As fleets prepare for 2026, the focus is shifting from simply acquiring vehicles to building funding, capability, and operating models that can adapt to ongoing change. According to Smartfleet, flexibility — financial, operational, and organisational — will be central to fleet performance over the next 12 to 24 months.
Tania Pietsch, National Manager Client Services at Smartfleet, says many organisations are reassessing long-held assumptions about ownership, funding, and in-house fleet management as cost pressures and complexity continue to rise.
Capital management drives funding model reviews
One of the clearest trends Smartfleet is seeing is a reassessment of how fleets deploy capital.
“We’re seeing a clear trend of organisations evaluating how best to release capital and optimise funding models,” Pietsch says. “Many are shifting from a traditional CapEx approach to operating expense models.”
This shift is prompting some organisations to move away from outright ownership toward leasing or other flexible arrangements.
“This allows businesses to preserve cash for other strategic priorities while maintaining a fit-for-purpose fleet,” she says, noting that the focus is increasingly on tailored solutions rather than one-size-fits-all models.
Ownership still matters — but flexibility is increasing
While alternative models are attracting interest, Pietsch stresses that traditional approaches remain relevant.
“Traditional leasing and ownership structures are still the most cost-effective and popular options for most fleets,” she says. However, she notes growing interest in buyback and subscription models as part of a broader strategy to right-size fleets and reduce financial risk.
“The focus is on tailored agility, choosing solutions that support evolving operational needs while minimising financial risk,” Pietsch says.
More fleets seek external expertise
Smartfleet is also seeing a shift in how organisations resource fleet management internally.
“Many clients who previously managed fleets in-house using spreadsheets or non-specialised systems are now turning to fleet management providers,” Pietsch says.
This move is driven by the need for specialist expertise, improved risk management, and access to broader industry insights. For many organisations, this is taking the form of hybrid arrangements rather than fully outsourced models, allowing fleets to retain control while reducing complexity and exposure.
Data and technology now essential to decision-making
Technology adoption continues to accelerate, particularly around data visibility and safety.
“Telematics, advanced driver assistance systems, and real-time analytics have become essential tools for modern fleet management.”
Tania Pietsch, National Manager Client Services at Smartfleet
These tools are enabling proactive maintenance, emissions tracking, and compliance management, all of which contribute to cost reduction and improved safety outcomes.
“Access to rich data and intelligence is now key for decision-making,” she says, particularly as fleets balance operational performance with sustainability and risk obligations.
A pragmatic approach to emissions reduction
While electrification remains a priority, Pietsch says most organisations are taking a practical, staged approach rather than waiting for perfect solutions.
“Most organisations are prioritising electrification where practical. But for segments that are harder to decarbonise, they’re adopting a hybrid approach.”
Tania Pietsch, National Manager Client Services at Smartfleet
This includes the use of biofuels, hybrids, and plug-in hybrid electric vehicles, alongside route optimisation, driver training, and creative approaches to managing seasonal or peak demand.
“The focus is on incremental progress rather than waiting for a ‘perfect’ solution,” Pietsch says.
Capability and collaboration come to the fore
Beyond vehicles and technology, Pietsch highlights the growing importance of people capability.
“There’s a growing need for digital literacy, data analysis, and change management skills within fleet teams,” she says.
Successful organisations are increasingly taking a collaborative approach, involving property, sustainability, finance, and senior leadership stakeholders in fleet decisions rather than treating fleet as a standalone function.
Policy, supply and market uncertainty remain
Looking ahead, Pietsch says fleets must stay alert to policy and market shifts, particularly around novated leasing and electrification.
“Current growth in novated leasing for electric vehicles is certainly linked to the FBT exemption,” she says, adding that any policy change would be expected to influence market behaviour and pricing.
With manufacturers adjusting supply strategies, Pietsch encourages fleets to remain proactive.
“Fleets should proactively engage with suppliers to secure favourable terms and ensure vehicle availability,” she says. “Keeping an eye on OEM strategies and maintaining flexibility in procurement will help fleets navigate this evolving landscape.”
The message for Fleet Managers in 2026
For Pietsch, the advice is straightforward.
“Stay agile,” she says. “Invest in data-driven decision-making, review your fleet policies regularly, and keep strong lines of communication with your suppliers and fleet management partners.”
She adds that understanding organisational needs, securing leadership buy-in, and remaining open to new models and technologies will be critical.
“That’s what will position fleets well to adapt to ongoing changes in technology, policy, and market conditions.”
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