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2016-07-17T00:00:00.000Z

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Wrong Michael Bieger?

Michael Bieger G.

Senior Director Global Procurement

ADP LLC

Email: m***@***.com

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ADP LLC

Background Information

Employment History

Vice President

Global Fleet Conference

Senior Director Global Procurement

Automatic Data Processing , Inc.

Vice President

Automotive Fleet & Leasing Association

Education

BA

William Paterson College

International Diploma

Controlling

Hoffmann-La Roche

master's degree

management

Montclair State University

Web References (64 Total References)


Michael Bieger, Senior ...

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Michael Bieger, Senior Director, Global Procurement ADP Michael Bieger has been senior director of global procurement at ADP since 2009. He joined the company in 2005 as the director of fleet management. In his current role as senior director of global procurement, he is responsible for vendor management of the logistics spend for North American parcel delivery, and is overseeing ADP's global strategy. Bieger also ensures that the size and deployment of the ADP's global fleet is consistent with the overall business objectives of the company, the individual countries in which they do business, and the individual business units they serve. Bieger has been a long-time member and is very active in the Automotive Fleet & Leasing Association (AFLA). He currently serves as the Association's vice president.


MICHAEL ...

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MICHAEL BIEGER ADP


2015: Michael Bieger, ...

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2015: Michael Bieger, ADP

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Bieger has been in the fleet industry since 1996, first with the pharmaceutical company Hoffmann-La Roche, and, most recently, as senior director of Global Procurement for ADP.
At the time of his award, Bieger was responsible for ADP's global logistics spend, leads procurement's BPI initiative, having led four such engagements in one year, and directed the North American fleet team of three associates (two in the global HQ and one offshore associate in Manila), managing more than 1,100 sales vehicles, as well as leading a global Procurement team in managing an EU fleet of 1,105 vehicles across 12 countries.


Michael Bieger (center) was ...

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Michael Bieger (center) was presented his Fleet Executive of the Year award by Fleet Financials Editor and Associate Publisher Mike Antich (left) and CEI Founder and CEO Wayne Smolda at the annual Automotive Fleet & Leasing Association (AFLA) conference.

