ASTM E3221-19

Standard Guide for Motorized Equipment

SIGNIFICANCE AND USE
5.1 Measuring and managing the effectiveness of a motorized equipment program will result in improved accountability and enhanced operational performance. Accountability will be evident through standard performance measures, such as cost savings, increased asset visibility and utilization, extended asset life, petroleum and greenhouse gas (GHG) reductions, and increased mission effectiveness.
SCOPE
1.1 This guide addresses considerations for effectively managing fleets of motorized mobile equipment assets.  
1.2 This guide primarily addresses nontactical motorized equipment but may also include other commodity groups such as aircraft and waterborne vessels.  
1.3 This guide does not override requirements specific to governmental authorities. However, to the greatest extent practicable, entities should consider the guidance in this standard where the opportunity to realize efficiencies is evident.  
1.4 This standard does not purport to address all of the safety concerns, if any, associated with its use. It is the responsibility of the user of this standard to establish appropriate safety, health, and environmental practices and determine the applicability of regulatory limitations prior to use.  
1.5 This international standard was developed in accordance with internationally recognized principles on standardization established in the Decision on Principles for the Development of International Standards, Guides and Recommendations issued by the World Trade Organization Technical Barriers to Trade (TBT) Committee.

General Information

• Status: Published
• Publication Date: 14-Sep-2019
• ICS: 03.220.01 - Transport in general
• Technical Committee: E53 - Asset Management
• Drafting Committee: E53.08 - Management of Fleet Assets

Relations

• Refers: ASTM E2279-20 - Standard Practice for Establishing the Guiding Principles of Property Asset Management
• Effective Date: 01-Jul-2020
• Refers: ASTM E2962-14(2020) - Standard Guide for Fleet Management
• Effective Date: 01-Jul-2020
• Refers: ASTM E2608-20 - Standard Practice for Equipment Control Matrix (ECM)
• Effective Date: 01-Jul-2020
• Refers: ASTM E2306-18 - Standard Guide for Disposal of Personal Property Assets
• Effective Date: 01-Jul-2018
• Refers: ASTM E2135-10a(2017) - Standard Terminology for Property and Asset Management
• Effective Date: 01-May-2017
• Refers: ASTM E2279-15 - Standard Practice for Establishing the Guiding Principles of Property Asset Management
• Effective Date: 01-Jan-2015
• Refers: ASTM E2962-14 - Standard Guide for Fleet Management
• Effective Date: 01-Jun-2014
• Refers: ASTM E2608-08(2014) - Standard Practice for Equipment Control Matrix (ECM)
• Effective Date: 01-Jun-2014
• Refers: ASTM E2306-13 - Standard Practice for Disposal of Personal Property
• Effective Date: 01-Mar-2013
• Refers: ASTM E2306-11 - Standard Practice for Disposal of Personal Property
• Effective Date: 01-May-2011
• Refers: ASTM E2135-10ae2 - Standard Terminology for Property and Asset Management
• Effective Date: 15-Oct-2010
• Refers: ASTM E2135-10a - Standard Terminology for Property and Asset Management
• Effective Date: 15-Oct-2010
• Refers: ASTM E2135-10ae1 - Standard Terminology for Property and Asset Management
• Effective Date: 15-Oct-2010
• Refers: ASTM E2135-10 - Standard Terminology for Property and Asset Management
• Effective Date: 01-Jul-2010
• Refers: ASTM E2279-09 - Standard Practice for Establishing the Guiding Principles of Property Management
• Effective Date: 01-Aug-2009

Overview

ASTM E3221-19: Standard Guide for Motorized Equipment provides comprehensive guidance for effectively managing fleets of motorized mobile equipment assets. Developed by ASTM International, this standard outlines practical considerations to improve fleet performance, increase accountability, and maximize value while maintaining safety and regulatory compliance. The guide is primarily focused on nontactical motorized equipment, including construction and material-handling equipment, but may also be applied to other asset categories such as aircraft support equipment and waterborne vessels.

Key Topics

• Fleet Management Strategy
  Establishing clear mission statements, objectives, and annual strategic reviews for motorized equipment programs is crucial. The guide emphasizes the importance of managing both vehicle fleets and other equipment assets under unified strategies to drive cost savings and efficiency.

