Equipment Management Software for Enterprise Fleets
Buy it, rent it, or bring it in from another state?
RentalResult carries an asset through its whole life on one record. What it cost to acquire, where it has worked, what it has earned, what it has cost to keep running, and whether the next one should be bought at all. The evidence behind the call, not just the call.
for 2024
Idaho and Colorado
self-performed in house
Four states means separate yards. Separate yards is where the answer stops being obvious.
10 questions. No cost, no demo, no follow-up sequence.
Already running on RentalResult
Turner · Messer · Mortenson · Swinerton · Black & Veatch · Balfour Beatty
ENR named Okland its Intermountain Contractor of the Year and ranked the firm fourth in the Southwest region. More than 1,300 people now work from offices in Utah, Arizona, Idaho and Colorado, self-performing concrete on healthcare, advanced technology, sports and higher education projects.
Four offices means separate yards, and separate yards means the transfer-or-rent call gets made without seeing what is sitting idle three states away.
The lifecycle
Six stages, one record.
An asset earns or loses money at every stage. When those stages sit in separate systems, the equipment team ends up defending decisions rather than evidencing them.
- 1. AcquireBuy, rent or transfer, decided on what the fleet has actually done, by class and by region
- 2. DeployTurnarounds that keep the yard and the jobsite reading the same status
- 3. UtilizeIdle time by class and by yard, so a unit sitting in Phoenix is visible to a job in Boise
- 4. MaintainService against runtime hours, so upkeep is a planned cost rather than an emergency
- 5. ChargeCost, consumables and add-ons reaching the job automatically, not through a monthly spreadsheet
- 6. RetireTotal cost of ownership per asset, so hold, sell and replace decisions carry evidence
Break the chain at any stage and the fleet stops being answerable. A machine with no acquisition cost against it has no return. Neither does one whose downtime never reached the job that lost the time.
On advanced technology and sports work the schedule rarely moves, so a unit discovered down on the morning of a pour is not a maintenance problem. It is a schedule problem with a maintenance cause.
Contractors on the platform eliminate up to 75% of manual equipment tasks, and clients have increased equipment revenue by 20% renting idle units externally rather than letting them sit. It connects to the ERP you already run, including SAP, CMiC, Oracle and Vista Viewpoint.
Where we differ
Where it is, and whether to buy another one.
Most products in this category answer the first question well. Very few carry an asset far enough to answer the second, which is the one the equipment team is actually asked.
Tracking answers
- Where the machine is, or where it was last scanned
- That it moved, without what it was moved onto
- What it has cost, in a period total with nothing underneath it
- That it was serviced, in a log held somewhere else
- That you still own it, with no view on whether you should
Lifecycle answers
- What it earned, on an agreement to a job at a rate you set
- What it cost to acquire, run, fuel and service, on one record
- What it earned against what it cost, per asset and per job
- How hard it worked, as utilization by class and by area
- Whether to hold it, move it to another branch, rent it out, or let it go
Equipment teams with real iron behind them eventually stop being asked what the fleet cost this period and start being asked what each asset returned.
Turner runs First Equipment Company that way. So do Messer, Mortenson, Swinerton, Black & Veatch and Balfour Beatty.
You do not need a separate equipment company to work this way. You do need one record that follows the asset from purchase to disposal.
The scorecard
The four areas the scorecard measures.
Ten questions, scored separately across four areas. For an equipment team, utilization and cost control are usually the two that decide whether the fleet can be defended in a budget conversation. Open any of them to see what it covers.
Fleet Visibility Across Jobs
Can every job, yard, and branch work from the same current picture of the fleet?
Visibility is the foundation the other three areas sit on. When the asset register and the ground disagree, every decision downstream inherits the error. Real-time visibility across the entire fleet lets equipment managers, warehouse staff, and field crews focus on high-impact work instead of chasing status.
Common signs of strain:
- Teams call or message the yard to find out what is available.
- The same asset exists in two systems with two different statuses.
- Buy, transfer, or rent gets decided one order at a time, by judgment.
- Asset numbers are keyed in by hand rather than scanned.
Utilization You Can Act On
Do you learn about idle equipment while you can still act on it?
Utilization creates value only when it arrives in time to change a decision. Exposing idle time by class, branch, and job lets teams transfer assets, avoid third-party rental spend, and turn downtime into dollars before the period closes.
Common signs of strain:
- Utilization arrives in a monthly report, after the window to transfer has passed.
- Equipment stays on charge because releasing it requires a phone call.
- Crews rent externally while the same class of machine sits idle on another job.
- Nobody can say what the fleet is earning this week without building a report.
Service and Equipment Readiness
Does maintenance run to a plan, or to a breakdown?
Downed equipment does not generate revenue. Unplanned failure costs more than the repair, because it also costs the crew standing beside the machine and the schedule that assumed the machine would run. Scheduling against runtime extends asset lifespan and avoids costly emergencies.
Common signs of strain:
- Service intervals follow calendar dates rather than runtime hours.
- Maintenance history lives apart from the record that tracks where the asset is working.
- A machine is unavailable because its service status is unclear.
- Downtime cost never reaches the job that lost the time.
Job-Level Cost and Profitability
Does equipment cost reach the right job, at the right time, at the right number?
Equipment runs as a business inside the business. It performs like one when precise job costing puts the cost of an asset in front of the project while the project can still respond, and when finance can separate owned cost from third-party rental spend.
Common signs of strain:
- Cost codes get reconstructed after the fact instead of captured at the request.
- Rates sit at a single flat structure because the system cannot handle more.
- Project-negotiated rates and cap agreements live outside the system that bills them.
- Finance and the project teams meet the numbers for the first time at month-end close.
10 questions. 5 minutes. Results on screen.
How would Okland score today?
Ten questions, five minutes, and a benchmarked result across all four areas. Worth running across the equipment team and comparing answers.
Score Okland across all fourWhat you get
What the Scorecard Covers
Ten questions about how the equipment operation runs today, benchmarked against contractors at similar scale.
See where Okland stands.
Ten questions, five minutes, and a score across visibility, utilization, readiness and cost control. No cost, no demo, no follow-up sequence.
Score Okland in 5 minutesBuilt to be shared. Running it across the equipment group and comparing answers is a perfectly good outcome.