A single argument, examined across eight papers.

These papers form one continuous argument rather than eight separate topics. The starting position is that fleet management in large contractors is still organized around ownership — acquisition, book value, disposal — while the problems that actually determine project outcomes are problems of performance: availability, utilization, downtime, mobility across borders, and the allocation of capital against operational continuity rather than against purchase price.

Each paper takes one part of that shift. Two examine capital allocation and downtime as lifecycle questions. Two address the organizational problem of running equipment and workforce at scale across dispersed sites. One treats cross-border logistics as an operational constraint rather than an administrative one. The remaining three set out the underlying position: leadership in mega-projects, the move from ownership to performance, and the trade-off between centralized and distributed equipment planning.