsourcing of fleet management, which is currently drowning in demand.

This testimony illustrates fairly well the growth of fleet management in France. Just like the numbers from Sesamlld. This union, which brings together mobility and LLD players, specifies that last year, 468,000 vehicles made available by its members (ALD, Arval, Leaseplan, Diac Location, among others) at the service of professionals were administered by managers outside the fleets, sometimes by the lessors themselves, quick to commit to this segment in order to consolidate their positions.

The reasons that push fleets to delegate their management

“The business of fleet management is not new in France but is experiencing significant growth”, confirms Raphäel Rousset, CEO of Mobilease, an independent firm specializing in reducing the costs of vehicle fleets. “More and more companies, whether they are SMEs, mid-cap companies or large groups, are calling on fleet management players to optimize their purchases and / or the operational management of their fleet”.

The reasons for this membership would be multiple according to Raphaël Rousset. First of all, “The job of manager has become very complex and time-consuming. It requires multiple skills and very good knowledge of the entire ecosystem.” Then, beyond the fact that purchasing methods have evolved (from rent to TCO * then from TCO to TCM-mobility), that companies are more financially constrained than in the past, and beyond the fact that there are many players in the value chain (manufacturers, rental companies, telematicians, software publishers, car-sharing companies, fuel providers, among others) other, more recent factors would contribute to increasing the trend of outsourcing.

Raphaël Rousset mentions in particular “the energy transition, which brings about a profound transformation of the sector and requires more detailed expertise to carry out the necessary trade-offs and take the right decisions”. He also quotes “regulations and taxation, which are constantly evolving with more and more specificities: WLTP standards, LOM law, Climate law, ecological bonus, quotas for” clean “vehicles, Low emission zones (ZFE) …”

The effects of the health crisis have consolidated demand

Raphaël Rousset, like most observers who work on the specialized subject of fleet management, underlines that the health crisis has also had an impact on the increase in outsourcing requests.

The Covid 19 pandemic, the periods of confinement that it entailed and the reorganization of work methods that it imposed, would have indeed contributed to encourage French companies to delegate more their fleet management issues. A situation that the Ask Group teams also say they have felt.

“Our historical clients have tended, in recent months, to extend the scope of the actions delegated to us in order to focus on their core business”, notes Fabien Dieu. “For example, some had retained within their purchasing department the negotiation of the conditions and the definition of the Car Policy, but the current context (increase in costs, shortages, relocation of sourcing …) mobilizes their buyers on business purchases and they have therefore now decided to entrust us with these tasks. “

According to the latest figures from the LLD, which is the acquisition (possession) formula favored by 60% of French fleets, the activity of fleeters did not weaken in the first half of 2021. Indeed, the volume of vehicles increased by 2.5% compared to June 2020. But above all, if we look further in the retro, we see that it has jumped by 48% since 2015, year during which the approach concerned only 317,000 vehicles.

* Total Cost of Ownership (TCO): Overall cost of vehicle ownership

Quiétalis has chosen to delegate: “The vision of spending is made easier”

Vivien Dubois is the Purchasing Manager of Quiétalis, a group specializing in the installation and maintenance of professional kitchens. The company owns 320 vehicles and has chosen to outsource its fleet management.

What issues or context prompted you to outsource your fleet management?

The geographical context of the establishment of employees in the national territory (multisite network) was a determining factor in this choice. The number one objective being to make the fleet and its management homogeneous, it is important that everything be centralized and not randomly managed locally. Then, the scope of the subjects that revolve around the car fleet is such that the choice must be made between the allocation of an internal resource perfectly expert in the overall management of this fleet or the delegation of this to an expert. external. A financial study quickly made me opt for outsourcing, to Fatec Group.

What are the benefits for your daily life today?

The single entry point for requests related to the car fleet is the fleet operator. Only the really problematic subjects are the subject of a request by the latter to my purchasing and / or general services teams. The setting up of Copil (Editor’s note: steering committees) each quarter gives me a clear vision of the evolution of the fleet: movements, costs, recurring problems, savings made, forecasts, technological and regulatory watch. The saving of time for me is therefore monstrous. In addition, we are guaranteed to have an expertise on all our maintenance costs (estimate study, negotiation on behalf, access to negotiated preferential rates, etc.). Most of the expenses are paid by Fatec Group, then re-invoiced to the euro-euro. The vision / control of my expenses is greatly facilitated.

