D.Com. / Please refer to full text to view abstract

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published_or_final_version / Transport Policy and Planning / Master / Master of Arts in Transport Policy and Planning

This study investigates fleet outsourcing in government from a strategic perspective as it is integrated into the overall strategy of the Department of Transport. This study attempts to overcome some of the problems associated with outsourcing by integrating a number of key aspects of outsourcing including a value chain perspective, core competency thinking and supply base influences into the decision-making process. The background of the research highlights the status quo and examples of similar fleet management projects in Government. These include major projects in National Government, Telkom and City of Johannesburg. The research is motivated by the need for government to find new ways, with limited resources, to achieve maximum efficiency in fleet management by managing these resources and related risks. The value of the research is a holistic approach to the analysis of fleet management the public sector has never been undertaken. The study will also help the state to recognise the impact fleet management has on the state's core activities and offer a tool for measuring fleet management performance. The research methodology is qualitative and will be based on a case study approach, which is associated with the exploratory nature of this study. Outsourcing is justifiable if visible costs decrease, service improves and economies of scale are achieved. / Thesis (MBA)-University of KwaZulu-Natal, Westville, 2006.

D.Comm. / In Chapter 1 events relating to government motor transport in South Africa were discussed. It became clear that there was uncertainty regarding the best way forward for government motor transport. Conflicting information as to which was the best model emanated from institutions outside Gauteng: some institutions were outsourcing their fleets, whilst others were decentralising their fleets to user departments. In some cases there was a movement from a decentralised to a centralised system. All the above led to the question whether there was a better way of managing government motor transport and of making strategic decisions such as outsourcing or decentralising the fleet. It was stated in Chapter 1 that the approach to fleet management in Gauteng was not an all-encompassing process, thus giving rise to suboptimal decisions. In particular, problems had to be solved without the all-inclusive and focused management information that is needed to make informed decisions. Contradicting signals from institutions that operate government-owned fleets throughout South Africa further complicated the situation. This was causing further uncertainty as to the way forward. There was a need for a decision-making process and tool that takes into account the broader picture, including the interest of all important stakeholders. The chapter then highlighted the need to provide an overall strategic framework within which more informed decisions could be made. This would reduce uncertainty and provide a solid base from where government motor transport could be managed and developed. / Prof. G.C. Walters