Abstract
D.Comm.
In Chapter 1 events relating to government motor transport in South Africa were discussed. It became clear that there was uncertainty regarding the best way forward for government motor transport. Conflicting information as to which was the best model emanated from institutions outside Gauteng: some institutions were outsourcing their fleets, whilst others were decentralising their fleets to user departments. In some cases there was a movement from a decentralised to a centralised system. All the above led to the question whether there was a better way of managing government motor transport and of making strategic decisions such as outsourcing or decentralising the fleet.
It was stated in Chapter 1 that the approach to fleet management in Gauteng was not an all-encompassing process, thus giving rise to suboptimal decisions. In particular, problems had to be solved without the all-inclusive and focused management information that is needed to make informed decisions. Contradicting signals from institutions that operate government-owned fleets throughout South Africa further complicated the situation. This was causing further uncertainty as to the way forward. There was a need for a decision-making process and tool that takes into account the broader picture, including the interest of all important stakeholders.
The chapter then highlighted the need to provide an overall strategic framework within which more informed decisions could be made. This would reduce uncertainty and provide a solid base from where government motor transport could be managed and developed.
Prof. G.C. Walters