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In a business market still weakened by the consequences of the health crisis (- 8% since January compared to 2019), manufacturers know that they must constantly mobilize to maintain or integrate their cars among the elite of the B2B market. This mobilization appears all the more necessary as the match between the different carburations has never been so fierce in the passenger car segment. We are indeed witnessing a sustained redistribution of cards since June 2020. Gasoline and diesel are confirming their loss of speed month after month in favor of alternative engines, which are recording insolent growth, in three figures.

The market shares * of the main energy sources over the last eight months are as follows: 37.6% for Diesel, 29.8% for gasoline, 25.8% for hybrids (including 13% for rechargeable) and 5.7% for 100% electric.

Behind these percentages and beyond this ongoing rebalancing, let’s take a look at the models that marked the summer of 2021, the sometimes tight gaps between registration volumes, the positioning of historical bestsellers, the entry into lice of the newcomers.

Stellantis has won the top 5 diesel cars distributed to pros

Over the past two months, Stellantis has been a hit with diesel passenger cars. The French group has placed eight of its cars among the top ten on this fuel, even grabbing the top 5 as a whole.

The Peugeot 3008 dominated the segment with 2,095 registrations recorded over the summer period. The model was followed behind by its 2008 little brother (2nd with 1,907 units) while the Citroën C3 cousin was placed 3rd, ahead of the compact 308 and the other lion SUV Peugeot 5008.

In this context, the great rival Renault was content to play the referees, ranking 8th with his Mégane, which totaled 561 catches in July-August.

Note that Volkswagen was the only foreign brand active in this top 10 of the diesel passenger cars most distributed to pros during the summer. The valiant Tiguan showed real consistency, taking 7th place over the two-month period, with an overall volume of 709 deliveries.

Renault Clio won the petrol models match

Among gasoline VPs, the Stellantis team has again made a name for itself. It stood out in terms of bimonthly volume, installing the Peugeot 208, 308, 2008 and Citroën C3 among others in the top of the roped.

This tour de force did not prevent the diamond brand from performing well. Renault was indeed illustrated with its Twingo (8th in the cumulative two months) but above all, won by far with his Clio. The fifth-generation bestseller, first trailing a hair’s breadth in July, then had a better August than the Peugeot 208, thus closing the year with 2,414 new registrations, compared to 1,766 for the muse of the lion.

The top 10 petrol passenger cars also won two foreign brands, one more than among diesel passenger cars. Volkswagen has sold 422 units of its Polo VI over the entire eight weeks. Meanwhile, Mini garnered 133 votes with its Mini III.

Hybrids: Peugeot 3008, Toyota Yaris and Hyundai Tucson on the podium

When we look at the AAA Data ranking of hybrid car registrations (full-hybrids, plug-in hybrids and light hybrids), we first see the great diversity of brands represented.

With the exception of the Peugeot 3008 which also wins in this category with 1,321 units, but also of the Renault Captur (5th) or the Citroën C5 Aircross (10th), it is precisely the foreign firms that have been the most visible, unlike the top 10 petrol and diesel.

The summer performances of the Toyota Yaris (2nd with 1,170 units) and the Hyundai Tucson (3rd with 1,108 votes) are worthy of note. We will also note the beautiful dynamics of the BMW X3 which ranked 6th, or the good results of Ford, with its Puma.

The Renault Zoe, the Peugeot 208 and the Tesla Model 3 have driven 100% electric sales

Like hybrid powertrains, 100% electric powertrains have brought together a wide variety of brands and models to serve the business target.

A pioneer of its kind, largely in the lead for years in the zero-emission car segment, the Renault Zoe must now deal with the competition. It nevertheless occupied pole position this summer with 540 registrations, just ahead of the Peugeot e-208, 2nd with a total of 481 copies.

The Californian manufacturer Tesla also behaved very well, clinching the stage victory in August and 3rd place overall with its Model 3 (440 copies). At the same time, we must underline the score of the Mini Electric (4th), the presence of Volkswagen with its ID.3 (8th) and the breakthrough of the Chinese SUV MG ZS (9th with 78 units) in this upper part of the electrical panel.

* Market share statistics collected from the Arval Mobility Observatory.

• Summer report, by type of energy, of new passenger car registrations in the fleets between July 1 and August 31. Source AAA Data

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The state of Lower Saxony has ordered 215 Volkswagen ID.3 electric vehicles in response to a sharp increase in sales of electric vehicles in Europe.

The Lower Saxony state police will soon be able to sneak up on criminals unnoticed after the German state purchased 215 Volkswagen ID.3 electric hatchbacks. The ordered model will receive a civilian specification. In other words, the model will not receive a bumper amplifier or special color scheme, but may have other equipment, including a radio station, siren and magnetic LED beacons. These electric vehicles are expected to be used by detectives and police officers in Lower Saxony.

