By Michael Nielsen, Editor & Publisher | 15+ Years in Diesel Repair & Fleet Operations
Last Updated: August 2026
⏱ Estimated reading time: 15+ minutes
Fleet vehicle procurement represents one of the largest capital expenditures for commercial transportation operations, and structured procurement approaches still deliver the 18–22% cost reductions fleet managers have relied on for years — but the baseline those savings are measured against has shifted. New Section 232 tariffs on medium- and heavy-duty vehicles took effect November 1, 2025, adding an estimated $10,000 to $35,000 to the cost of a new Class 8 truck depending on sourcing, which means every negotiation tactic in this guide now has to work harder just to hold total spend flat. The math still favors disciplined buyers: even a 3% reduction in acquisition cost delivers profitability equivalent to a 10% revenue increase, and a fleet achieving the 20% savings target on $500,000 in annual vehicle spend still preserves $100,000 for other priorities — it's just being measured against a higher starting number than it was a year ago.
This guide walks fleet managers and procurement professionals through the proven negotiation methodologies that produce systematic acquisition savings, updated for the tariff-driven pricing environment, tightened dealer inventory, and current OEM fleet program landscape fleets are navigating in 2026.
Key Takeaways
- ✓Tariffs reset the baseline: a 25% Section 232 tariff on Class 3–8 trucks and parts, effective November 2025, is adding roughly $10,000–$35,000 to new truck prices depending on sourcing — making negotiation discipline more valuable in dollar terms, not less.
- ✓The 18–22% savings target still holds — it reflects cumulative reductions from volume consolidation, competitive bidding, strategic timing, and manufacturer programs applied together, not a single dealer concession.
- ✓USMCA compliance now affects price, not just origin: vehicles assembled in the U.S. or with documented U.S. content can qualify for partial tariff relief, which fleet buyers should ask about directly during sourcing conversations.
- ✓Competitive bidding still outperforms single-source negotiation by 8–12%, and that gap likely widens as dealers pass tariff costs through inconsistently across brands and sourcing.
- ✓Total cost of ownership matters more than ever — with acquisition costs rising, savings on financing, prepaid maintenance, and residual value planning make up a larger share of achievable total savings.
In This Guide
- Understanding Today's Fleet Procurement Landscape
- Building a Data-Driven Procurement Strategy
- Leveraging Volume Purchasing Power
- Mastering Competitive Bidding Techniques
- Strategic Timing for Maximum Discounts
- Developing Strategic Supplier Relationships
- Advanced Financial Structure Negotiations
- Maximizing Manufacturer Fleet Programs
- Securing Value-Added Concessions Beyond Price
- Tracking and Validating Procurement Savings
- Frequently Asked Questions
Understanding Today's Fleet Procurement Landscape
Understanding today's fleet procurement landscape starts with the single biggest change since this guide was last written: new truck prices moved up sharply in late 2025, and not because of ordinary market forces. On October 17, 2025, the President issued Proclamation 10984, imposing a Section 232 national-security tariff of 25% on medium- and heavy-duty vehicles (Classes 3–8) and specified truck parts, and 10% on buses, effective November 1, 2025. Roughly half of Class 8 trucks sold in the U.S. are assembled outside the country, so the tariff reaches deep into the supply chain rather than affecting a narrow slice of imports.
The proclamation does include relief valves fleet buyers should understand before assuming the worst. Vehicles that qualify for preferential treatment under the United States-Mexico-Canada Agreement (USMCA) can have the tariff applied only to their non-U.S. content rather than the full vehicle value, once the importer documents that content with the Department of Commerce. Manufacturers assembling vehicles domestically between November 2025 and October 2030 can also claim an import adjustment offset worth 3.75% of their U.S.-assembled vehicle value. In practice, this means tariff exposure varies meaningfully by OEM and by specific model — a detail worth asking about directly rather than assuming a flat 25% applies to every truck on a dealer's lot.
$10,000–$35,000
Estimated per-vehicle price increase on new Class 8 trucks from the 2025 Section 232 tariff, depending on sourcing and USMCA content documentation.
Layered on top of tariff exposure is the 12% federal excise tax (FET) that applies to new heavy trucks, tractors, and trailers — and because FET is calculated on the vehicle's sale price, a tariff-inflated price also inflates the FET owed on top of it. Fleet buyers modeling total acquisition cost in 2026 need to account for both increases together, not just the tariff in isolation.
