For many commercial fleet managers, the conversation around EVs and hybrids has moved on quickly. Pilot schemes, limited trials and early adopter projects have largely served their purpose. In 2026, the challenge for fleet and procurement leaders is how to scale electrification decisions without increasing cost, operational risk or supply complexity. This shift places procurement firmly at the centre of fleet transition…
Moving beyond ‘one-size-fits-all’ procurement
Early EV adoption often focused on a small number of vehicle models, selected for availability rather than suitability. Best practice in 2026 takes a more granular approach, using duty cycle data, route length, payload requirements and dwell time to inform procurement decisions.
Commercial fleets are increasingly segmenting their vehicle requirements and procuring mixed EV and hybrid solutions across different categories rather than forcing full electrification where it is not yet operationally viable. This reduces risk while still delivering measurable emissions and fuel-cost reductions.
Procurement teams are also working more closely with operations and finance to evaluate total cost of ownership (TCO), factoring in energy costs, maintenance profiles, residual values and downtime, not just headline vehicle price.
Contract flexibility and supplier partnerships
One of the key lessons from early EV pilots is that long, inflexible contracts can quickly become a liability in a fast-moving market. Leading commercial fleets are favouring shorter contract cycles, break clauses and framework agreements that allow vehicle mix and volume to evolve as technology improves.
Supplier relationships are becoming more strategic. OEMs, leasing providers and charging infrastructure partners are increasingly assessed on their ability to support fleet transition at scale, including training, data integration and aftersales support, rather than vehicle supply alone.
Avoiding stranded assets
A major procurement concern for 2026 is the risk of stranded or underutilised assets. Fleets are mitigating this by phasing procurement, aligning replacement cycles with infrastructure rollout, and retaining a proportion of hybrid vehicles where charging access or operational patterns remain uncertain.
Some organisations are also building exit strategies into contracts, such as vehicle redeployment options across regions or business units, reducing exposure if assumptions change.
Standardising policy and governance
Scaling EV and hybrid fleets requires consistent procurement governance. Clear specifications, approved supplier lists, and standard evaluation criteria help prevent fragmentation as demand grows across the business.
Importantly, procurement policies are now being aligned with wider ESG and net-zero commitments, ensuring that fleet decisions support corporate reporting and sustainability goals without compromising operational performance.
A procurement-led transition
Successful fleet electrification in the commercial sector is less about technology readiness and more about procurement discipline. Fleets that scale effectively are those treating EV and hybrid adoption as a long-term sourcing strategy, balancing flexibility, cost control and operational reality at every stage of the journey.
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Photo by Vitaly Gariev on Unsplash