The first 10 copies were handed over to the police fleet this month in Hanover, at the headquarters of the state police. Police have also placed an order for 175 Passat GTE plug-in hybrids, which will join the fleet of 160 other Passat GTEs. Volkswagen indicated that the order of 215 copies of the ID.3 hatchback is the largest to date in Germany, but noted that the city of Vienna, Austria, is currently testing the ID.3 and ID.4 for police use.

“This decision in favor of Volkswagen is important and can serve as an example for the authorities in other federal states in Germany and beyond,” said Holger B. Santel, head of Volkswagen Germany. “We have a large number of proposals and we hope that other authorities in Germany and Europe will soon also increasingly rely on e-mobility.”

In some ways, it is not surprising that it took so long for a large fleet of electric vehicles to be ordered by the state police in Germany – only relatively recently, the domestic manufacturer began mass production of electric vehicles with the ID.3 and ID.4 models. In particular, city and state governments have been waiting for affordable, non-luxury EVs to go into production instead of foreign EVs and luxury cars from companies like Audi.

The ID.3 is currently offered with three batteries: 45 kWh, 58 kWh and 77 kWh, offering a range of 360, 430 and 550 km. The smallest of the three batteries delivers 147 hp, while those choosing a mid-range battery can choose between 143 and 201 hp. The maximum power of the electric car is 201 hp.

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In addition to the production of tires for cars, the Michelin Group has another, more exotic project. Wing Sail Mobility (WISAMO) is dedicated to improving the efficiency of cargo ships with sailing equipment. True, unlike ships of the past, these sails are inflatable so that they can be quickly set when there is a favorable wind, and removed when they are not needed.

The WISAMO project is a joint venture between Michelin and two Swiss inventors. Their design is not intended to replace engines for bulk carriers and ships, but can complement them with a clean and affordable power source. The automatic sails fold in like accordion bellows, fill with compressed air at the push of a button and unfold to raise the telescopic mast.

These sails can be used singly or in groups. According to Michelin experts, they can reduce the fuel consumption of ships by 10% – 20%. In addition, a reversible sail behaves better than a traditional sail, especially when sailing upwind. The design can withstand wind forces up to storms by absorbing energy into an air cushion.

The entire system is properly automated and selects the optimal course. The inventors rightly reasoned that modern crews would not have enough people and skills to fly the sails.

Inflatable sails can be installed on a ready-made vessel or planned in advance in the design. Michelin says they are particularly well suited for commercial ro-ro, bulk carriers and tankers, but can also be useful for cruise ships and yachts.

Michelin presented the WISAMO project at the Movin ‘On International Summit. The company produced a sail of 100 sq. m and asked to test it on the sailing ship of the French yachtsman Michel Dejuaeu. Tests will take place in 2022, after which production will begin.

In 2018 Airbus tested its version of the sailing equipment for the cargo fleet: kites with an area of ​​1000 sq. m. attached to the ships. The sensors determine the weather and wind suitable for deployment. The sail then automatically unfolds and contributes to the movement. As soon as the system realizes that it is no longer having a meaningful effect, it folds the sail back down.

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While some professional Bac and Bac + 2 or 3 courses oriented in accounting-management, transport logistics or mechanics certainly seem able to lead more natively than others to the profession, there is however to date in France no initial training specifically focused on the role of fleet manager.

Paradoxically, this field work always requires more knowledge, versatility and adaptability to incessant regulations. It is in this context that continuous training plays a crucial role of scouting for fleet managers. Indeed, it embodies, for those who exercise this activity exclusively or who have integrated it into their original missions (accounting, human resources, purchasing etc.) by organizational necessity, the best way to develop skills throughout their career. career.

IMVE, a training center purely focused on fleet management

Several organizations provide ad hoc continuing education sessions. They imagine tailor-made modules adapted to the problems encountered by employees who are in charge of a vehicle fleet, whether they are working within a company, within a local authority or a public service. .

Among the players invested in this segment are the IMVE, the Institute for the Management of Company Vehicles, a unique center of its kind that has established itself for 25 years as one of the references for employees in search of technical training in the field of fleet management and mobility.

Every month, and sometimes several times a month, the IMVE pilots educational courses of 7 or 14 hours, for example on the following themes: “Getting started in the profession of fleet manager”, “Good management and optimization practices of your fleet ”,“ The mobility manager: a transversal position in the company ”or“ LLD: what levers for negotiation with your lessor? “

Comundi, Orsys, Cegos, Afnor, etc. : generalists also attentive to the profession

At the same time, there are so-called generalist training structures, such as Comundi. The latter has been working for 30 years in the service of all sectors of activity (from health to communication, including real estate strategy, management and logistics).