• Asset Lifecycle Management
  The standard identifies three main phases:

  • Acquisition: Selecting appropriate assets, procurement, and financing.
  • Use: Overseeing utilization, fueling, maintenance, and repairs.
  • Disposal: Recovering residual value and minimizing end-of-life costs.

• Operational Considerations

  • Maintenance: Planned, periodic, and on-demand maintenance are critical for asset longevity and safety.
  • Fleet Management Information Systems (FMIS): Employing robust data tracking and reporting tools to inform decision-making and meet compliance requirements.
  • Compliance and Safety: Meeting all relevant legal, environmental, and occupational safety requirements.

• Training and Personnel
  Organizations must ensure all operators, technicians, and fleet managers are appropriately trained, licensed, and qualified. Regular training, certifications, and clear operational procedures are recommended.

• Risk and Asset Visibility
  A proactive approach to risk management is vital, including accident and incident reporting and asset-specific risk assessments. Organizations should also address asset visibility in the field and through operational reporting systems.

• Sustainability and Environmental Impact
  Efforts to reduce fuel consumption, adopt alternative fuels, and control greenhouse gas (GHG) emissions are encouraged to enhance sustainability and regulatory compliance.

Applications

ASTM E3221-19 serves as a valuable resource for:

• Fleet managers and asset management professionals in public and private sectors responsible for off-road and heavy equipment.
• Organizations managing nontactical equipment, such as construction companies, municipal agencies, and service providers with large off-road equipment inventories.
• Aviation and maritime operations using non-highway compliant vehicles and vessels for support activities.
• Organizations seeking to optimize equipment utilization, reduce operational costs, and extend asset life through strategic fleet and equipment management best practices.
• Entities focused on environmental goals, including reducing petroleum use and GHG emissions.

Implementing these guidelines can help organizations:

• Improve cost control and budgeting through lifecycle analysis and total cost of ownership (TCO) evaluations.
• Increase operational uptime with structured maintenance programs and efficient parts management.
• Enhance safety and regulatory compliance with ongoing training and proper documentation.
• Achieve rightsizing by owning or leasing only what is needed, thereby reducing excess inventory and exposure to risk.

Related Standards

For comprehensive asset and equipment management, consider referencing these related ASTM and industry standards:

• ASTM E2135 - Terminology for Property and Asset Management
• ASTM E2279 - Practice for Establishing the Guiding Principles of Property Asset Management
• ASTM E2306 - Guide for Disposal of Personal Property Assets
• ASTM E2608 - Practice for Equipment Control Matrix (ECM)
• ASTM E2962 - Guide for Fleet Management
• GAO-18-295 - U.S. Government Accountability Office Heavy Equipment guidelines

These documents extend and complement the practical applications of ASTM E3221-19, supporting organizations in the seamless management, operation, and optimization of their motorized equipment assets. For further information and access to the full standards, visit ASTM International.

Standards Content (Sample)

