Buying Better: Fleet Procurement in Practice
Key insights from Debbie Rivers, Head of RMT, and Adam Sturdy, Head of New Business, from the AFP Expo 2026
At the recent AFP Expo, Ayvens' Debbie Rivers, Head of RMT, and Adam Sturdy, Head of New Business, joined AFP Deputy Chair, Matt Hammond, for the roundtable Buying Better: Fleet Procurement in Practice. The discussion brought together fleet professionals from across the industry to share insights and experiences on navigating an evolving fleet landscape. Here, are some of the key themes and insights that emerged from the conversation.
From funding methods to vehicle types, fleets now have access to a broader range of solutions than ever before. This evolving landscape creates opportunities for organisations to explore new approaches, gain valuable market insights and make more informed decisions that support their long-term fleet strategy.
Bringing stakeholders together early
The discussion highlighted that fleet strategy works best when it involves input from across the business. Teams such as HR, Finance, Procurement and Sustainability all have different priorities and objectives, and bringing them together early can help create a shared understanding of what success looks like. This can help ensure greater alignment between fleet priorities and wider business objectives.
It can also lead to a clearer tender brief, improve communication across the business and support a smoother, more effective procurement process.
Building strong supplier relationships
A recurring theme during the discussion was the role supplier relationships can play in delivering successful procurement outcomes.
Debbie and Adam emphasised the value of a collaborative approach to procurement. Engaging with leasing providers and manufacturers early creates an opportunity for open conversations about priorities, encourages fresh thinking and constructive challenge, and helps organisations develop solutions that align with their operational requirements, sustainability ambitions and financial objectives.
The conversation explored the wider support suppliers can provide beyond vehicle funding. This can include fleet management, electrification strategies, charging infrastructure, telematics and salary sacrifice schemes. Early supplier engagement can make it easier for them to provide tailored insight and a stronger foundation for long-term fleet planning. As Adam Sturdy explained:
“The relationship doesn’t start at the tender stage; it should start months or even years before. From a supplier point of view, it helps you understand who you’re dealing with and what drives their business.” Adam Sturdy, Head of New Business, Ayvens
Keeping an open mind
The fleet market has evolved significantly in recent years. With more manufacturers entering the market, advances in electrification and a growing range of funding and mobility solutions, organisations have more choice than ever before.
As fleets explore a wider range of manufacturers and solutions, the discussion highlighted the importance of taking a broader view of total cost of ownership (TCO). Looking beyond monthly costs can provide a more complete picture of value over the life of a vehicle, taking into account factors such as maintenance, reliability, taxation, sustainability and aftersales support.
The discussion suggested that taking a more holistic approach to procurement can help organisations uncover opportunities that might otherwise be overlooked and build a clearer picture when making fleet decisions.
Designing contracts for long-term success
Contract design was another key area of discussion, with attendees exploring how a well-structured agreement can support both operational performance and long-term value.
Looking beyond headline pricing when comparing suppliers was identified as an important consideration. Factors such as maintenance arrangements, replacement vehicle provision, excess mileage charges, end-of-contract terms and vehicle downtime can all have a significant impact on overall value.
Alongside these considerations, the conversation highlighted the value of establishing clear expectations from the outset. Clearly defined KPIs, service levels and reporting requirements can help create transparency between fleets, leasing providers and manufacturers, while ensuring all parties understand their responsibilities throughout the contract lifecycle.
“Ensuring that all parties have the same understanding of each SLA and KPI is important. Being clear and in agreement upfront makes for a much smoother path going forward.” Debbie Rivers, Head of RMT, Ayvens
Keeping the conversation going
One of the final points raised during the discussion was that effective procurement doesn’t begin and end with a tender exercise.
Regular conversations with suppliers can help organisations better understand how their fleet is performing and work together to address new challenges as they arise. Ongoing dialogue also gives suppliers a clearer view of future priorities, helping them recommend solutions that support the fleet’s evolving needs.
Another key takeaway was the importance of continuing to benchmark products and services against the wider market. Balancing long-term relationships with regular market reviews can help fleets ensure they continue to receive the support, value and innovation they need as the sector continues to evolve.
Summary
While every fleet operates differently, one message came through clearly during the discussion: successful procurement is rarely about finding a single "right" answer. Instead, it's about bringing the right people together, building strong relationships and maintaining open conversations throughout the process.
By aligning stakeholders, working collaboratively with suppliers and remaining open to new ideas, organisations can put themselves in a stronger position to make confident, informed decisions that support both current requirements and future ambitions.
