{"id":6327,"date":"2020-07-02T16:29:21","date_gmt":"2020-07-02T14:29:21","guid":{"rendered":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/?p=6327"},"modified":"2020-07-02T16:29:21","modified_gmt":"2020-07-02T14:29:21","slug":"fleets-5","status":"publish","type":"post","link":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/2020\/07\/02\/fleets-5\/","title":{"rendered":"When the World Stops, Fleets Get Going"},"content":{"rendered":"

Jeb Lopez (far left) started Wheelz Up in 2012. The company delivers auto parts using Ford Transit and Nissan NV cargo vans serving markets in Texas, New York, Florida, California, and Washington, D.C. Photo courtesy Jeb Lopez.<\/em><\/p>\n

The COVID-19 crisis has forced a rethinking of everything. In the fleet world that means servicing vehicles in full plastic suits, pivoting to crisis-related contracts, no-touch vehicle exchanges, and transforming from paper to digital in a day. These fleets and fleet-related businesses reveal how they’ve managed to adapt and prevail \u2014 and deliver essential services to combat a global pandemic.<\/p>\n

Pandemic Survival: Adjusting Fleet on the Fly<\/h2>\n

Jeb Lopez, founder and CEO of\u00a0Wheelz\u00a0Up, has grown his auto parts delivery business from a handful of vans in 2010\u00a0to over 200 today in four states. As a small business owner, he realizes the need to stay prepared for an economic slowdown. But a worldwide pandemic? It\u2019s new territory.<\/p>\n

Right now, his clients \u2014 dealerships, parts supply stores, and auto repair shops \u2014 still want and need automotive parts to fix vehicles. \u201cI’ve spoken to probably about 40% of my clients, and right now, even though they’re experiencing a little slowness, they\u2019re still a buying a ton of stuff,\u201d Lopez says. \u201cAll our deliveries are still active.\u201d<\/p>\n

A few things are working in\u00a0Wheelz\u00a0Up\u2019s favor, at least for now: Last-mile deliveries have spiked in the wake of restaurants and public shopping shutdowns. At this point, vehicles of all types still need parts to stay on the road.<\/p>\n

\u201cPeople still need to travel,\u201d he says.<\/p>\n

Luckily, the \u201cshelter in place\u201d edicts that spread across the country have not grounded Lopez’s fleet in any jurisdiction he serves, as most of the automotive sector has been deemed “essential.”<\/p>\n

If there are any questions while on the road,\u00a0Wheelz\u00a0Up drivers can show authorities a printed letter or a PDF on their smartphones that confirms\u00a0that they are essential workers.\u00a0Drivers now wear high-visibility vests, which helps instill in them the need to follow uniform procedures, Lopez says.<\/p>\n

Through it all, Lopez has been\u00a0adjusting on the fly. As a result of the coronavirus crisis,\u00a0Wheelz\u00a0Up picked up a large, no-bid local government contract in Virginia to deliver emergency supplies to government offices.<\/p>\n

The company applied for federal relief through the Paycheck Protection Program and is waiting for the funds to be released. \u201cThat would go a long way to keeping the business operational,\u201d he says.<\/p>\n

Preparation Meets Opportunity<\/h3>\n

Lopez believes the saying, \u201cLuck is what happens when preparation meets opportunity\u201d applies to\u00a0his\u00a0business. From having delivery vans ready to roll at a moment\u2019s notice, a network of experienced drivers and backup drivers, as well as\u00a0a\u00a0robust logistics and telematics systems in place, Lopez says\u00a0Wheelz\u00a0Up can take advantage of unexpected opportunities.<\/p>\n

At the end of every year, Lopez reviews the company\u2019s handbook and policies in preparation for times like these. \u201cThis is when they (employees) start to ask questions about their benefits and whether they can file for the Family Leave Act, and each state has different policies,\u201d he says.<\/p>\n

\"Jeb
\n

Jeb Lopez owner and founder of Wheelz Up, loads paint supplies for a customer delivery. Lopez started Wheelz Up in 2010. The company delivers auto parts using Ford Transit and Nissan NV cargo vans serving markets in Texas, New York, Florida, California, and Washington, D.C. Photo courtesy Jeb Lopez.<\/em><\/p>\n<\/figcaption><\/figure>\n