This international standard was developed in accordance with internationally recognized principles on standardization established in the Decision on Principles for the
Development of International Standards, Guides and Recommendations issued by the World Trade Organization Technical Barriers to Trade (TBT) Committee.
Designation: E3221 − 19
Standard Guide for
Motorized Equipment
This standard is issued under the fixed designation E3221; the number immediately following the designation indicates the year of
original adoption or, in the case of revision, the year of last revision. A number in parentheses indicates the year of last reapproval. A
superscript epsilon (´) indicates an editorial change since the last revision or reapproval.
1. Scope 3. Terminology
1.1 This guide addresses considerations for effectively man- 3.1 Definitions—For definitions related to property and
aging fleets of motorized mobile equipment assets. assetmanagement,refertoTerminologyE2135.Fordefinitions
related to fleet management, refer to Terminology E2962.
1.2 This guide primarily addresses nontactical motorized
3.1.1 motorized equipment, n—grouping of similar,
equipment but may also include other commodity groups such
powered, operated assets designed for off-road and construc-
as aircraft and waterborne vessels.
tion purposes.
1.3 This guide does not override requirements specific to
3.1.1.1 Discussion—Typical groups include nontactical,
governmental authorities. However, to the greatest extent
motorized, off-road, and construction assets other than com-
practicable, entities should consider the guidance in this
mercially designed highway motor vehicles. Such an asset
standard where the opportunity to realize efficiencies is evi-
group may be restricted to one location or may be national or
dent.
international. Excluded from this definition are assets that have
1.4 This standard does not purport to address all of the
features ordinarily associated with military combat or tactical
safety concerns, if any, associated with its use. It is the
vehicles such as armor or weaponry, or both.Also excluded are
responsibility of the user of this standard to establish appro-
stationary powered equipment such as pumps, compressors,
priate safety, health, and environmental practices and deter-
and generators. The assets may be wheeled or tracked and
mine the applicability of regulatory limitations prior to use.
generally have an operator. Included are material handling and
1.5 This international standard was developed in accor-
construction equipment not designed and used primarily for
dance with internationally recognized principles on standard-
highway operation (that is, if it must be trailered or towed to be
ization established in the Decision on Principles for the
transported on public highways); equipment powered by inter-
Development of International Standards, Guides and Recom-
nal combustion engines or electric motors with combined
mendations issued by the World Trade Organization Technical
horsepower ≥23, or both. Examples are: construction, material
Barriers to Trade (TBT) Committee.
handling, well-drilling, and aircraft support equipment (for
example, de-icers, tugs, baggage carts, stairs); cranes (includ-
2. Referenced Documents
ing hydraulic boom and truck crane units); all-terrain vehicles
2.1 ASTM Standards:
and mobile generators (usually trailer-mounted).
E2135 Terminology for Property and Asset Management
3.1.1.2 fleet, n—grouping of similar assets that are designed
E2279 Practice for Establishing the Guiding Principles of
to be mobile.
Property Asset Management
E2306 Guide for Disposal of Personal Property Assets
3.1.1.3 heavy equipment, n—assets characterized as nontac-
E2608 Practice for Equipment Control Matrix (ECM)
tical heavy equipment fall under this standard within the
E2962 Guide for Fleet Management
Federal government, which has no generally accepted defini-
2.2 GAO Document:
tion for heavy or motorized equipment. However, most Federal
GAO-18-295 Heavy Equipment
government heavy equipment fit into one of five categories: (1)
construction, mining, excavating, and highway maintenance
This guide is under the jurisdiction of ASTM Committee E53 on Asset
equipment; (2) airfield-specialized trucks and trailers; (3)
Management and is the direct responsibility of Subcommittee E53.08 on Manage-
self-propelled warehouse trucks and tractors; (4) tractors; and
ment of Fleet Assets.
(5) soil preparation and harvesting equipment. (See GAO-18-
Current edition approved Sept. 15, 2019. Published October 2019. DOI:
295.)
10.1520/E3221–19.
For referenced ASTM standards, visit the ASTM website, www.astm.org, or
3.1.1.4 yellow iron, n—assets that fit this common nontech-
contact ASTM Customer Service at [e-mail]. For Annual Book of ASTM
nical (slang) industry description fall under this standard.
Standards volume information, refer to the standard’s Document Summary page on
the ASTM website.
3.2 Abbreviations and Acronyms:
Available from U.S. GovernmentAccountability Office (GAO), 441 G St., NW,
Washington, DC 20548, https://www.gao.gov. 3.2.1 CDL—Commercial driver’s license
Copyright © ASTM International, 100 Barr Harbor Drive, PO Box C700, West Conshohocken, PA 19428-2959. United States
E3221 − 19
3.2.2 FMIS—Fleet management information system 6.2 Personnel—Organizations should determine the level of
knowledge, expertise, licensing, and training required for the
3.2.3 GHG—Greenhouse gas
management of motorized equipment to succeed. Management
3.2.4 OSHA—Occupational Safety and Health Administra-
responsibilities should be identified and defined, lines of
tion
reporting clear and not complex or conflicting. Personnel
