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Fleet management is the second largest spending in the humanitarian sector, preceded by staffing. Aware of the fact and concerned for the increased need for efficiency a group of humanitarian professionals manage to raise awareness in their community and bring to the table the members of the different organisations concerned to discuss. The turn out is unexpected, the willingness to improve is high, yet the challenge remains how to bring about change in a sector that is so fragmented, without control and command, and where fleet management has for long been viewed as the job of those people 'with grease under the nails'. The case study can be used to discuss the complexity of the humanitarian environment and the need for greater co-ordination and efficiency. Its also serves to discuss the potential role of the private sector and the need to exchange best practices.