Dealer inventory dynamics compound the pricing pressure. According to the American Transportation Research Institute's (ATRI) 2026 Operational Costs of Trucking report, the industry-average cost of operating a truck reached $2.336 per mile in 2025 — the highest per-mile cost in the report's history — with truck and trailer payments specifically climbing to a record share of that total. A freight market that has been slow to recover has kept many dealers cautious about ordering ahead of demand, which means fleet buyers can't assume the loose inventory conditions of a few years ago; production and order volumes are recovering only gradually into 2026 and 2027.
The tariff increases land hardest on smaller operators. American Trucking Associations' Economics and Industry Data page reports that 91.5% of active U.S. motor carriers operate 10 or fewer trucks — fleets that typically lack the capital reserves and negotiating scale to absorb a sudden $10,000–$35,000 per-unit price increase the way a 500-truck fleet can. That reality makes every tactic in this guide — especially volume consolidation and GPO participation for fleets too small to negotiate alone — more valuable for smaller operators specifically, not less.
The Reality Behind 20% Savings Targets
A savings target of 18–22% represents cumulative reductions achieved through multiple negotiation strategies applied systematically over time — not a single discount pulled from one dealer conversation. Large fleet group purchasing organizations (GPOs), which pool the buying power of hundreds of thousands of commercial vehicles across member fleets, commonly report member fleets saving up to 20% annually on consolidated vehicle and parts procurement when volume commitments, competitive bidding, strategic timing, and relationship negotiation work together. Individual results vary by purchase volume, geography, and negotiation skill, but the benchmark remains attainable for organizations that build systematic procurement capability rather than relying on a single tactic.
| Negotiation Component | Typical Savings | Difficulty | Time Investment |
|---|---|---|---|
| Volume Purchase Discounts | 5–8% | Moderate | Low (consolidate orders) |
| Competitive Bidding Process | 3–6% | Moderate | Medium (manage multiple dealers) |
| Strategic Timing Optimization | 2–4% | Low | Low (align with dealer cycles) |
| Manufacturer Fleet Programs | 4–7% | Low to Moderate | Medium (qualify and stack) |
| Relationship-Based Concessions | 2–5% | High | High (develop partnerships) |
Common Procurement Mistakes That Erode Savings
In Heavy Duty Journal's field experience — a perspective Editor Michael Nielsen has reinforced across 15+ years of watching shops and fleets negotiate equipment deals — the procurement mistakes that erode savings haven't changed even as prices have — organizations without cost-conscious purchasing cultures still let individual departments buy independently, without regard to the fleet's total leverage. Failing to research current pricing benchmarks and available programs before negotiating can cost $1,500–$3,000 per vehicle in missed savings, and accepting a first offer without generating competing bids typically costs 8–12% more than a systematic bidding process would. With tariffs now a live variable in every quote, skipping the research step is more expensive than it used to be — a dealer's "market adjustment" language can mean anything from a legitimate tariff pass-through to ordinary margin padding, and only a fleet buyer who has done the homework can tell the difference.
Building a Data-Driven Procurement Strategy
A data-driven procurement strategy replaces guesswork with the market intelligence that consistently produces better negotiation outcomes, and the foundation gets built long before anyone contacts a dealer. Start with a fleet needs analysis: document each vehicle's purpose, mileage, maintenance costs, and remaining useful life to reveal which units need replacement and which can keep running economically. Categorizing spend by vehicle class — light-duty trucks, cargo vans, specialty vocational units — lets a fleet apply tactics matched to each segment's specific market characteristics rather than one generic approach across everything.
Usage data closes gaps between what a fleet is buying and what operations actually need. Tracking daily mileage, route characteristics, cargo utilization, and seasonal demand frequently reveals vehicles that were over-specified — paying premium prices for capability the operation rarely uses. Right-sizing specifications reduces acquisition cost immediately, without sacrificing the capability a route genuinely requires.