3.2.5 TCO—Total cost of ownership (may also refer to as
decision points are reached during the hiring or promotion
LCC; Life Cycle Cost)
stages.
4. Summary of Guide
7. Aspects of a Motorized Equipment Management
4.1 Organizations are able to realize significant cost savings Program
and increases in efficiency when motorized equipment assets
7.1 Operational Aspects for Consideration:
are managed strategically and holistically.
7.1.1 Reasons for and Benefits of an Effıcient Motorized
4.2 Organizations are able to realize significant cost savings
Equipment Management System—The organization must de-
and increases in efficiency when management of a motor
fineandassessitscurrentequipmentmanagementprogramand
vehicle fleet and management of motorized equipment assets
what it is seeking from an effective system for management of
fall under the same management group.
its motorized equipment. A statement of mission, goals,
objectives, and strategies should be in place to guide the
4.3 Effective management of motorized equipment assets is
comprehensive program. The statement should be reviewed
multi-faceted. An organization can choose the effort and
annually.
resources dedicated to its management program based on
7.1.2 Fleet Management Information System (FMIS)—In
factors such as investment in the assets, the complexity of the
whatever form, the recordkeeping component of the motorized
assets themselves, and the risks correlated with the availability
equipment management program must be able to support the
of the assets.
organization’s data requirements, as well as furnish informa-
4.4 The goal of effective motorized equipment asset man-
tion for making informed decisions that will improve the
agement is to maximize the value to the organization while
management program. The requirements for a property man-
ensuring availability to fulfill the mission and minimizing
agement system differ from the requirements for an FMIS,
exposure to risks.
which captures operational, maintenance, and repair (including
4.5 Management of motorized equipment may differ from
a shop, if applicable) information in addition to asset data.
motorized equipment operation. Effective management of mo-
Informational needs for management, operations, and mainte-
torized equipment incorporates appropriate operational poli-
nance (including a shop, if applicable) should be identified and
cies (communicates “what” must be done) and procedures
guide functionality requirements. Information needs for motor-
(communicates “how” to do what must be done).
ized equipment may exceed what is required for on-road fleet
assets. Telematics may be useful for high-cost equipment to
5. Significance and Use
track location, utilization, and key operating factors such as
5.1 Measuring and managing the effectiveness of a motor- engine-idling time, temperature, oil pressure, etc.
ized equipment program will result in improved accountability
7.1.3 Safety—The organization must consider the safety of
and enhanced operational performance. Accountability will be
the asset operator, the general public, and the people who
evident through standard performance measures, such as cost
service, repair, and maintain the assets. Safety should extend to
savings, increased asset visibility and utilization, extended
risk management, mitigating exposure to risk and subsequent
asset life, petroleum and greenhouse gas (GHG) reductions,
accidents through effective management and sound inspection
and increased mission effectiveness.
protocols, as applicable. Manage the safety inspection program
so that each unit is inspected annually, at a minimum.
6. Decision Process
7.1.4 Sustainability/Environment—The organization should
6.1 Assets—To best meet their goals and fulfill missions, consider the impact its motorized equipment has on sustain-
ability and the environment in terms of legal and regulatory
organizations will consider which management methods and
tools to apply and the level of effort to exert in managing their compliance, public relations, the desire to be environmental
stewards, and ensuring the capability of powering the motor-
motorized equipment. Decision points are reached at each
ized equipment for the foreseeable future. Fuel consumption
phase of the asset lifecycle:
and greenhouse gas (GHG) emissions may be considerably
6.1.1 Acquisition Phase—Determine appropriate type of
higher per unit than for a highway motor vehicle fleet. The
motorized equipment asset, acquisition or financing method,
organization should be aware that timely replacement with
procurement procedure, and manage funds needed to acquire
more fuel-efficient and lower GHG-emission equipment can
assets best suited to meet the organization’s requirement;
have a significant positive impact.
6.1.2 Use Phase—Manage the operation, utilization, and
deployment of motorized equipment assets, including fueling, 7.1.5 Replacement/Acquisition—All financial options for
maintenance, and repairs; and acquiring and replacing fleet assets should be considered. A
6.1.3 Disposal Phase—Manage disposal to recover any lease versus ownership comparison should always be per-
residual value in the motorized equipment asset(s) or to formed.Timing of replacement should be based upon total cost
minimize the cost for disposal. analysis over the lifecycle of the asset, particularly total cost of
E3221 − 19
ownership (TCO) under an ownership program. Many motor- 7.1.12 In-house Shop Maintenance Program—An organiza-
ized equipment assets carry a high acquisition cost and a useful tion that operates an in-house shop maintenance program must
lifeof10-to20-plusyears,sothemanagementprogramshould ensurethatits
...