Joseph Evangelist

Executive Vice President,

Joseph is a seasoned transportation executive with domestic and international experience in sales, operations, mergers and acquisition with heavy emphasis on post-acquisition assimilation planning to maximize new growth and business combination opportunities.

He joined Transervice in 2007 and currently serves as executive vice president with sales, operations and staff responsibilities. He is also heavily involved in new business development and account management.

Previously he was president of LLT International, Inc., an international transportation consulting firm with operations in the U.S. and the Far East. He oversaw the maintenance and fleet management of a 2,000-vehicle cement distribution fleet in Indonesia.

Joseph was also president and CEO of Lend Lease Trucks Inc., a truck rental, leasing and dedicated carriage firm with operations throughout the U.S.

He also was vice president/general manager of The Hertz Corporation – Truck Division, a subsidiary of The Hertz Corp. While there he participated in the acquisition and successful integration of the Canadian licensee operations.

Keep ‘em clean

All too often fleets look at the cleaning of their trucks as an expense. And while it does cost money to keep a truck clean, the benefits far outweigh the cost.

The subject of vehicle washing is so important that the Technology & Maintenance Council has an entire Recommended Practice (RP433) devoted to it. If you haven’t already done so, you may want to read it.

Balancing customer service in a dynamic route environment

Location, order size and order frequency are all things you take into account when deciding whether to add, or no longer service, a customer. It seems like it should be pretty straightforward.  And in a static routing environment — with very little daily variance — it usually is.

Successfully managing your risk

Truck fleets face a great deal of risk. It starts with the potential for bodily injury and property damage to the general public. The government requires a fleet to provide certain levels of coverage depending on the fleet’s authority. For example a haz mat carrier needs to maintain a total of $5 million of public liability coverage, while a fleet delivering general freight may only need $750,000. Then a fleet owner faces physical damage related to the vehicle itself. Every fleet should have comp and collision coverage.

KPIs: Measuring improvement in fleet operations

There is an old saying in business: “it is difficult to improve what you do not measure.” That philosophy has lead many fleets to develop KPIs — Key Performance Indicators.

What exactly are KPIs? They are standards of performance that are used as objective measurements of how well a fleet is doing.

There is no one right answer about which KPIs you should set for your business.  Most are formed around items that drive cost in an operation. Here are a few examples:

Employee development: The key to your success

Growth from within is very important to the long-term health – and growth - of your organization.  It also ensures that you have leaders for the future and aids in employee retention.

But employee development doesn’t just happen. It takes a concerted effort on the part of management to establish a road map for each employee in terms of where the employee wants to go within the organization (which leadership position they aspire to) and what skills they will need to get there.

Improving fleet utilization: Getting to 100%

It may be a little overly ambitious to think a fleet can get to 100% asset utilization, but I know we can do better than the industry average of about 50%.

Total cost of operation: Making it totally transparent

There is a lot of talk these days about transparency. Often times it’s applied to data sharing during the maintenance and repair process so that everyone involved in the process knows exactly what is going on.

And while that’s a good thing, it’s just a start toward total transparency. Total transparency involves sharing more than data. It means sharing the costs associated with the programs and services you offer including the fees you anticipate making on the project.

Make sure you are capturing every warranty dollar 1

If your fleet is not capturing all eligible warranty dollars, you are essentially leaving money on the table. There is no doubt that OEMs have a warranty factor baked into the cost of every asset purchased as there is anticipation that there will be a certain amount of product failure during the warranty period. 

Call it the law of averages.  While you may think the recovery process is simple, the reality is it takes a team effort from the shop floor to the warranty administrator to make sure you get the reimbursement to which you are entitled. 

Remote Diagnostics: What it does and doesn’t do

Remote diagnostics is one of the buzz phrases in the trucking industry today. Most truck manufacturers (OEM’s) have a system in place that allows fleets to monitor the health of its trucks in real time should they choose to take advantage of it. While the details of those systems vary, they all allow the fleet to see which vehicles are operating as they should be, which are in the shop for repair along with details about the problem, and which trucks are on the road but having issues.There are a number of reasons why you should consider making an investment in remote diagnostics.

Improving fleet optimization

In a perfect world, all fleet managers would have perfectly optimized fleets. But in the real world, it can be extremely challenging to achieve that perfect optimization for a variety of reasons.

Limiting speed doesn’t mean limiting efficiency 1

It’s likely that there will be a final ruling on limiting the speed of heavy-duty trucks as the Federal Motor Carrier Safety Administration and the National Highway Traffic Safety Administration recently issued a Notice of Proposed Rule Making.

There are arguments both for and against speed limiters, but the reality is that many fleets have been limiting their vehicle speeds for years for both safety and fuel economy reasons.

A better way to pay drivers 3

Activity-based pay. Incentive-based pay. Productivity pay. Call it what you want, there is a better way for you to pay drivers other than by the hour.

The premise of incentive-based /productivity pay is to ensure drivers are motivated to perform. It is geared toward making the delivery process precise as opposed to “make as many stops as you can make in an eight-hour shift.”

Right-sizing Your Fleet

When was the last time you sat down and evaluated whether or not you needed all the trucks you currently have in your fleet? Or if you have the right mix of trucks to efficiently complete all your deliveries?

If you are like most fleet owners, as long as the deliveries are being made, you probably assume that you have the right size fleet for your operation. However, it is very possible that you may have too many trucks in your fleet or the wrong mix of trucks and trailers.

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