Fleet fuel cards can lower fuel expenses through eligible discounts, tighter purchase controls, and better visibility into spending. Their reporting tools can also reduce administrative work. When connected to GPS telematics, transaction records can help managers investigate fuel discrepancies and identify opportunities to reduce wasted fuel. The financial benefit depends on the program, the fleet's existing processes, and the actions managers take.

Fuel deserves this attention. In its 2026 findings, the American Transportation Research Institute reported average trucking operating costs of $2.336 per mile in 2025, including $1.854 per mile in non-fuel costs. Subtracting those figures gives $0.482 per mile for fuel, approximately 20.6% of the reported total. That is a trucking benchmark, not a cost-share estimate for every delivery, service, or municipal fleet.¹

Figure 1. Fuel's share of trucking operating costs, calculated from the cited benchmark above. The figures describe trucking industry averages for 2025.

For a fleet purchasing 100,000 gallons annually, a one-cent improvement in the price paid per gallon equals $1,000 a year. That arithmetic explains why purchasing details matter. It also makes a useful starting point for evaluating a fuel-card proposal: measure the improvement over what the fleet already does, including its existing discounts and rewards.

What a fleet fuel card actually adds

A fleet fuel card connects payment with transaction data that can be analyzed by vehicle and operating unit. The U.S. Department of Energy's FleetDASH provides a government example: its fuel-card transaction inputs include vehicle fuel type, purchased fuel type, purchase date, station address, fuel quantity, and organizational assignment. DOE also identifies possible data problems, including missing purchases, miscoded fuels, and incorrect vehicle information.²

For procurement, request a sample transaction file before choosing a program. Check whether it contains the fields your operation needs: vehicle or unit number, driver identifier, odometer reading, gallons, fuel grade, price per gallon, merchant location, transaction time, taxes, and credits. Ask which fields depend on driver input or the merchant's equipment.

The useful question is whether the data will answer a management question: which vehicles cost more to operate, which purchases need review, or which stations offer the best actual price along a route.

1. Fuel discounts and rebates reduce eligible purchase costs

Per-gallon rebates are one measurable source of fuel-card savings, but eligibility matters as much as the headline rate.

Business Fleet Solutions advertises Shell fleet card rebates of up to 6 cents per gallon and describes ongoing savings at Shell stations based on gallons purchased during a billing cycle. The advertised maximum is not a guaranteed rate for every purchase. Confirm the selected card's rebate schedule, qualifying locations, and applicable terms before estimating savings.³

For any proposed program, use this calculation:

Annual rebate = eligible gallons × actual rebate per gallon.

Using a hypothetical rate rather than a quote for the Shell program, if 80,000 of a fleet's 100,000 annual gallons qualify for an assumed eight-cent rebate, the result is $6,400, or 6.4 cents across all gallons purchased. Applying eight cents to the full 100,000 gallons would overstate the benefit by $1,600.

Compare final prices as well. In a hypothetical example, a station charging $3.60 with an eight-cent rebate still costs $3.52 per gallon. Another suitable station charging $3.45 without that rebate is seven cents cheaper. On a 25-gallon purchase, that difference is $1.75.

Ask providers to price a representative month of your actual transactions. Compare the resulting invoice, including fees and credits, with the incumbent payment method. This makes the proposal reviewable at the stations your drivers already use.

2. Purchase controls help limit unauthorized spending

Fuel-card controls can restrict transaction amounts, purchase frequency, and permitted products. GSA's SmartPay training documents these controls and emphasizes combining them with account monitoring and consistent policy enforcement. It distinguishes merchant-category restrictions from fleet product-code controls.⁴

A practical configuration should reflect how each vehicle works:

• Set fuel-purchase limits around tank capacity and legitimate operating needs.
• Permit the required fuel and approved products, including diesel exhaust fluid where appropriate.
• Match authorized purchase times to actual shifts and emergency work.
• Give each driver an individual identifier and keep credentials confidential.
• Establish an escalation process for legitimate declined transactions.

GSA's own fleet program illustrates vehicle-specific accountability: its cards are assigned to particular vehicles, and its purchase policy excludes personal purchases and unauthorized premium fuel.⁵ Request a demonstration of what the proposed controls actually block at your commonly used merchants. Assign someone to review exceptions and record their resolution.

3. Automated reporting can save administrative time

The administrative opportunity is to reduce repeated handling of the same transaction: collecting a receipt, typing its details, identifying the vehicle, assigning a cost center, and reconciling the charge.

Suppose a fleet processes 400 fuel transactions a month and a pilot shows that average handling time falls from four minutes to one minute. The calculation is:

400 × 3 minutes ÷ 60 = 20 hours saved each month.

At an assumed fully loaded labor cost of $35 per hour, that represents $700 per month, or $8,400 annually, in staff capacity. All inputs here are hypothetical.

Figure 2. Hypothetical administrative workload before and after a reduction in transaction-handling time. The difference is 20 hours per month; displayed totals are rounded.

Recovered capacity becomes cash savings only when it reduces an actual expense, such as paid overtime or outsourced processing. During a pilot, include the remaining work: correcting driver entries, investigating disputes, checking rebates, and reconciling imports with the general ledger.

