Some Problems of the Motor-Transportation Executive 310046

SEVERAL major problems that confront the man who has charge of a fleet of automotive vehicles are analyzed by the author, who states that they deserve closer scrutiny and more intensive study. Their solution lies in evolution, which requires time, and their continued discussion by the Society is imperative. They are problems not only of the transportation executive but of the entire industry.
Centralized control of a company's equipment is discussed, its advantages are enumerated, the ideal organization and procedure are outlined, the difficulties to be anticipated are listed and a procedure for installing such a system is proposed. The author recognizes that, where the automotive activities of a gigantic company are spread over a wide territory, application of an ideal system of centralized control is very difficult.
Consideration is given to the relationships between the transportation executive and the motor-vehicle manufacturer. These are the relations of buyer and seller, yet a peculiar need of the automotive industry is that buying and selling be conducted on a high professional plane and in a spirit of tolerance born of intelligent appreciation of the other man's problem. The transportation industry demands salesmen who not only know specifications and prices but who have pleasing personalities and a superior knowledge of highway transportation and the capabilities of equipment to serve specific purposes. The author believes that the transportation executive can do much to improve the quality of salesmen.
Selection of the right unit for a specific service depends upon a clear and definite understanding between buyer and seller of all the facts of the case and implies technical ability on the part of both. Therefore a questionnaire form is proposed, with the recommendation that it be approved by the Society and its use by transportation executives and manufacturers be urged. The author also suggests the desirability of a super-committee of representatives of trade associations, sponsored by the Society, for the purpose of discussing important problems that are common to the operator and the manufacturer.
Finally, the relations between the transportation executive and his superior are discussed, the qualifications the fleet superintendent should have are enumerated and the responsibility of the higher company executive for the efficient and economical operation of the fleet is set forth. A plea is made for such executives to devote sufficient time to become acquainted with the transportation-executive's problems and to give him sufficient authority, recognition and compensation so that he can accomplish real transportation economies.


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