Frota 78 Anuário Yearbook ABLA 2013 Frota The Fleet “It was common, before a company was created, for the owner to buy the headquarters, even if it compromised cash flow and bank borrowing was necessary. The assets were a kind of security. This was also the philosophy employed for cars,” recalls Valmor Weiss, a member of ABLA’s National Council in Paraná state, and vice president of FENALOC. Even in less than perfect conditions, a few companies had the courage to be bold. They were pioneers and set out in front. In finding Brazilian companies with such determination, Valmor Weiss signed his first outsourcing contract with a public company, the Post Office, in 1973. However, good results alone were not enough to make the business thrive. That is, it did not progress while the value of the used cars remained high. However, the situation is now really changing. Cássio Lemmertz is one businessperson who has found that this type of business ‘has grown year-on-year, nationally.’ Lemmertz is convinced that managers who look at the pros and cons will see that by outsourcing companies gain in several ways. “First, they can employ the capital from the fleet in their business - at least, doing away with maintenance teams, saving on insurance, licensing and services. That is to say, the fleet is managed by the leasing company. What is more, vehicle depreciation is managed by the leasing company,” he adds. In the public sector, the progress has been noticeable. “The government cannot, in most activities, achieve the same levels of efficiency and quality obtained by leasing companies, because it does not have the necessary expertise,” says the ABLA director. He adds that if the calculations have traditionally been favorable for public managers at every level, from the year 2000 they improved further because of legislation that established spending limits. “The public sector discovered, after approval of the Fiscal Responsibility Law, that outsourcing is a good deal. Contracts are agreed for a specified time, always observing the needs for each public administration. This reduces internal bureaucracy, as maintenance and repairs are covered by the leasing company,” he says. As he explains, outsourcing of the fleet helps mayors, governors and even the federal government to keep track of spending.”The contracts set certain values and deadlines, stating exactly how much it will cost, not leaving any burden for the next administration,” says Lemmertz. Also very experienced in dealing with companies, public bodies and governments, Valmor Weiss believes that outsourcing is the appropriate model for public managers to make fleet spending transparent.”The contract is clear, objective, and sets fixed values. There are no additional costs on repairs, parts, or other components. So, it’s easy for society and inspectors to analyze,” he says. The delicate relationship with the public sector, which has the government and opposition (normally against the decisions of the incumbents) should not worry the leasing sector, says Weiss.”When you do honest business, there is nothing to fear. And if there is overpricing or fraud in any contract, it is very easy to find, and there must be punishment,” he says. This whole set of economic, moral, ethical and democratic values is radically changing the profile o public fleets. Weiss says ABLA has an important role to play in this transformation process.”ABLA’s campaigns and material have been alerting businesspeople, officials and society, and they have led to reflection. “We’re on the right track. We need to continue to provide information and to explain. Transparency is key,” he concludes.
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