Establishing a market price baseline means requesting detailed quotes on identical specifications from at least three dealers and documenting them carefully — features included, delivery timeline, and any special conditions. The NTEA Vehicle Specification Resources provide a structured framework for developing the precise, unambiguous specifications that make dealer quotes genuinely comparable rather than apples-to-oranges. Benchmark data from industry associations adds useful outside context: the National Private Truck Council's annual Benchmarking Report is widely regarded as the gold standard for private fleet operating practices, covering finance, operations, equipment, and maintenance metrics that let a fleet assess itself against national norms.
| Data Source | Primary Value | Limitations | Best Application |
|---|---|---|---|
| Industry Pricing Guides | Standardized MSRP and invoice data | May not reflect tariff pass-through or regional variation | Initial research |
| Historical Purchase Records | Actual transaction prices achieved | Pre-tariff deals may not predict current pricing | Internal benchmarking |
| Competitive Dealer Quotes | Current real-world pricing | Quotes may include contingencies | Current market baselines |
| Industry Benchmark Studies | Aggregated data showing norms | Generic data may not match specific needs | Validating targets |
Negotiation leverage comes from a handful of identifiable sources. Purchase volume is the most obvious — even modest fleets of 10–20 vehicles command meaningfully better pricing than single-unit buyers. Timing flexibility, cash payment capability (often worth 2–4% on its own), and brand flexibility all multiply that leverage further, and the potential for an ongoing service relationship adds value a dealership weighs heavily, since fleet customers generate recurring maintenance and parts revenue long after the sale closes.
Leveraging Volume Purchasing Power
Leveraging volume purchasing power means recognizing that an organization's total vehicle demand is untapped negotiating leverage dealers and manufacturers actively seek — the difference between buying five vehicles and fifty isn't just numerical, it fundamentally changes a buyer's position at the table. Most organizations unintentionally weaken that position through fragmented buying: different departments, regional offices, and business units purchasing vehicles independently, each negotiating as a small buyer instead of pooling their combined weight.
8–15%
Immediate price reduction organizations typically see when consolidating vehicle spending across business units.
A multi-vehicle purchase agreement is the structural tool that captures this leverage. Rather than negotiating individual purchases as needs arise, commitment-based agreements spanning 12–24 months lock in pricing that reflects total volume rather than transaction-by-transaction size — for example, committing to 40 vehicles over 12 months with quarterly delivery windows, which gives suppliers revenue predictability while giving the fleet pricing certainty. Building in provisions for model substitutions, specification adjustments, and timing changes within defined parameters keeps the fleet from being locked into outdated choices while still preserving the volume commitment that drives the discount.
Consolidating purchases across business units starts with a comprehensive spend analysis: total annual vehicle expenditure, vehicle types, suppliers used, and pricing achieved, broken out by division. Three divisions each independently buying fifteen vehicles a year each negotiate as small fleet buyers receiving minimal concessions; consolidated as a single 45-vehicle annual purchaser, the same organization immediately qualifies for tier-two or tier-three fleet volume discounts that were unavailable to any division buying alone.
Mastering Competitive Bidding Techniques
Mastering competitive bidding means structuring a professional process that motivates dealers to present their best offers — not antagonizing suppliers, but creating transparency and accountability that benefits both sides. A well-crafted request for proposal (RFP) eliminates ambiguity, spelling out exact make, model, trim, engine configuration, and every required feature so competing dealers are quoting the identical vehicle. Establishing clear evaluation criteria — total price, delivery timeline, warranty coverage, post-sale support — and a response deadline of 10–14 business days ensures dealers know what actually matters and have time to build a thorough proposal rather than a rushed one.
Engaging 4–6 dealers concurrently, on an identical timeline, prevents any single early conversation from anchoring the price too high before other quotes come in. Being transparent that the fleet is soliciting multiple bids and will select based on total value actually strengthens credibility with serious dealers rather than undermining it, and tracking every response in a standardized comparison format — pricing, fees, delivery terms, value-added services — keeps the final decision objective. With tariff pass-through varying by OEM sourcing in 2026, this side-by-side comparison matters more than in a stable pricing year: two dealers quoting the "same" truck may be pricing very different actual tariff exposure into the number.
Strategic Timing for Maximum Discounts
Strategic timing for maximum discounts turns the sales calendar into a negotiating tool worth 5–10 additional percentage points, with no extra negotiation skill required — just knowledge of dealer sales cycles and the patience to buy on schedule rather than on impulse. Dealer quotas create real motivation: the final two weeks of each quarter (March, June, September, December) are prime windows, since sales managers gain authority to approve deeper discounts as they assess progress toward targets. Year-end December combines quarterly and annual pressure into the strongest leverage point on the calendar, and a fleet showing up with a ready-to-execute purchase order during that window becomes genuinely valuable to a sales team racing a deadline.