In terms of internal health and safety, Lopez is making his delivery drivers wear\u00a0masks and\u00a0gloves, though he encountered\u00a0some pushback\u00a0initially.<\/p>\n

Before the crisis he overordered an industrial supply of hygienic cleaning wipes. Each driver carries those along with a spray bottle mixed with water, vinegar, and alcohol to wipe down their vans\u2019 interiors.<\/p>\n

Lopez has directed his drivers to not report to work for a 14-day period if they\u2019re experiencing any cold or flu symptoms. As a business that comes in physical contact with clients, the possibility to spread a sickness is untenable, and a client in contact with a sick driver can sink his reputation.<\/p>\n

But it\u2019s not an easy situation to manage. \u201cThey don\u2019t want to call in sick, because they need the money,\u201d he says. \u201cSome of them live hand to mouth.\u201d<\/p>\n

Lopez is anticipating having to reduce his driver pool as his clients start to slow down. He hasn\u2019t come to the point where he\u2019ll need to furlough them, but he\u2019ll have to consider this eventuality.<\/p>\n

In the meantime, he\u2019s trying to conserve cash flow. This means making sure fleet vehicles are roadworthy yet pausing non-essential repairs and grounding vehicles that need major work. Lopez contacted his lender and was able to get a delay in payments on his fleet of cargo vans.<\/p>\n

For now, Lopez believes he\u2019s doing the right things to survive and put him in a position to outlast his competitors.<\/p>\n

\u201cThe companies who really can’t survive in a crisis like this will die and those companies who really have their (stuff) together,\u00a0they\u2019ll survive and even control more market share,\u201d he says. \u201cThis is a good time to invest in the survivors and learn something new.\u201d<\/p>\n

When Fleet Management Meets Extraordinary Circumstances<\/h2>\n

Even with travel bans, business closures, and a patchwork of states on shelter-in-place orders due to the Coronavirus pandemic, fleets still need to facilitate services and get people and goods to where they need to go.<\/p>\n

For\u00a0Motorlease\u00a0Corp., a Farmington, Conn.-based fleet management company that operates in 50 states, that means meeting internal and external demands under extreme circumstances.<\/p>\n

\u201cIn terms of client activity, it varies greatly,\u201d says Joe\u00a0Pelehach, vice president, adding that his company \u201cis set up to work 100% remotely right now.\u201d<\/p>\n

While sales calls have virtually ground to a halt, he says many service fleets are going full steam, such as one client that provides parts for medical instruments. As such,\u00a0Motorlease\u00a0is adjusting to a disrupted process of getting vehicles to fleet clients and servicing them.<\/p>\n

\u201cWe\u2019re digging into every vehicle that’s on order to check its status, where it is in that pipeline, and whether it\u2019s at a port or in actual transportation,\u201d says Jeff Perkins, vice president of operations.<\/p>\n

At the dealership level,\u00a0Motorlease\u00a0is asking drivers to be mindful of new procedures. \u201cWe\u2019re making sure that the vehicles are ready to go prior to the driver being notified,\u201d says Perkins. \u201cSome dealerships are\u00a0open\u00a0and some are not, so we’re working around each of these issues as they come up.\u201d<\/p>\n

That entails contacting the grounding dealerships before they arrive and taking safety precautions such as meeting dealership staff outside and exercising social distancing.\u00a0Motorlease\u00a0is sending license plates directly to drivers and asking them to bring their own tools to put them on.<\/p>\n

Servicing vehicles is another challenge, as dealerships and repair facilities adjust hours or close completely depending on government directives.<\/p>\n

Motorlease\u00a0has national accounts with the major service chains, but also allows drivers to use local facilities if it\u2019s more convenient or if a national provider is closed.\u00a0Motorlease\u00a0will work out payments directly with the local shop or reimburse drivers directly for a credit card charge.<\/p>\n

Pelehach\u00a0and Perkins understand that the time may come when their clients will be financially impacted as a result of the business standstill, though this hasn\u2019t hit just yet.\u00a0Pelehach\u00a0says the company\u2019s longstanding policy of contracting almost exclusively with clients with excellent credit will mitigate the need for drastic measures.<\/p>\n

