Electrifying a fleet is a complex process, but resources like the Fleet Electrification Solution Center simplify the process, distilling the most relevant resources and best practices from fleet electrification leaders into 5 comprehensive steps.
In earlier articles, we covered the beginning of a fleet’s electrification journey. For Phase 1 we discussed learning about the existing landscape; for Phase 2 and 3, we covered how to apply those resources and experience to analyze your fleet and identify what is possible.
In the next stop on the fleet electrification journey - Phase 4 - we visited with Ken Marko, Senior Manager for Fleet Sustainability at US Foods to provide an in-depth example of how one organization is transferring its learnings from the first three phases to a deployment strategy.
US Foods: a real fleet making the transition
US Foods operates a broadline foodservice distribution fleet that supports 70 distribution centers and includes 6,500 trucks that distribute products to restaurants and foodservice operators across the U.S.
Throughout 2021, US Foods piloted a zero-emission electric Class-8 tractor in the Freightliner Electric Innovation Fleet project. With the learnings from this pilot project, US Foods is working toward its next fleet electrification milestone where it will deploy 30 new electric Class-8 tractors in 2023.
Similar to what is outlined in the Fleet Electrification Solutions Center, US Foods went through three main steps to plan for near-term electric vehicle deployments: secure internal buy-in, apply for and secure funding, and procure vehicles and charging equipment. Here are three main takeaways it learned on the road to deployment:
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Internal buy-in at every level of the company is important to success.
Fleet electrification projects are complex, but internal coordination and buy-in throughout the organization can smooth the electrification planning and implementation process. “As we planned for our next deployment, it was equally important to get buy-in from leadership as it was the fleet drivers and fleet service technicians,” Ken said about his work with US Foods electric fleet plans. He highlighted some key learnings:
- Engaging drivers and technicians has multiple benefits. Drivers and technicians can give input on the vehicles and feedback on routes to prioritize. This is also an opportunity to address concerns about the vehicles and provide training on vehicle operations like maximizing regenerative breaking benefits and charging protocols.
- Organization goals and targets are also an important part of securing buy-in. In 2022, the company’s near-term, science-based emissions reduction targets were approved by the Science Based Targets (SBTi) initiative. The company has committed to reducing absolute Scopes 1 and 2 GHG 32.5% by 2032 from a 2019 base year and commits that 67% of its suppliers by emissions covering purchased goods and services will have science-based targets by 2027. Transportation emissions reductions strategies, including route optimization and introducing alternative fuel vehicles like electric trucks into their fleet are key initiatives in reaching that goal. Clear, time bound goals like these can help align efforts across an organization and secure support from key personnel.
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Key external partners are critical, particularly for incentives and charging infrastructure.
One of the most important external partners for a fleet looking to electrify is their utility. “Engage with your utility early and often,” emphasized Ken. This mantra of “early and often” is particularly important for planning timelines and managing project costs. Engaging early ensures the fleet can plan for long lead-times if new infrastructure is needed to expand a site’s electricity capacity. Engaging often allows a fleet to work through planning details like selecting the best rate structure for their fleet’s charging strategy and taking advantage of utility incentives or make-ready programs. Other external partners, like Air Quality Management Districts or Clean Cities Coalitions are also resources that can help identify what incentives might be available for a particular project.
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Track and evaluate progress.
Ken stressed the importance of using small pilots or participating in demonstration projects to gather data that would drive future decision making. “Projects are seldom fully baked. By running a pilot, a fleet dips its toe into electrification and can better understand how a vehicle behaves in the fleet’s operations,” shared Ken. For US Foods, data from early pilots informed how US Foods plans to use the electric vehicles in its upcoming deployment of 30 electric tractors.
While every fleet will have different performance indicators, the FESC outlines common performance indicators fleets can begin to track as they deploy its first vehicles and decide how to expand its deployments. Ken noted that as he continues to move US Foods along their electrification journey that data driven decisions will allow it to adjust and grow its projects.
Although adopting electric trucks and deploying them in a fleet requires coordination, fleet leaders like US Foods are shining a light on the process. EDF’s Fleet Electrification Solution Center is the only free resource that brings the experience from these fleets to every fleet manager's fingertips. To continue learning from fleets leading the electrification charge, start your electrification journey at electricfleet.org.
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One of the world’s leading international nonprofit organizations, Environmental Defense Fund creates pragmatic solutions to the most serious environmental problems. EDF has collaborated with FedEx to introduce their hybrid electric truck nearly 20 years ago, GM to eliminate emissions from its new passenger vehicles by 2035, and Iron Mountain to develop a fleet electrification plan – all with the goal of helping companies reduce their climate and air pollution footprints. Learn more at edf.org and connect with us on Twitter @EDFEnergyEX.