Model year transitions, typically August through October, remain a strong opportunity — dealers carrying aging inventory face real carrying costs, and outgoing model year vehicles that are functionally identical to incoming ones can be negotiated 15–25% below MSRP. In 2026, the tariff picture adds a second timing layer worth watching: at least one industry sourcing surcharge tied to 2025 tariff increases has carried an expiration date attached to it, and OEMs periodically adjust list pricing as tariff offset programs and USMCA content documentation get finalized. Fleets with purchasing flexibility should track both the traditional seasonal calendar and any OEM-specific pricing adjustment announcements before locking in a purchase.
| Timing Window | Discount Potential | Best Vehicle Types | Key Consideration |
|---|---|---|---|
| Quarter-End (Last 2 Weeks) | 3–7% Additional | All vehicle classes | Dealer quota status |
| Model Year Transition (Aug–Oct) | 15–25% Below MSRP | Vans and vocational trucks | Spec changes between years |
| Year-End December | 8–12% Additional | High-inventory models | Combined quarterly/annual pressure |
| Manufacturer Incentive Peaks | $2,000–$5,000 Per Unit | Program-specific vehicles | Stackability with other discounts |
The HDJ Perspective
Fleets asking Michael Nielsen and the Heavy Duty Journal team whether the tariffs make negotiation pointless have it backwards. When the base price is climbing $10,000 to $35,000 a truck, a well-run competitive bid process and volume agreement are worth more in absolute dollars than they were a year ago — the percentages haven't changed, but the number they're a percentage of has gotten bigger. The organizations that treat vehicle purchasing as a year-round strategic function, tracking incentive cycles and dealer inventory rather than scrambling when a unit fails, are the ones absorbing the tariff shock without passing the full hit through to their own operating budget.
Developing Strategic Supplier Relationships
Developing strategic supplier relationships means recognizing that collaborative, ongoing partnerships create sustained cost advantages that one-time aggressive bargaining never reaches. The shift from adversarial negotiation to genuine partnership doesn't mean accepting higher prices — it means becoming a customer a dealer is invested in keeping, which unlocks preferential treatment, priority allocation during shortages, and flexibility a purely transactional buyer never sees.
Earning preferred customer status requires demonstrating value beyond purchase volume: prompt invoice processing, accurate demand forecasting that helps a supplier plan inventory, consolidating purchases with fewer suppliers, and reasonable flexibility on delivery timing. Fleets that make doing business easy and pay reliably consistently get better treatment than fleets that are merely large. Service work is a particularly effective point of leverage in this relationship — dealership service and parts departments are widely reported to generate a substantial share of total dealership gross profit, often exceeding vehicle sales as a margin contributor, which means committing routine maintenance and repair work to the selling dealer can justify meaningful additional discount on the vehicle purchase itself.
Other win-win arrangements cost a fleet little but provide real value to a supplier: providing a testimonial or case study, serving as a reference account, accepting delivery timing that helps a dealer manage inventory, or participating in a pilot program for a new model. None of these require accepting a worse price — they simply give a dealer additional reasons to extend one.
Advanced Financial Structure Negotiations
Advanced financial structure negotiation recognizes that payment terms and financing structure can swing total acquisition cost by 5–15%, yet many procurement teams treat these conversations as an afterthought. Cash purchases frequently unlock an additional 2–5% discount by eliminating a dealer's financing overhead and payment risk — but that discount only makes sense after calculating the fleet's own cost of capital. If the organization can generate an 8% annual return by deploying that cash elsewhere, a 3% cash discount likely isn't the better trade; if alternative returns are closer to 4%, the cash discount wins. Run this calculation separately for each vehicle class, since the optimal payment strategy can differ across fleet segments.
Separating vehicle price from financing terms entirely is one of the most powerful negotiation tactics available, because dealers commonly obscure vehicle-level discounts inside an attractive monthly payment that hides an unfavorable interest rate or an extended term. Reach a final, out-the-door vehicle price — including trade-in value and every fee — before financing enters the conversation at all. Only after the vehicle price is fully locked should financing become its own negotiation, compared against bank rates, credit union terms, and captive finance offers independently.