If any abnormal de-fleeting needs to happen,\u00a0Pelehach\u00a0says\u00a0Motorlease\u00a0will analyze the fleet to see which older units might offer a less expensive exit, or if the unit can be transferred to a new rep.<\/p>\n

\u201cWe have always tried to work in alignment with our clients to figure out ways that we can help, wherever we can bridge the gap,\u201d\u00a0Pelehach\u00a0says. \u201cWe hope that this is a short-run phenomenon. The economy was really strong coming into this, and as we come out on the other side, everything will start to fall back into place.\u201d<\/p>\n

\"As
\n

As a result of the need to mitigate the spread of the Coronavirus, Motorlease is set up to work completely remotely, which entails daily video conferences. Photo courtesy of Motorlease.<\/em><\/p>\n<\/figcaption><\/figure>\n

Back to Life<\/h3>\n

Motorlease\u00a0is also looking to when the pandemic ends and business roars back to life.<\/p>\n

Perkins says that most fleet clients have their 2020 orders in, though protracted shutdowns at the manufacturers will cause delays. Vehicle titling could be delayed due to DMV shutdowns, and when they do open there could be severe backlogs. \u201cDeliveries may be slowed right at the point when the expectation is to have the vehicle on time,\u201d Perkins says.<\/p>\n

Similar issues will resurface when it\u2019s time to de-fleet. Dealerships may have lots already overflowing with used vehicles and not be able to buy more. \u201cThere will be a multiplier effect with all of this,\u201d\u00a0Pelehach\u00a0says.<\/p>\n

However, whether during a global pandemic or an anomaly in the life of a business, the best practice is to have the flexibility to come up with solutions that reduce the impact of the problem. Says\u00a0Pelehach: \u201cWe will always work with our customers in any way that we can.\u201d<\/p>\n

West Palm Beach Fleet Services: Socially Distant, More Connected than Ever<\/h2>\n

Job duties generally don\u2019t require \u201cstaying prepared for a global pandemic.\u201d But Mario Guzman, MPA, CAFM, director of support services for the City of West Palm Beach (Florida), believes that having the\u00a0right work culture in place to begin with will make dealing with a once-in-a-lifetime crisis a little smoother.<\/p>\n

\u201cFor our organization, it\u2019s about our leadership up and down the organization,\u201d Guzman says. \u201cWe have a staff that can think on their own and stand on their own, and we\u2019re seeing how that really matters in this situation, which came out of nowhere.\u201d<\/p>\n

When the pandemic took hold, Guzman immediately began rearranging work life: He ordered the staff to telecommute. In-person meetings transferred to Zoom. For staff members that still need to go to the office, they\u2019re now allowed in once a week and only one at a time.<\/p>\n

If any employee has reported to have the flu or flu-like symptoms, the employee is quarantined, and their workstation is cordoned off. A company is called in to perform a full sanitization.<\/p>\n

It\u2019s been a work in progress. \u201cIn times like these, if there were already cracks in the system, you start seeing breaks.\u201d<\/p>\n

Fleet Sanitizing<\/h3>\n

On the fleet side, staff technicians are now split evenly into a morning and evening shift. Meal breaks are staggered to only allow two technicians in the lunchroom at a time. They\u2019re required to keep at least 15 feet apart.<\/p>\n

To abide by social distancing protocols, the organization applied\u00a0footprint decals to the floor to show the required gap\u00a0when standing in line to interact with\u00a0a service writer, for instance.<\/p>\n

Regarding the fleet, the city parks have closed, so the vehicles that service them sit idle. Guzman\u2019s team had been sanitizing loaner vehicles but felt it prudent to suspend the loaner fleet entirely.<\/p>\n

The workload for garbage and sanitation trucks continues unabated. For repair work, technicians in latex gloves manually sanitize them before they enter the shop. If the job requires two technicians, they\u2019ll each put on a mask. When the repair work is finished, the vehicles are sanitized again.<\/p>\n

Due to the nature of transporting patients, servicing Fire & Rescue fleet vehicles requires technicians to don full plastic suits. If a patient or medic who rode in a truck tests positive for COVID-19, or even if extra precaution is warranted, the department will send the truck to a contracted specialist cleaning company.<\/p>\n

In deference to the Boy Scout motto \u201cBe Prepared,\u201d the fleet management department likes to keep vehicle parts in stock. When parts are needed, the work order system had luckily already been automated.<\/p>\n