It is also known for some targeted training for vehicle fleets, in particular this one: “Optimizing your fleet management to reduce your costs”. On the menu, two days to go around the issue and several sessions available to register. “This essential training offers you concrete ways to manage a fleet of vehicles, build an LLD call for tenders, design your vehicle grid, optimize the TCO of your vehicle fleet while taking into account ecological taxation and the necessary energy transition” , argues the organization.

Other reputable brands, such as Afnor (French Association for Standardization), Orsys, or the Cegos group, also set up several internships each year to meet the demand of managers wishing to increase their know-how. .

Overall, and regardless of the organization, these modules are intended for fleet managers in post, but also for purchasing departments, human resources departments and general service managers. In the current health context, it should be noted that the majority of these courses take place at a distance, in the form of virtual classes.

Managers also train with suppliers

Enrolled in these occasional operational lessons in large numbers, fleet managers are at the same time interested in “webinars” orchestrated by companies. Companies which are sometimes their business partners and which intervene in the supply of solutions for automobile fleets.

These online training courses lasting an average of one hour are more of a marketing campaign. They aim to explain a particular regulatory approach while presenting a particular service or product (linked to geolocation, cost optimization, car maintenance, long-term rental, electric charging, charging). carsharing, among others) likely to provide an answer. The objective is to familiarize customers and future buyers with the use of these tools.

For fleet managers, these commercial initiatives are seen as complementary to the business skills acquired through continuing training. Above all, they allow them to stay at the forefront of technological innovations.

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On April 9, 2021, the husband of Queen Elizabeth II, Prince Philip, passed away. He loved cars and drove on his own until he was 97 years old.

AutoTimesNews decided to collect the cars that were in Philip’s fleet. The prince’s first car was the 1935 Standard Nine. He drove it in 1940 in Ceylon. The model has survived to this day and is exhibited at the Galle Face Hotel in Sri Lanka.

A 1946 MG TC is mentioned in an emotional letter from 21-year-old Elizabeth in 1947. The future queen described how she met Philip and said that he enjoyed driving and drove fast.

“He has a tiny MG, which he is very proud of, – he rolled me, and one day we went to London, which was a lot of fun. You just sit in the car, as if right on the road, and the wheels are almost at head level”, – recalled the princess.

In September 1946, the Prince purchased a black MG TC with a green interior and license plates “HXD 99” for £ 527. It was a popular and inexpensive roadster with a modest 1.25-liter four-cylinder 55 horsepower. The car cost about one and a half times more than a simple family car with similar characteristics.

Outdoors, the royal family often used Land Rover SUVs, including this 1953 model. The picture shows the prince at the wheel of one of the first royal Land Rovers with the license plate “NXN 1”. It was restored and displayed at Balmoral Castle.

After the birth of Prince Charles and Princess Anne, the couple needed a four-seater car. Philip chose the sporty 1954 British Lagonda 3-Liter Drophead Coupe.

The car with a body from the Tickford studio had independent suspension of all wheels and a 140-horsepower in-line “six” with a volume of 2.9 liters, designed by Walter Bentley. He could accelerate to 160 kilometers per hour, which the prince enjoyed with pleasure.

The next 1954 Lagonda 3-Liter Drophead Coupe with chassis number LB / 290/31 is one of twenty examples of the first generation 3-Liter. Prince Philip ordered that the car be painted in a particularly dark shade of “Edinburgh Green”, complemented by a hydraulic folding roof, a gear lever on the floor, a cordless telephone with a direct line to Buckingham Palace and an additional mirror in the upper left corner of the windshield – so that the queen could easily adjust the hat …

The Queen’s husband has driven 56,000 kilometers in a cabriolet with the license plate “OXR 1” in seven years. He rode it for polo and official visits all over the country, took Prince Charles to school, and even took on board the royal yacht Britannia during a trip to Australia. The car passed into private hands in 1962. In 2016, it was auctioned for £ 337,500 – three times the price of similar vehicles.

The Queen’s husband changed the Lagonda to another sports convertible – a 1961 British Alvis TD21, and the OXR 1 number plate passed to him. At the London Motor Show, his discreetly elegant design from the Swiss studio Graber fell in love with the prince, and he soon ordered a car. Especially for him, the Park Ward studio (a division of Rolls-Royce) made a body with an increased windshield and an electric roof. At the request of the client, the polished walnut dashboard, which gave glare, was replaced with a leather one.

The prince enjoyed the car, and after a few years the sports car was refined with a five-speed ZF gearbox and a number of parts from later cars. Three-liter “six” 115 liters. from. allowed the car to gain 166 km / h. The car still belongs to the royal family, and is sometimes shown at exhibitions and competitions of elegance.

