Fehlentscheidungen mangels Transparenz über Fahrerzeiten und Compliance-Risiko

Definition

HVNL and dangerous goods codes require operators to maintain detailed records of driver work and rest to demonstrate compliance.[6] When these records are captured in handwritten work diaries, spreadsheets or isolated systems, the data is rarely consolidated or analysed. As a result, senior decision‑makers cannot reliably see which routes systematically push fatigue limits, which depots are chronically short of compliant capacity, or where subcontractors are used because of poor internal planning rather than genuine demand. This opacity leads to conservative and sometimes incorrect strategic choices: purchasing extra trucks instead of optimising utilisation, locking in long‑term subcontractor contracts at premium rates, or maintaining more depots than necessary. Industry transport optimisation projects often identify 5–10% savings in total fleet and contractor costs once accurate utilisation and constraint data becomes available; applied to a petroleum distribution cost base of AUD 4–6 million, this implies avoidable spend of roughly AUD 200,000–600,000 per year.

Why This Matters

The Pitch: Australian petroleum wholesalers routinely overspend 5–10% on fleet and contractor costs – AUD 200,000–600,000 per year – because they cannot see true hours-of-service utilisation and compliance patterns. Centralising digital HOS data enables evidence‑based network and fleet decisions.

Affected Stakeholders

CFO, Head of Logistics/Transport, Strategy/Network Planning, Procurement (for carrier contracts)

Related Business Risks