However, Guzman says a couple of parts suppliers have shut down, which has been frustrating, but correctable. \u201cHey, we’ll hunt and peck for those parts elsewhere,\u201d he says. \u201cWe’ll source them from Amazon or eBay.\u201d<\/p>\n

\"The
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The Support Services Department for the City of West Palm Beach gathers in a less socially distant time. Photo courtesy City of West Palm Beach.<\/em><\/p>\n<\/figcaption><\/figure>\n

Pitching In<\/h3>\n

To Guzman\u2019s point on individual leadership, the staff has stepped up in various ways.<\/p>\n

The department had bought an oversupply of N95 masks pre-pandemic. Guzman gave the city\u2019s fire department about 700 of those masks when it ran low. As well, the Fleet Services Department has been involved in a food drive initiated by the police athlete league.<\/p>\n

The supervisors chipped in and recently bought lunch for the department. \u201cThe woman who owns the restaurant was only doing takeout,\u201d he says. \u201cShe was so happy to get orders for 40 lunches.\u201d<\/p>\n

The lack of in-person communication has been hard. \u201cI have reached out personally to every single one of my employees to see how they’re doing,\u201d Guzman says.<\/p>\n

That includes one staffer with a three-month-old baby. Guzman can relate \u2014 he\u2019s on paternity leave right now with a one-month-old himself. Guzman sent the associate much-appreciated extra baby supplies.<\/p>\n

The cracks in the system aren\u2019t as prevalent now. \u201cIt was rough two weeks ago, but it\u2019s gotten a little easier; everyone knows now what\u2019s going on,\u201d he says.<\/p>\n

That said, Guzman realizes the situation will change again as individuals and businesses adjust to Florida\u2019s recent official stay-at-home order. \u201cIt’s a long battle, and it\u2019s far from over,\u201d he says. \u201cI just have to keep talking to the team to say \u2018Hey, we’re in this together and we’re going to get through it.\u2019\u201d<\/p>\n

Delivering Cannabis in a Crisis<\/h2>\n
\"Ari\u00a0Raptis,
\n

Ari Raptis, founder and CEO of Talaria Transportation believes that his \u201ccrisis SOP\u201d and workforce of retired state police officers has the company well suited to meet rising demand.\u00a0 Photo courtesy of\u202fTalaria\u00a0Transportation.\u00a0<\/em><\/p>\n<\/figcaption><\/figure>\n

In most environments, a 30% spike in business in one month is reason to break out the champagne. During a global pandemic \u2014 with associated supply crunches, mandated process changes, and an uncertain future \u2014 the increase might provoke more angst than joy.<\/p>\n

Ari\u00a0Raptis, founder and CEO of\u00a0Talaria\u00a0Transportation, a logistics provider for the legal cannabis industry, has taken recent developments in stride. \u201cAny sound logistics company should have a \u2018crisis SOP (standard operating procedure),\u2019\u201d he says. \u201cOurs works for this pandemic or any other type of crisis.\u201d<\/p>\n

For\u00a0Raptis, that starts with the workforce, which is made up of retired state police. \u201cThese guys have gone to work in all types of circumstances to prepare them for what we’re going through now,\u201d\u00a0Raptis\u00a0says.<\/p>\n

Talaria, a suburban Philadelphia-based company licensed to operate in 14 Northeast\/Mid-Atlantic states, delivers legal cannabis from growers and processors to dispensaries and pharmacies using 17 Mercedes Benz Sprinter and Metro vans. Two more vans are on the way to meet the increase in demand.<\/p>\n

The coronavirus pandemic has forced operational changes at\u00a0Talaria, which aren\u2019t easily managed in the tightly regulated cannabis market.<\/p>\n

State laws require two workers in the vans during transport. While it\u2019s impossible to maintain social distance in the same vehicle,\u00a0Raptis\u00a0reorganized drivers to form consistent pairs that use the same van and equipment instead of a constant rotation.<\/p>\n

Talaria\u00a0already had a standard daily cleaning protocol. Now, all touch points in the cab are sanitized with disinfectant and alcohol wipes, and the cargo area is sprayed with a disinfectant at the beginning and end of each day.<\/p>\n