Sixties photographs from equestrian competitions often show royalty with a five-door Land Rover Series II ‘109’ with a long wheelbase and a “JYV 1D” license plate. However, in the photos there are two different cars with the same number, as indicated by the headlights with different positions.

In the mid-sixties, Prince Philip acquired the unique 1965 Triplex GTS sports station wagon. It was built in a single copy based on the Reliant Scimitar coupe, designed by Ogle Design.

The name “Triplex” means that this is an experimental car of the British glass company, which tested new technologies – laminated glass, its tint and electric heated windshield. The car was equipped with a three-liter Ford V6 engine.

Prince Philip had his own Metrocab Taxi, which was not supposed to attract too much attention during his private visits to London. It could be driven by both the royal driver and the prince himself. This gave rise to fables, like “I wanted to take a taxi, knocked on the window, and the Duke of Edinburgh himself was driving.”

From ordinary taxis, his car was distinguished by the absence of a lantern on the roof, dark green paint instead of the traditional black and luxuriously trimmed interior. In 2017, the prince gave up the car and was sent to the museum.

In recent years, Philip has been most often seen driving a green Land Rover Discovery with a license plate “OXR 2” and a modest dark green Freelander with a “OXR 1” nameplate. At the latter in 2019, the prince had an accident, colliding with a Kia minivan. After that, he decided to give up his driver’s license.

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In 2020, the health crisis, the fall in car sales and the gradual adoption of electrified models obviously influenced the development of the French car fleet. This situation had some surprising effects. Among other things, despite a 25.5% drop in new car registrations and a 3.5% drop in used cars, the number of passenger cars circulating in France has exceeded the 40 million mark to reach 40,781,186 vehicles precisely on January 1, 2021, an increase of 4% in one year. It had been several years that there were between 38 and 39 million rolling cars in France.

TO READ. Radiography of the French vehicle fleet on January 1, 2020

“Old” cars we rely on

This increase in the rolling stock, in relation to the drop in sales, indicates that cars that were not in use have returned to the road. This dynamic was likely motivated by the coronavirus pandemic, which created new needs for personal mobility between traffic restrictions and avoiding public transport.

If we put aside the 1.7 million new cars who joined the park, the average age of newly surveyed vehicles is 16 years and most of them run on diesel fuel. The average age of the French fleet, which fell last year for the first time since 2012 to 10.2 years, is therefore 10.8 years today. Cars aged 10 to 15 represent the largest share of the fleet (9.7 million), ahead of those aged 0 to 3 (6.6 million). Cars over 20 years old still account for more than 10% of the fleet with 4.2 million units recorded.

Diesel resists

Another consequence of the drop in first registrations, the second-hand market resistance and the restarting of old cars, diesel remains the majority in the fleet since it represents 57%. This nevertheless indicates a decrease of 2% compared to the beginning of 2020. Over the same period, sales of new diesel cars fell by 3.4% to stand at 30.6% in 2020. Alternative engines (hybrids, electric, LPG, E85 …) still represent 2% of the fleet. Non-plug-in hybrids top this list with nearly 600,000 cars listed. Plug-in hybrids number 130,040, far behind the 247,621 electric cars circulating in France.

How many “clean” vehicles on the roads?

• Cars eligible for a Crit’Air sticker 2 (petrol 2006-2010, diesel since 2011) are in the majority and represent 33 % of the fleet, or 2% less than at the start of 2020.
• Crit’Air 1 (gasoline after 2011, plug-in hybrids, etc.) increased by 1% to represent 23% of the fleet.
• Crit’Air 0 (electric, hydrogen) count for 1%.
• Crit’Air 3 vehicles (petrol 1997-2005, diesel 2006-2010) saw their share drop from 26% to 27%.
• Crit’Air 4 (diesel 2001-2005) stagnated at 10%
• Crit’Air 5 and non-classified have gone from 7% to 6%.

It is therefore more than 40% of the park that is threatened in the more or less short term by traffic restrictions in EPZs. (Low Emission Zones), depending on the city.

SUVs still far from sedans

The majority of French people drive sedans, a segment that still represents 58% of cars in circulation. SUVs follow by far with 17%, increasingly taking the place of compact minivans which now account for 9% of the fleet. Coupes and convertibles, although they only represent around 1% of the new market where they are subject to more pressure from the ecological penalty every day, account for 3% of the fleet. Finally, let us note that companies remain very much in the minority among the holders of gray cards since 93% of cars in circulation are owned by households.

Source : AAA Data

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