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Mike Antich

Former Editor and Associate Publisher

Mike Antich has been covering the fleet management and vehicle remarketing markets for more than 20 years. During this period, Mike has written or edited more than 5,000 articles on the subjects of fleet management, manufacturer fleet activities, the fleet leasing industry, and vehicle remarketing.

Currently, Mike is the editor and associate publisher for three fleet-related magazines: Automotive Fleet,  Fleet Financials, and Work Truck magazines. Mike is also the USA editor for Fleet Europe, a pan-European fleet management magazine headquartered in Brussels, Belgium.

His non-publication responsibilities include being the conference chairman for the annual Conference of Automotive Remarketing (CAR), the Global Fleet Conference, and Fleet Safety Conference

Mike is actively involved with a variety of fleet and remarketing industry associations. He is a long-time member of the board of directors for the Automotive Fleet & Leasing Association (AFLA). He served as AFLA's president from 2008-2009. He is currently the chairman of the AFLA Globalization Committee where he was instrumental in creating the first-ever Global Fleet Networking Consortium comprised of five internatlonal fleet associations.

He is also a member of the board of directors and an officer for the International Automotive Remarketers Alliance (IARA). He is Alliance's long-time secretary and chairs its public relations committee. In addition, he was the past chairman of the IARA certification task force, which developed the industry's first-ever certification program for vehicle remarketers. 

In 2010, Mike was inducted into the Fleet Hall of Fame.

Mike is an international speaker and has spoken at numerous industry conferences, client advisory councils, and fleet sales meetings.

Fleet Management is more than Managing Assets, It is Also Managing People

When people think of fleet management, they typically associate it with asset management. The reality is the majority of a fleet manager's time is often spent dealing with personnel and interdepartmental issues. How you deal with these issues influences shop morale, user department relationships, and management's opinion of your effectiveness as fleet manager. In the final analysis, successful people management equates to successful fleet management.

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Get Out of Your Chair and Walk the Shop

As a public sector fleet manager, your primary job is managing assets and services provided to user departments. However, as some fleet managers can attest, as much as 60 percent of their time is consumed by personnel issues. In many respects, this is the hardest part of being a fleet manager. Here are real-world suggestions on how to deal with these personnel issues.

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No Doom & Gloom: Fleet Managers Must be Leaders

The current economic situation is forcing public sector fleet managers to take a hard look at how they operate their fleets and make adjustments to cope with budgetary shortfalls. Savvy fleet managers know their local and state tax revenue forecasts for the immediate and long-term future. These fleet managers have contingency budget strategies planned before upper management directs them to cut costs or reduce capital purchases.

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Obama’s Stimulus Package Offers Funds for Fleet

On Feb. 17, President Obama signed into law the American Recovery and Reinvestment Act. The $789 billion economic stimulus legislation is comprised of $507 billion in spending programs and $282 billion in tax relief. The legislation includes significant new funding for fleets, such as $300 million for diesel emission retrofit grants; $300 million to establish a grant program through the DOE's Clean Cities Program; and $300 million for acquisition of energy-efficient vehicles by the federal fleet

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Make Your Fleet More Accountable

How do you prove you are doing a good job? You may think you manage a well-run fleet, but do you have the metrics to substantiate this assertion? If your fleet organization can’t quantify its performance to management and politicians, they, most likely, will not appreciate the value of the services provided. Fleet managers must hold themselves accountable. In fact, fleet managers should embrace increased accountability because it will make you a better fleet manager.

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Avoid the Complacency of Running a Well-Managed Fleet

Complacency. It is defined as self-satisfaction, especially when accompanied by unawareness of actual dangers or deficiencies. Is this you? Complacency is a real danger to fleet operations, especially well-run fleets.

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Policy Exceptions are Lawsuits Waiting to Happen

The best managed fleets are those that adhere to a written fleet policy. A common problem is that the fleet manager communicates policy to the users’ managers, but the word doesn’t gets down to the individual drivers and operators. When dealing with driver-related problems, the last thing you want to do is create a new problem in the course of resolving one. The surest way to do so is to make an exception to your fleet’s vehicle and equipment usage policy.

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Budget Shortfalls are Opportunities in Disguise

Steep declines in tax revenues are resulting in budget cuts at all levels of government, which most likely will persist for the next 12 to 24 months. These budget shortfalls are particularly acute at general fund departments. Adjusting fleet budgets to cope with revenue shortfalls gives fleet managers an opportunity to demonstrate their leadership abilities.

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<small><u>Public Sector Fleets:</small></u><br>Take-Home Vehicles: Ending the Culture of Entitlement

When the price of fuel is low and budgets are flush, the issue of take-home vehicles slips under the public radar. However, today’s elevated fuel prices and stretched budgets are prompting the local media and elected officials to question unnecessary use of government vehicles. As a result, there have been a number of backlashes against take-home vehicles around the country.

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<small>Public Sector Fleets:</small><br> 15 Traits of a Great Fleet Manager

During the past 20 years, I have had the privilege of knowing many great fleet managers. Over the years, I’ve noticed common traits characteristics among these public sector fleet managers. Based on my experience, here are the 14 common traits.

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