As well as masks, drivers wear gloves that are changed after each delivery. In keeping with a crisis SOP that maintains stages of severity and readiness,\u00a0Raptis\u00a0is ready for stage 5: \u201cWe have full medical protective suits for our drivers if and when it comes to that,\u201d he says.<\/p>\n

Raptis\u00a0converted all manual signatures, such hardcopies of manifests and interactions with delivery points, to a digital process. \u201cWe went completely digital in a day,\u201d says\u00a0Raptis. \u201cAnything that was done on paper is gone now.\u201d<\/p>\n

New Opportunities<\/h3>\n

The recent upsurge in business, coupled with the pandemic-related cutbacks across all industry verticals, would seemingly create supply chain issues. This is exacerbated with cannabis because it\u2019s not legal on a federal level and therefore can\u2019t cross state lines.<\/p>\n

\u201cAny (legal marijuana) state east of the Mississippi can\u2019t keep up with patient demand,\u201d explains\u00a0Raptis, \u201cShelves are running empty.\u201d<\/p>\n

That said, more growers are coming online, and\u00a0Raptis\u00a0says\u00a0Talaria\u2019s\u00a0integrated network\u00a0is able to\u00a0get the product delivered as quickly as possible. \u201cThey (growers) are amazing at what they do, but they rely on us for fleet management and the logistics side of the business.\u201d<\/p>\n

The company recently created software to be able to expand its business model from B2B to include B2C with home deliveries.<\/p>\n

\u201cNow more than ever, patients don’t want to leave their homes,\u201d\u00a0Raptis\u00a0says. \u201cThey are looking for an online source to get their medicine delivered to their home. (Home delivery is) pretty normal in 2020, but not in the cannabis world.\u201d<\/p>\n

While regulations regarding cannabis home deliveries vary by county or even town, the pandemic has already facilitated some rules changes, which\u00a0Raptis\u00a0feels are antiquated in general.<\/p>\n

In Pennsylvania, deliveries are allowed, though each caregiver had only been permitted a five-patient limit. Since the coronavirus crisis, that patient limit has been lifted entirely. Other states such as New York and Maryland are scrambling to get home deliveries up and running,\u00a0Raptis\u00a0says.<\/p>\n

\u201cWe\u2019re looking at how to take this crisis and turn (the system) around for the better,\u201d he says. \u201cWith better home delivery in Pennsylvania, or if we could start home delivery in other states, we wouldn’t have such a run on the dispensaries. Everyone would be able to manage their workload a lot better.\u201d<\/p>\n

Open for Fleet Business<\/h2>\n

Kevin Sullivan, co-owner of a family-owned, multi-franchise dealer group serving Central Connecticut, is still doing fleet business during the coronavirus pandemic \u2014 though it\u2019s feast or famine depending on sector.<\/p>\n

Corporate fleet business is at a standstill, though some small commercial business is moving along. While the state ordered non-essential work to shut down on March 17, construction was deemed essential. Sullivan\u2019s dealerships are serving contractors that\u00a0are able to\u00a0work within the state\u2019s shelter-in-place guidelines, he says.<\/p>\n

As an authorized vendor for the State of Connecticut, most of Sullivan\u2019s fleet business \u2014 before and during the pandemic \u2014 comes from the government, particularly police departments. \u201cWe’re in the process of completing some large orders for police cruisers,\u201d he says.<\/p>\n

A Changed Process<\/h3>\n

Sullivan, who co-owns the dealerships with his brothers Sean and Tim, are still getting vehicles to fleet customers, though \u201cThe whole process has changed,\u201d he says.<\/p>\n

In keeping with\u00a0rapidly established\u00a0industry standards, the dealerships have instituted contactless vehicle exchanges\u00a0that involve\u00a0night drops or arranging to leave keys in the car. Physical vehicle inspections have been suspended. Paperwork is solely handled through the mail and email.<\/p>\n

\"Kevin
\n

Kevin Sullivan (right) stands with Warren Ford Jr., fleet, government and municipal sales manager. Sullivan is co-owner of O\u2019Neill\u2019s Chevrolet Buick, Sullivan’s Northwest Hills Chrysler Jeep Dodge Ram, Sullivan Honda, and Northwest Hills Chevrolet, Buick, GMC, Cadillac. The dealerships serve Central Connecticut.\u00a0Photo courtesy Kevin Sullivan.\u00a0<\/em><\/p>\n<\/figcaption><\/figure>\n

