Five common pitfalls when adding technology to transport operations

Firstly, let’s address the obvious question: why would you bother getting tech into your operation? The benefits are immense. Fleet managers can choose from hundreds of different types of technology to introduce to their lorries, vans, or company cars. Some technology is becoming mandatory (for example, progressive safety systems for London’s ). Some tech is optional but a good idea such as telematics, route management software and on-board diagnostics. The tech can improve fuel efficiency, increase capacity, enhance customer service and reduce costs.

However, deploying technology across even a small fleet can represent a considerable challenge and cost significantly more than you initially thought. The type of tech isn’t very important, as the process and pitfalls are the same no matter what.

1. Not having clear expectations or requirements when implementing new technology

One of the biggest problems is when the system doesn’t perform as expected or isn’t installed as we thought it might be. The issue usually results from not being clear enough in your expectations during the purchase phase. This problem is very difficult to solve retrospectively; therefore, preparation is key. You won’t be able to discuss a solution with suppliers until you can  An excellent first step on this journey is to think about how your operation will be different with technology and what pains you’re trying to remove. You should also be realistic about when you want it to be implemented and provide a return on investment. Failing to observe this step means that you may end up with a system with lots of bells and whistles but not many useful features for you.

2. Trying to automate the un-automatable

Objectives are successfully achieved when tasks are completed. Tasks are made up of processes that naturally evolve over time as individuals add their unique inputs to the process at hand. People without experience implementing technology into operations often attempt to replicate the current manual processes. The better ones try to mimic the previous tasks. The good ones start with a focus on the objectives. By simplifying the fundamentals of the operation to its objectives, you open the number of options available. You could start by asking what’s important to you or your customers; what happens when you’ve had a good day? All this work should be completed before you even start to talk to suppliers so that they can present the best solution that matches your objectives.

3. Ignoring the people aspect of the change

As I write this, transport remains an industry that involves many people. Drivers, planners, clerks, transport and fleet managers, and mechanics have needs, likes, and dislikes. They are all critical to your operation, so the success of any project relies on them being trained, comfortable and confident. Drivers can be significantly impacted when tech is implemented as it can change big portions of the role and reinforce fears of the spy in the cab. You  keep them informed and engaged in the process. Empower people to influence the project’s direction and share their opinions and expertise; after all, they will be the ones using it. Do you have a clear and robust training plan so everyone can learn why the system is being used, how it will impact their jobs, and to whom they can voice problems?

When implementing change in an organisation, you must focus on “why” this is being done and not just on “what” the solution is. In the engagement stage, you must also consider other potential blockers to change and engage with them early, such as H&S and Union reps. In most cases, it’s the right decision to bring all parties in at the point of the project concept.

4. Forgetting about compliance when adding technology to transport operations

One of the highest priority responsibilities of a transport manager is ensuring that the operation is safe and compliant. It’s remarkably easy to forget these basics when implementing technology, and traffic commissioners take a very dim view of those kinds of failings (quick reminder that failing to ensure compliance can result in prison sentences for transport managers and company directors). While the rest of the business gets excited about the opportunities presented by new tech, you remain responsible and accountable for compliance.

For each type of technology, you should carry out checks to ensure you’re not jeopardising your o-licence. For example, if you invest in driver-facing cameras, do you have the processes that enable you to monitor and respond to driver behaviour appropriately, or will the DVSA find a long catalogue of poor behaviour behind the wheel that you should have spotted? If you invest in sat navs and route optimisation, are you sure you won’t be explaining the reasons for a bridge strike?

5. Not putting enough resource on the project

It sounds obvious, but it’s probably the most common mistake. Projects to implement any tools can be deceptively disruptive and time-consuming. If you know what’s involved in the process, you can ensure that you land the results in a Goldilocks time frame (not too fast, not too slow). Suppliers might offer you a project manager as part of their implementation support, but does your team have the capacity to do what’s needed? Do you have an IT team who can fit the work in? Are you able to schedule training for all your drivers? Do you have the time to manage the supplier and all the internal stakeholders?

How Hatmill can help you implement technology into your transport operations

Implementing technology into your transport operation can be a significant investment, with risks and challenges to overcome. Successful implementation requires a clear vision, realistic expectations and a collaborative approach. There are dozens of potential pitfalls that can trip up your project; however, if you can be clear on your expectations with a sensible timeline, simplify your ask to encompass objectives, not processes, constructively involve your team, keep an eye on how your compliance practices will change and put enough time and people into the project then your chances of success are massively improved.

Hatmill has supported many firms across a variety of sectors in implementing technology into their transport operations. Our team of ex industry professionals can provide expert advice at all stages of the feasibility assessment, procurement and implementation process.

To find out more how we can help you, please contact Paddy MacBrant or find out more here: https://hatmill.com/services/transport-logistics-network-