Process Flow ---

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We would able to create dynamic routing optimizing number of vehicles / reduction in kms run per day and reduced travel time for employees from common location but working in different processes will be resorted to subject to matching of shift timings. The routing will be approved by management before becoming operational. Equipped with digitized city map manager and the discharge software and also by practically anal sized by our fleet management team executives.

Stand by vehicles at our branch offices and also in different locations in city takes care of emergencies. Our monitoring system enables us to pick-ups.

Different processes roll out their schedules shift wise and the same are made available to our main centre.

Selections of drivers, training on customer handling, adherence to safety norms and personal turnout of staff are all carried out as in the manuals.

All vehicles are equipped with mobiles. The control room established in the main office and clients premises are manned by round the clock and working hours. Our trained control room supervisor's co-ordinate all pick- ups and drops, constantly track the vehicles point to point on wireless, and communicate with the drivers on all updates of additional pickups and drops

VRM tours and travels has a detailed operations manual with specific hand guides for operational units including code for its employees and drivers.

Through dynamic data entry of voice data captured. We generate advanced arrival report, route wise and vehicle wise including actual nimber of employees picked up against scheduled and dispatch the same as an email, anywhere between 30 minutes before scheduled shift time.

Back up vehicles will be strategically positioned in different parts of the city to be dispatched on a quick response basis in the event of breakdowns or additional pick-ups during the shift times.

Comprehensive daily log reporting vehicle wise and tripwire with actual number of employee picked up, trip wise kms, route wise total kms of the day, and till date are generated on a daily basis and sent out to operations / administration /accounts

Projected invoice of the month and calculation of actual against the budgeted is prepared on a fortnightly or monthly basis and sent to accounts.

Overall efficiency in transportation will be made possible with close co-ordination of our fleet management team with the clients admin and process managers and within the framework of a very closely defined and time specific norms and expectations. The various areas for co-ordination / handholding of fleet management team with processes will have to be defined once. We have the opportunity to study the operations patterns of clients. Economics of scale by optimal utilization of passengers kms etc, may involve cross bundling employee pickups across processes, defining a feasible city limits for all employees pickups apart from various other measures some of which are

The processes need to rule out their schedules not later than 24 (or) 48 hours before commencement of new shift days.

All changes in drops / additional pickups have to be mailed 3 hours before scheduled drop time and 6 hours before pickup time.

All process managers or representatives need to have an operational review meeting with fleet managers on a weekly basis to continuously improve the efficiency.