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Michael Bieger (center) was presented his Fleet Executive of the Year award by Fleet Financials Editor and Associate Publisher Mike Antich (left) and CEI Founder and CEO Wayne Smolda at the annual Automotive Fleet & Leasing Association (AFLA) conference. Photo courtesy of Chris Wolski.
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ADP's Michael Bieger, senior director of global procurement, was honored as the Fleet Executive of the Year for 2015 during the Automotive Fleet & Leasing Association (AFLA)'s annual conference in September. The award is exclusively sponsored by The CEI Group.
When reflecting on receiving the award, Bieger was quick to share the credit for the award with leadership, the team he leads, and the departments he works with.
"The real reason I was able to do all this was because of my leadership - Dee Dacosta, VP of Global Procurement - and currently the people who work for me: Anthony Ficetola, William Forsythe, and Robert Sausa, and the folks who have worked for me in the past - Wasif Bokhari and Julian Fernandes. Certainly, without Hugo Del Mar and his global team in EMEA that wouldn't be a success either," he said. "Without their hard work and dedication, I wouldn't have the success I do. The only reason I'm the Fleet Executive of the Year is because I have good people working with me and for me."
At a Glance
Fleet Executive of the Year, Michael Bieger, las led the ADP fleet for the past 10 years. His successes include:
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While pursuing his master's degree in management from Montclair State University, Bieger was working as an accounts payable supervisor for Hoffmann-La Roche when an opportunity to manage the company's 2,200-vehicle fleet presented itself.
"The fleet - as well as account payables and other functions - reported up through a particular director," Bieger recalled. "The person who was in charge of fleet was moving over into sales and she asked if I wanted to take over the fleet. I would have done anything to get out of accounts payable, so I said, 'Of course I know all about cars, I drive them,' and that's how it all started."
Bieger ran Hoffmann-La Roche's U.S. fleet for about eight years before passing the responsibility to Angela Gregorowicz.
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During his tenure at Hoffmann-La Roche, Bieger was the North American liaison for the company's global fleet.
"While I was at Hoffmann-La Roche, I formed a North American fleet council with our sister companies to really coordinate the fleet opportunities across all of Hoffmann-La Roche's entities," Bieger said. These included companies such as Roche Diagnostics and LabCorp, which Hoffmann-La Roche had a majority share in at the time.
After eight years, Bieger moved into procurement, leaving the fleet in Gregorwicz's hands.
"I had other procurement responsibilities supporting sales and marketing at Hoffmann-La Roche for two-and-a-half years as well as some global responsibilities," he said.
Bieger's move into procurement was part of a career plan he had developed at Hoffmann-La Roche with the director he reported to while he was the fleet manager.
"The company was reshuffling some things and he and I had worked out a progression plan to advance," Bieger said. "It would have been two years in procurement and then it would have been having fleet and travel and some other things under me."
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Bieger reported to Dacosta, who had global travel and fleet as part of her responsibilities.
"She was looking for somebody to help. I came over as director of fleet," Bieger said.
About seven years ago, ADP - which had grown up around individual business units - shifted to a "One ADP" approach.
"It really brings everything together and represents all businesses and products as one ADP, so, as part of that, there was indirect procurement, there was direct procurement, outside departments as well - fleet and travel among them - that were consolidated into one global procurement group, and that's how the fleet came under global procurement," he said.
Today, Bieger is responsible for global fleet in global procurement, and logistics. He oversees a staff of four - three in fleet, two who are with him in ADP's New Jersey headquarters, one located off-site in the Philippines - and uses Wheels Inc. to help manage the U.S. fleet. The fourth member of Bieger's team is an associate in logistics who is located outside of Chicago.
"The logistics spend dwarfs the fleet spend, because we still mail paychecks to people who want to receive paychecks, so we send millions of packages a year out to folks who need their pay," he said.
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One of the biggest challenges that Bieger faced when joining ADP was with the company's fleets in other countries. Most of these fleets were well run independently, but could improve by implementing best practices, according to Bieger.
"Recognizing best practices - whether it's a best practice in the U.S. or Europe or elsewhere has been a challenge, because previously each country had a history of how they were running things, and, at the time it was developed, I'm sure it was best in class and became culturally set, so having somebody come in and say 'let's have another look at this' can be challenging and a concern to the people who are local," he said. When Bieger first came on board at ADP, the European fleets were running more than 35 makes and models, including a Hummer H1.
"We finally moved from 35 to around 13, and, last year, we completed a market tender where we have chosen four major manufacturer groups that will provide all of our vehicles for Europe - so we went from 35 to four - that's a huge win," he said.
Similarly, the European fleets were being managed by 25 leasing companies. That has, likewise, been reduced to a more manageable number.
"We now have three preferred companies. We're not dictating who you have to choose, but certainly it has to be one of these three," Bieger said.
Related: Understanding Fleet Best Practices
As a best practice, Bieger has also instituted multi-bidding and matrix-bidding on all vehicles purchased by the company and removed the vehicles' insurance from its leasing companies' books turning it back over to ADP.
"While the leasing companies do a great job of providing insurance, it is another profit center for them - as it should be - but it's best kept in our global risk management group and their negotiations with our global suppliers and we've taken that in-house and have saved significant money as well."
The success of this tidying up can be attributed to a number of factors, but chief of them is communication.
"There was a lot of communication, and a lot of initial face-to-face meetings, because I find the results of interactions and all meetings that take place on the phone without any face-to-face interaction, without seeing body language so you can get a feel for them and they can get a feel for you, I find those projects to be more difficult to work with then if at the first time you meet with them is face-to-face," Bieger explained.
The result of this face-to-face interaction is crucial in building trust.
"Once they get to know you and have that feeling of trust, then everything can be done by phone or e-mail, because you have that acceptance of the other person's concern for you and they have that acceptance of your concern for them."
Particularly with his international counterparts and colleagues, Bieger found that he had to include more groups and areas of influence in these discussions.
"There's always - and I think this is more so when you're working internationally - that challenge of influence without authority where you're working with somebody, they're not working for you," he observed. "I coordinate fleet's efforts with numerous colleagues across many countries, who are really the frontline people, who have to implement something. While they don't report to me, they do support the fleet and I work closely with them, and their assistance and their help is immeasurable and without which nothing that has occurred with the global fleet could have been successful."
Changing the way ADP runs its fleets in the U.S. and globally has had positive results.
"All these processes and systems that we're able to make simpler, less complicated, fewer variables in the system makes it easier to run and makes it less expensive to run," Bieger said.
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Efficiency isn't just relegated to the bottom line, Bieger said that ADP has a set of core values that it works hard to live by. These include being socially responsible and each person counts. For his part, Bieger has translated these values into actions for the fleet.
Two examples are the fleet's carbon dioxide (CO


Michael ...

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Michael Bieger

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Bieger has been in the industry since 1996, first with the pharmaceutical company Hoffmann-La Roche, and, most recently, as senior director of Global Procurement for ADP. He has been a contributor to Automotive Fleet magazine and has presented at several NAFA national forums; from 2000 to 2014, and most recently at the 2015 Global Fleet conference in Miami.
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Bieger has served on supplier client boards for GE Capital Fleet Services and Wheels as well as NAFA's Corporate Fleet Advisory Council, and is currently the VP of AFLA.

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