Maximizing Manufacturer Fleet Programs
Maximizing manufacturer fleet programs means accessing a separate discount channel most fleet managers never fully investigate — manufacturer-direct incentives that exist to build long-term commercial relationships, independent of anything a dealer negotiates. Most OEM fleet programs require minimum annual purchase volumes of 5 to 15 vehicles, though thresholds vary by manufacturer and vehicle category. Ford, GM, Stellantis, and Toyota each run their own commercial fleet programs with distinct qualification criteria, and enrollment typically requires business documentation including a tax ID and proof of commercial vehicle use. Once approved, manufacturer fleet pricing typically runs 5–8% below standard invoice — independent of any dealer-level negotiation layered on top.
Stacking multiple discount programs on a single purchase is where the most sophisticated procurement savings materialize, and done properly can exceed 20% off MSRP. The primary layers available for stacking typically include fleet-specific pricing (5–8% below invoice), seasonal commercial rebates ($500–$3,000 depending on vehicle class), conquest or loyalty incentives ($500–$1,500), and financing alternatives offered as either reduced rates or cash-equivalent rebates. A $35,000 commercial van purchased with proper stacking — a $2,500 fleet discount, a $2,000 seasonal rebate, a $1,000 loyalty incentive, and a $1,500 financing alternative — reaches $7,000 in total savings, exactly 20%, through program optimization alone.
Securing Value-Added Concessions Beyond Price
Securing value-added concessions beyond price unlocks savings that compound across the entire ownership lifecycle, which matters even more as acquisition costs climb — a fleet that can't move the sticker price further can often still extract meaningful value elsewhere in the deal. Bundled prepaid maintenance packages, covering scheduled services like oil changes, tire rotations, and manufacturer-recommended maintenance for the first 50,000 miles, are commonly available at rates 20–30% below retail. Extended warranty products carry meaningful dealer markup, which creates real negotiation room for fleets buying multiple vehicles — target 30–50% reductions from an initial extended warranty quote, or negotiate complimentary coverage as part of a multi-vehicle agreement, and always request itemized pricing so each coverage component can be evaluated on its own.
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Fleet management technology is another negotiable line item hiding in plain sight. Many organizations pay $20–$50 per vehicle monthly for GPS tracking, maintenance scheduling, fuel management, and driver performance monitoring — during procurement negotiations, ask directly for complimentary access to a manufacturer's proprietary fleet platform as a purchase condition, since several OEMs offer these systems to commercial customers at minimal or no cost. The Technology & Maintenance Council's Recommended Practices — recently updated in a 2026–2027 manual spanning nearly 3,700 pages — remain the industry's most widely used reference for specifying and maintaining commercial vehicles, and citing TMC standards during procurement discussions signals a level of sophistication that often prompts dealers to offer stronger value-added packages.
Insurance and warranty bundling deserve a look as well, particularly for fleets adding multiple units in a single order. Some dealers can coordinate gap coverage, extended roadside assistance, or driver-safety-linked insurance discounts as part of a larger deal, especially when the fleet is also committing service work to that dealer's shop. None of these concessions show up on the invoice line labeled "vehicle price," which is exactly why they're worth asking about directly — a procurement team that only reviews the headline number on a quote is leaving negotiable value on the table by default. Building a standard checklist of value-added items to request on every multi-vehicle deal — prepaid maintenance, extended warranty terms, complimentary telematics access, and insurance bundling — turns these concessions from an occasional win into a repeatable part of the process.
Every one of these value-added concessions compounds most when a fleet has already done the groundwork covered earlier in this guide — an accurate needs analysis, a documented market baseline, and a genuine competitive bidding process. Dealers extend value-added concessions to buyers they view as informed and disciplined, not to buyers who show up only interested in the sticker price.
Tracking and Validating Procurement Savings
Tracking and validating procurement savings is what separates claiming a discount from proving one — and without rigorous documentation, even a genuinely successful negotiation fails to demonstrate its business value to leadership. Accurate cost benchmarks form the foundation: document average historical purchase price by vehicle category over the previous 12–24 months, standard equipment specifications, market pricing data, geographic adjustments, and volume considerations that affected prior pricing. This granularity prevents the apples-to-oranges comparisons that overstate savings and undermine a procurement team's credibility with finance.