4. Generate reports that lead to decisions

GSA's reporting tools include account activity, exception, detailed transaction, invoice-status, and dispute reports. Most of its electronic reports update within two to three days after a transaction, while some update at the end of the billing cycle.⁶

Report	What to include	Management action
Fuel spending by vehicle	Unit number, gallons, fuel dollars, credits	Review changes for each vehicle's work pattern
Net price by station	Comparable fuel grade, purchase price, earned rebate	Update approved fueling locations
Purchase exceptions	Unusual timing, quantity, product, or location	Investigate and document the explanation
Fuel cost per mile	Net fuel expense and distance for the same period	Compare similar vehicles and assignments
Rebate reconciliation	Eligible gallons, promised rate, actual credit	Resolve missing or incorrect credits
Administration workload	Processing time, corrections, unresolved items	Verify whether automation reduces total work

Use a gallon-weighted price: total comparable fuel cost divided by total gallons. Averaging station prices without considering purchase quantities can produce a misleading result.

5. Driver tracking requires the right combination of systems

Distinguish tracking fuel purchases from tracking a vehicle's movement. A card record identifies a purchase and its associated account or identifier. Vehicle-location data comes from an additional source, such as GPS telematics. With a compatible integration, managers can compare the fuel purchase with the vehicle's recorded location, fuel type, and tank capacity. Geotab supports these mismatch checks and both vehicle-based and driver-based transaction assignment.⁷ Geotab also notes that a mismatch identifies an anomaly for investigation; it does not establish fraud or misconduct.

In August 2026, Geotab introduced a separate warning for stations with known incorrect coordinates.⁸ For implementation, maintain accurate driver-to-vehicle assignments and explain to drivers which information is collected and how it will be used.

6. Use fuel data to support lower consumption

For light-duty gasoline vehicles, FuelEconomy.gov reports that aggressive driving can lower gas mileage by approximately 15–30% at highway speeds and 10–40% in stop-and-go traffic.⁹ For heavy trucks, EPA's 2019 SmartWay technical bulletin estimates that typical combination trucks consume about 0.8 gallons of diesel per hour of idling.¹⁰ FuelEconomy.gov also estimates that proper tire inflation can improve gas mileage by 0.6% on average and up to 3% in some cases.¹¹

Use these findings to design a workflow: identify a sustained change, verify the data, examine the vehicle's assignment and condition, take a specific action, and measure the result.

7. Include driver time when choosing fueling locations

Value of an alternate stop = purchase-price savings − extra fuel − value of additional driver time − other incremental costs.

Consider a hypothetical 25-gallon fill-up that saves ten cents per gallon. The purchase savings are $2.50. If the stop requires four additional miles in a vehicle getting 16 MPG, it uses another quarter-gallon — about $0.88 at $3.50/gallon. Ten extra minutes at an assumed $30 hourly cost adds $5. The alternate stop is approximately $3.38 more expensive before additional wear or schedule impacts.

8. Support fuel-tax records and broader fleet expenses

For fleets subject to the International Fuel Tax Agreement (IFTA), fuel-card records can contribute to tax documentation. Arizona's DOT requires fuel-purchase records and mileage summaries separated by vehicle and jurisdiction.¹² The Texas Comptroller accepts fleet-card receipts when they document fuel delivered into an identified vehicle and requires supporting records to be retained for four years from the return's due date or filing date, whichever is later.¹³

9. Calculate net savings with a transparent business case

Net cash benefit = incremental purchase savings + verified expense reductions − incremental program costs.

Total economic value = net cash benefit + value of productive staff capacity recovered.

First-year item	Calculation	Annual amount
Fuel rebates	80,000 eligible gallons × $0.08	$6,400
Value of administrative capacity	400 tx/month × 3 min ÷ 60 × $35 × 12	$8,400
Card fees	50 cards × $4/month × 12	−$2,400
Reporting/integration charges	$100/month × 12	−$1,200
Setup and training	Assumed incremental expense	−$600
Net cash benefit	$6,400 − $4,200	$2,200
Total economic value	$2,200 + $8,400	$10,600

Figure 3. Hypothetical first-year business case. Floating bars show changes; net cash benefit and total economic value are subtotals, so the five bars should not be added together.

Sensitivity testing changes the conclusion. At a five-cent rebate on 80,000 eligible gallons, the cash result becomes negative $200. The rebate-only break-even rate is $4,200 ÷ 80,000 = 5.25 cents per eligible gallon.

Figure 4. Hypothetical rebate sensitivity. At 80,000 eligible gallons, every additional cent adds $800 to the annual cash result. Rebate rates are illustrative and exclude staff-capacity value.

10. Validate performance before expanding the program

EIA reported that U.S. regular gasoline averaged $3.30 per gallon in 2024, down $0.21 from 2023. A fleet's spending could therefore decline because market prices fell, independently of its payment method.¹⁴

A recommended 60–90-day pilot should compare similar vehicles and operating assignments. Before starting, collect gallons, fuel grade, station prices, existing discounts, miles, administrative time, and current program charges. At the end, reconcile the provider's reports to invoices and accounting records. Calculate cash benefit separately from staff capacity.

A fleet fuel card earns its place when the measured improvement in purchasing and administration exceeds its incremental costs. The strongest business case connects each claimed saving to a transaction, a resolved exception, a measured workflow improvement, or a documented operational change.

---

Related Links

Fuel Efficiency and Gas Mileage
Cost Savings
Benefits of Efficient Cars