UTILITY- EQUIPMENT SPEC’ ING
6 approximately 40 departments through 17 different option packages, allowing flexibility without abandoning a structured specification process. Heavy-duty and aerial units are largely standardized. That consistency allows equipment to move more easily between departments and supports broader fleet flexibility.
Equipment standardization also supports safety and training objectives. Oca explained that maintaining consistent manufacturers and operating systems is especially valuable for apprentices and field personnel who rely on familiar controls and procedures.
At the same time, she acknowledged that fleet managers must resist requests driven more by preference than operational necessity. JEA increasingly requires business cases for specialized equipment requests, ensuring that additions are justified by genuine business needs rather than individual preferences.
Rightsizing Through Data
Another major topic was rightsizing, with both Dominion Energy and JEA embracing data-driven approaches to what has traditionally been a difficult conversation with operating departments.
Dominion Energy approaches rightsizing through a combination of replacement
As the conversation turned toward organizational culture, both panelists highlighted the role of leadership in making procurement and rightsizing initiatives successful. standards, utilization reporting, maintenance analysis and telematics technology. The utility establishes replacement benchmarks— such as seven years or 130,000 miles depending on the asset— and uses monthly reports to evaluate equipment performance.
“ Monthly utilization reports help identify underused units,” Atkins
Telecom & Utility Construction | Fall 2026 related.“ In some instances, those vehicles can be transferred to departments affected by long lead times, allowing them to satisfy operational needs without purchasing new assets.
“ Telematics further strengthens the decision-making process by helping identify equipment that sees minimal usage or may be experiencing recurring problems,” Atkins added.“ Combined with maintenance data, these insights support more informed decisions about redeployment, retention or replacement.”
Atkins emphasized the value of face-to-face replacement meetings with business units.“ These sessions help determine future needs while also creating opportunities to discuss emerging technologies and alternative solutions that may reduce wait times for new equipment,” he said.“ We also require justification when departments seek exceptions to established standards.”
At JEA, utilization analysis begins with a three-year review of asset usage.“ Vehicles that fail utilization measures in two of the previous three years are flagged as underutilized,” Oca reported.“ Departments must then provide justification for keeping those assets, but those reviews do not automatically result in disposal. In many cases, assets are reassigned to other groups that can make better use of them.”
Oca also cited organizational changes that created opportunities to redeploy vehicles rather than immediately replace them.“ Rightsizing involves more than simply reducing vehicle counts,” she said.“ The broader objective is ensuring that departments possess the assets they truly need to perform their work.
“ Frequent engagement with business groups is central to that effort,” Oca continued.“ JEA conducts meetings with users to better understand operational requirements, evaluate specifications and determine how existing assets can be used most effectively. Overall, we’ re focused on making sure that the groups truly have what they need.”
Executive Support
As the conversation turned toward organizational culture, both panelists highlighted the role of leadership in making procurement and rightsizing initiatives successful. Data and policies can only go so far without support from senior management, they noted.
“ Executive-level oversight serves as a critical component in maintaining discipline and consistency across the organization,” Atkins said.“ It is always needed at our departments. Without that support, it doesn’ t become an issue, especially when it comes to rightsizing.”
Decisions about vehicle allocation at both JEA and Dominion Energy always involve operational concerns. At the same time, the panelists related, strong leadership support helps ensure that decisions remain grounded in fleet data and business requirements.
Looking Ahead
Asked what single change would most improve fleet operations, the panelists focused on planning, support and understanding. Oca, in particular, pointed to the value of better planning capabilities. Atkins highlighted the need for greater understanding across all levels of the business about how fleet operations function and why standardization matters.
The discussion concluded by reinforcing several themes that resonate across utility fleets: proactive budgeting, strong supplier relationships, diversification of sourcing, disciplined standardization, data-driven rightsizing and executive support. Together, these strategies offer a roadmap for navigating a market where costs remain high, lead times remain unpredictable and every procurement decision carries long-term operational consequences.
One key takeaway from the session is that success in fleet procurement is no longer just about buying equipment. It is about planning years ahead, leveraging data effectively, collaborating across departments and building partnerships that can withstand ongoing market uncertainty.