Fleet & Logistics Manager

The Fleet Manager also builds and manages Fencecrete’s external ecosystem of rental partners and third-party repair providers, ensuring capacity, responsiveness, and cost control across all operating markets.

This is a hands‑on operator role, not a coordinator. Success is measured in uptime, cost per asset, utilization, and capital efficiency—not activity.

• Design and implement a formal preventive maintenance (PM) program for all fleet and equipment assets (trucks, trailers, forklifts, specialty equipment).
• Build and manage a centralized maintenance and parts program, including:
  • Standardized PM kits by asset class
  • Min/max inventory levels for critical wear parts
  • Digital tracking of parts usage and failure patterns

• Reduce downtime caused by missing parts or reactive maintenance through proactive planning.
• Establish maintenance schedules, inspection standards, and service intervals by asset class.
• Own fleet uptime targets; proactively reduce breakdowns, emergency repairs, and jobsite disruptions.
• Maintain accurate, digital records for maintenance, inspections, warranties, parts usage, and compliance.
• Partner with Finance on repair vs. replace decisions using lifecycle cost analysis.

• Own buy / hold / redeploy / sell decisions for vehicles and equipment.
• Develop capital discipline around equipment purchases, including ROI justification and timing.
• Coordinate equipment redeployment across locations to maximize utilization before new purchases.
• Manage the sale or disposal of underutilized or end‑of‑life assets to recover capital.
• Maintain an up‑to‑date asset register including location, utilization, maintenance history, book value, estimated market value, and replacement timeline.

Telematics & Fleet Optimization

• Own and optimize Fencecrete’s fleet telematics platform (GPS, engine data, idle time, driver behavior, fuel usage).
• Translate telematics data into actionable KPIs:
  • Vehicle and equipment utilization
  • Idle time reduction
  • Preventable maintenance events
  • Fuel efficiency
  • Safety and driving incidents
• Partner with Operations and Safety to improve driver behavior, routing efficiency, and compliance.
• Eliminate “data noise” and focus on metrics that materially change outcomes.

• Build and manage strategic relationships with local equipment rental companies across all operating markets.
• Negotiate preferred pricing, availability guarantees, and response‑time SLAs.
• Use rentals intentionally as a short‑term capacity bridge—not a permanent substitute for owned assets.
• Develop and maintain a vetted network of third‑party repair shops (diesel, hydraulic, welding, specialty equipment).
• Route work between in‑house maintenance and third‑party providers based on cost, speed, and asset criticality.
• Hold all partners accountable to turnaround time, quality, safety, and cost standards.

• Own relationships with:
  • Maintenance vendors
  • Parts suppliers
  • Dealerships
  • Rental companies
  • Third‑party repair shops
• Negotiate pricing, SLAs, and service standards.
• Eliminate single‑point‑of‑failure vendors and informal, ad‑hoc service dependencies.

• Ensure fleet and equipment compliance with DOT, state, and insurance requirements.
• Partner with Safety and HR on driver qualifications, incident reviews, and corrective actions.
• Support insurance renewals with clean data, documented controls, and loss history.

• Build and maintain a fleet scorecard, including:
  • Fleet availability %
  • Maintenance cost per asset
  • Parts spend by asset class
  • Fuel cost per mile/hour
  • Utilization by asset class
  • Rental spend vs. owned asset ROI
  • Capital deployed vs. capital recovered through asset sales
• Identify cost‑reduction and uptime‑improvement opportunities quarter over quarter.
• Support future system integrations (ERP, maintenance software, telematics → finance/ops reporting).

• Preventive maintenance and parts management are standardized, documented, and consistently followed.
• Fleet downtime and emergency repairs are materially reduced.
• Equipment purchasing is disciplined, justified, and coordinated across locations.
• Underutilized assets are redeployed or sold—not parked.
• Rental and repair partners treat Fencecrete as a preferred customer.
• Fleet decisions are data‑driven, repeatable, and no longer founder‑or‑supervisor‑dependent.