The introduction of Fleetmatics GPS vehicle tracking into the 40-strong fleet of Burflex Scaffolding has helped the company reduce operational costs, with around £4,000 saved each month in labour costs alone through more accurate monitoring of time sheets.

The firm has also improved productivity and customer service through the Fleetmatics system’s Live Map function, which helps managers keep track of drivers’ journeys to ensure punctual job completions.

Based in Kingston-upon-Hull and serving the Midlands and North of England, the firm provides scaffolding services to some of the country’s largest building and commercial companies, as well as undertaking smaller-scale work and one-off projects.

Fleetmatics’ GPS vehicle tracking solution was introduced to help the company meet the diverse needs of its growing customer base and better manage its 40-strong fleet.

By providing accurate fleet status information, Burflex is able to respond to customer enquiries more quickly. Prior to Fleetmatics, Burflex kept track of its vans by calling the drivers on their mobile phones, which was both time consuming and potentially hazardous.

But thanks to Google Maps integration, Fleetmatics GPS tracking system’s Live Map function can display each vehicle’s location on a map and accurately monitors location against time to provide proof of service.

It also allows the firm to keep customers up to date if there are delays, without having to stay in constant contact with the drivers.

Burflex’s managing director Steve Cox said: “Thanks to Fleetmatics, I am always able to verify if drivers have been punctual in reaching their job sites and whether they have completed their jobs on time.”

Burflex also uses the Fleetmatics reports as a time sheet, which helps ensure that each driver is paid according to his ignition on-times. “The drivers are aware of this,” explained Cox, “as a result, we have reduced our labour costs by approximately £1000 per week.”

Additionally, Fleetmatics has helped the company increase its productivity and profitability by tackling its fleet’s idling times. By identifying and reducing idling time, the firm is now able to complete more jobs in a day.

The firm’s employees have been encouraged to be more productive. “The detailed reports are used to optimise efficiency and, with each driver being accountable, the productivity of the business improved,” said Cox.

“This means that jobs are completed on time, as it’s easier to forecast how long each job should take: If it’s a two-day job, it will take two days.”

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