Achieving 20% savings once demonstrates tactical success; building the systems that sustain it is what creates lasting advantage. Quarterly savings reviews that honestly examine both successes and shortfalls — what worked, what didn't, and why results varied from projections — keep a procurement program improving rather than stagnating. Annual strategy refreshes matter even more in a year like 2026, when tariff policy, USMCA content rules, and OEM offset programs are all still being finalized; a benchmark set in January can be stale by the third quarter. Organizations that build continuous improvement into procurement consistently outperform competitors on capital efficiency, tariffs or no tariffs.
Frequently Asked Questions
How realistic is achieving 20% savings on fleet vehicle purchases in 2026?
Still realistic, but measured against a higher baseline. The 18–22% target represents cumulative reductions from volume consolidation, competitive bidding, strategic timing, and manufacturer programs applied together — not a single dealer concession — and that combination remains achievable even with the 2025 Section 232 tariffs pushing new Class 8 prices up an estimated $10,000–$35,000. Organizations should expect the same percentage savings to represent a larger absolute dollar figure than it did before the tariffs took effect.
How are the 2025 truck tariffs affecting fleet procurement costs?
A 25% Section 232 tariff on medium- and heavy-duty vehicles and specified parts took effect November 1, 2025, per Presidential Proclamation 10984. The tariff applies to full vehicle value for non-USMCA-qualifying trucks, but vehicles that qualify for USMCA preferential treatment can have the tariff applied only to their non-U.S. content once documented with the Department of Commerce — meaning actual exposure varies significantly by OEM and sourcing. Fleet buyers should ask dealers directly about USMCA content documentation and any manufacturer domestic-assembly offsets before assuming a flat 25% applies to a specific truck.
What's the minimum fleet size needed to qualify for manufacturer discount programs?
Most manufacturer fleet programs require minimum annual purchase volumes ranging from 5 to 15 vehicles, though requirements vary by brand and vehicle category. Ford, GM, Stellantis, and Toyota each set their own thresholds. Organizations approaching but not meeting a threshold can use strategic timing to consolidate purchases within a qualification period, and some manufacturers allow affiliated entities under common ownership to combine volumes. Contact manufacturer fleet divisions directly rather than relying solely on dealership knowledge, since dealers don't always have complete information about specialized programs.
Should I negotiate vehicle price and financing separately?
Yes — separating vehicle price from financing terms is one of the most powerful negotiation tactics available. Dealers commonly obscure vehicle discounts inside an attractive monthly payment that hides an unfavorable interest rate or extended term. Negotiate the out-the-door vehicle price, trade-in value, and all fees to complete agreement first; only then introduce financing as a separate negotiation, compared against bank rates, credit union terms, and captive finance offers independently.
When is the best time of year to purchase fleet vehicles?
The final two weeks of each quarter — March, June, September, and December — remain prime negotiation windows as dealer quotas create pressure to close deals, with year-end December combining quarterly and annual pressure for maximum leverage. Model year transitions (August through October) offer 15–25% discounts on outgoing models that are often functionally identical to incoming ones. In 2026, also track OEM-specific pricing announcements tied to tariff offset and USMCA content programs, since these can shift the calculus outside the traditional seasonal calendar.
How do I build preferred customer status with dealers?
Preferred customer status requires demonstrating value beyond purchase volume: payment reliability through prompt invoice processing and clean credit history, accurate demand forecasting that helps a supplier plan inventory and staffing, professional communication, consolidated purchasing with fewer suppliers, and reasonable delivery flexibility. Document expectations explicitly in purchasing agreements, including specific benefits like guaranteed response times, dedicated account management, advance notice of promotions, and guaranteed vehicle access during allocation constraints.
Taking Action on Fleet Procurement Savings
The 20% fleet vehicle procurement savings target reflects real-world results achieved through disciplined application of the strategies in this guide — and remains achievable even as tariffs, USMCA content rules, and shifting dealer inventory make the starting price harder to pin down. Organizations combining volume consolidation, strategic timing, competitive bidding, manufacturer programs, financial structure optimization, and value-added concessions consistently reach or exceed this benchmark. Begin with foundational data gathering — current spending patterns, baseline pricing, and a comprehensive fleet needs assessment — then layer in timing optimization and manufacturer program enrollment for quick wins that require minimal organizational change. In a year when the underlying price of a truck has become a genuinely moving target, the discipline of systematic procurement is worth more than it has been in years, not less.
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If someone on your team is budgeting truck purchases without accounting for the 2025 tariffs, this could save real money before the next order goes out.
