MODULE 3:

APPROACHES TO CLEAN
VEHICLE PROCUREMENT

The sole responsibility for the content of this

presentation lies with the Clean Fleets project. It does
not necessarily reflect the opinion of the European
Union. Neither the EACI nor the European
Commission are responsible for any use that may be
made of the information contained therein.
3.1: FLEET MANAGEMENT
FLEET MANAGEMENT

Each fleet manager will have a different level of control over the fleet

Organisation describes the vehicle and the fleet manager procures and
maintains

Fleet manager understands each interaction employees make and

describes to the organisation which tool they use
TOOLS AT YOUR DISPOSAL

 Web conferencing
 Public transport
 Lift sharing
 Pool car
 Grey mileage (not recommended)
 Company car
RELATIONSHIP WITH THE MARKET

 Engage the market

 Know the market
 Engage in trials and demonstrations
 Provide clear signals to the market
3.2: RETROFIT
RETROFIT

 Do you even need to purchase a new vehicle?

CASE STUDY: BARCELONA

 Fully owned and operate the fleet

 High degree of mechanical competency

 Political will to reduce all emissions

 Covenant of Mayors
 European legislation
 European directive 20/20/20
 Spanish air quality national plan
CASE STUDY: BARCELONA
 Barcelona Air Quality Plan 2011
 7 areas
 13 objectives
 34 measurement points

 Result
 425 buses SCR+CRT
 70 units to hybrids
3.3: LEASE
LEASE

 Higher costs but less responsibility

 Lower upfront costs can be manageable for smaller authorities

 Maintenance can be included, although maintenance contracts

can be brought in for purchased vehicles
3.4: TENDERING FOR CLEAN VEHICLES:

SUBJECT MATTER OF THE CONTRACT

TECHNICAL SPECIFICATIONS
AWARD CRITERIA
OTHER PROCUREMENT APPROACHES
PROCUREMENT APPROACHES

Stages of the procurement process

 Better together!
 Subject matter of the contract
 Technical specifications
 Selection criteria
 Award criteria
 Contract performance clauses
 Other procurement approaches to encourage innovation and
clean, energy efficient solutions.
PROCUREMENT EXAMPLE 1 - CARS

City of Ljubljana, Slovenia

 Type of vehicles - 6 hybrid cars out of a fleet of 60

 Background drivers - Target of 10% hybrid vehicles, involved in

CIVITAS

 CVD methodology used – Option 1, Maximum CO2 emissions of

100g/km

 Savings of between 30% - 50% fuel

PROCUREMENT EXAMPLE 2 - BUSES

The City of Vienna – Wiener Linien

 12 full electric microbuses were purchased

 Policy to reduce personal transport to >20% in 2025, zero
emission zone centre + wider low emission zone
 CVD methodology used = Option 1*
 Innovation needed – no planning permission for charging stations
& existing tram system infrastructure
 Double acquisition cost+ additional infrastructure cost, 1/3 less
maintenance cost, much lower running costs**
PROCUREMENT EXAMPLE 3 – WASTE TRUCKS

Bristol city council

 Procurement of low carbon waste collection services

 City target to reduce CO2e by 40% by 2020
 CVD methodology used – Option 2
 On the first page of the specifications, Bristol’s aims as relevant to
the contract were set out – important
 Competitive dialogue procedure used (as opposed to
conformance-based specs) to encourage innovation
 Emissions reductions of 720 tonnes annually
PROCUREMENT EXAMPLE 4 – WASTE TRUCKS

Wasteserv Malta limited

 Euro IV WEEE collection trucks

 GPP action plan 2011, greening 30% tenders by 2013
 CVD methodology used – Option 1
 Other useful procurement approaches = upgraded vehicles
accepted
 A strong signal was sent to future providers – Malta has one of the
oldest commercial vehicle fleets in Europe
What else would they need to consider now the CVD has been
transposed……?
PROCUREMENT EXAMPLE 5 - BUSES

Madrid

 142 CNG and 23 CNG hybrid buses purchased by the transport

operator
 CVD methodology used – Option 1 and 2
 Option 1 – only CNG, electric or hybrid allowed
 Option 2, 10 points fuel consumption and 10 points pollutants
 30-50% less NOx emissions
INTERACTIVE ACTIVITY

Which procurement approach is the most appropriate?

 In all cases - appropriate subject matter should always be used! It

helps avoid problems later when using environmental
requirements

 Under-developed market = joint procurement and award criteria

 Well developed market = technical specifications to set a

threshold in combination with award criteria to push the market
further
3.5: GETTING THE MESSAGE ACROSS TO
PROCURERS
GETTING THE MESSAGE ACROSS TO PROCURERS

A variety and combination of procurement approaches can be used to

procure clean vehicles:

 Look at examples of what other authorities have procured – learn

from others!

 Adjust technical specifications and award criteria according to

market availability of the technology type

 The CVD is very flexible – just remember to take into account

local pollutants AND energy use
 3.6: BUYING TOGETHER

COLLABORATION THROUGH
JOINT PROCUREMENT
JOINT PROCUREMENT

Definition:
 Combining the procurement actions of two or more contracting
authorities into a single procurement.

 E.g. one large contracting authority (a city) or central

purchasing organisations buying on behalf of other
organisations as well as themselves

 E.g. a group of purchasing organisations liaising on the

procurement process to buy together

.European Commission GPP Toolkit: Module 1

COOPERATION WITH OTHER BUYING ORGANISATIONS

Principal advantages:
 Reducing high acquisition costs of vehicles
 Streamlined administration
 Bulk purchasing drives down costs

 Reducing risks associated with buying new fuel or technology

types
 Pooling expertise
 Expanding the uptake helps to develop the market e.g. Fuel/
spare parts more readily available
COOPERATION WITH OTHER BUYING ORGANISATIONS

Examples:
National Swedish
procurement
COOPERATION WITH OTHER BUYING ORGANISATIONS

Examples:
Oslo, Norway
DISCUSSION ON CONCLUSIONS

 What aspects have we already used in our own organisations

to try and encourage greener options for vehicles, or any
other product / service categories? (In terms of both
collaboration with stakeholders, tendering processes and joint
procurement)

 Which have been the most effective?

 Which would you consider using in your organisation in the

future?

 What steps would need to be taken to make this work?