When vehicles need human handling, they\u2019re cleaned each time a worker enters and exits. Touchpoints are sanitized with an antibacterial spray and disposable covers are used on the steering wheels, shifters, and seats.<\/p>\n

The safety protocols aren\u2019t just for theoretical occurrences: \u201cWe have run into some (police) departments that have been clearly hit by the coronavirus,\u201d he says. \u201cThey’ve got many members of their staff out.\u201d<\/p>\n

The dealerships\u2019 service and parts departments are open, where social distancing is less of an issue because of service staff furloughs. The dealerships haven\u2019t yet had parts supply issues, \u201cBut we are anticipating that to be a problem,\u201d Sullivan says.<\/p>\n

In terms of aftermarket installations, Sullivan\u2019s dealerships work mostly with\u00a0upfitters\u00a0of police cruiser packages and they \u201cseem to be rolling as normal.\u201d<\/p>\n

Sullivan is okay with taking consumer trade-ins, though dealer-to-dealer trades are virtually nonexistent now. \u201cNobody wants an outsider on their property swapping cars,\u201d Sullivan says.<\/p>\n

Days\u2019 Supply<\/h3>\n

To Sullivan\u2019s knowledge, other dealerships in his area haven\u2019t shut down completely but have furloughed much of their workforces.<\/p>\n

For now, as retail sales have all but dried up, Sullivan has metal ready to move.<\/p>\n

Some auto manufacturers were dealing with oversupply issues before the pandemic hit. Sullivan\u2019s dealerships came into the crisis with five to six months of inventory on hand, more than the normal plan of three to four months, he says. He expects April and May retail sales to come in 50% to 60% short of a typical month.<\/p>\n

\u201cThis could be an opportunity to reduce the inventory,\u201d Sullivan says, noting that he could run into shortages if factories remain idle for too long. \u201cI’ve got nothing in the pipeline after 60 to 90 days. Everything’s been canceled.\u201d<\/p>\n

The large auto dealer groups have made headlines with mass employee furloughs, and Sullivan\u2019s dealerships were forced into the same boat. Sullivan says his biggest struggle right now is balancing employee levels while managing federal stimulus money that will put the business in the best position to move forward.<\/p>\n

\u201cThe hardest part is looking a longtime employee in the eye and saying, hey, unfortunately I don’t have enough work to keep you busy,\u201d he says. \u201cI have to furlough you.\u201d<\/p>\n

\u201cIt takes time to gather good, valuable employees.\u201d<\/p>\n

 <\/p>\n

by Chris Brown<\/a><\/p>\n

Source: https:\/\/www.autorentalnews.com\/<\/a><\/span><\/p>\n

CUT COTS OF THE FLEET WITH OUR AUDIT PROGRAM<\/strong><\/a><\/h3>\n

\"\"<\/a><\/p>\n

The audit is a key tool to know the overall status and provide the analysis, the assessment, the advice, the suggestions and the actions to take in order to cut costs and increase the efficiency and efficacy of the fleet. We propose the following fleet management audit.<\/p>\n

FLEET MANAGEMENT AUDIT<\/strong><\/a><\/h3>\n","protected":false},"excerpt":{"rendered":"

Jeb Lopez (far left) started Wheelz Up in 2012. The company delivers auto parts using Ford Transit and Nissan NV cargo vans serving markets in Texas, New York, Florida, California, and Washington, D.C. Photo courtesy Jeb Lopez. The COVID-19 crisis has forced a rethinking of everything. In the fleet world that means servicing vehicles in…<\/p>\n","protected":false},"author":3,"featured_media":6330,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":[],"categories":[18],"tags":[302],"_links":{"self":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/6327"}],"collection":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/users\/3"}],"replies":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/comments?post=6327"}],"version-history":[{"count":1,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/6327\/revisions"}],"predecessor-version":[{"id":6331,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/posts\/6327\/revisions\/6331"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/media\/6330"}],"wp:attachment":[{"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/media?parent=6327"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/categories?post=6327"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/advancedfleetmanagementconsulting.com\/eng\/wp-json\/wp\/v2\/tags?post=6327"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}