From diesel to data: what it takes to build an electric fleet.

From diesel to data: what it takes to build an electric fleet

The logistics sector is on the verge of major change. More and more companies are switching to electric transport, driven by stricter emissions standards, customer requirements, and the growing need to reduce CO₂ emissions sharply. This shift affects infrastructure, operations, cost structures, and fleet management.

Companies that approach this transition strategically lay the foundation for a future-ready and competitive logistics organisation.
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1. The drivers behind electrification

Regulation

Dutch and European cities are introducing Zero Emission Zones at speed. The first zones are already in force, and more will follow in the years ahead. Without vehicles that meet the required standards, logistics service providers risk losing access to urban areas.

At the same time, the cost of operating traditional fossil-fuel vehicles will rise sharply in the coming years. In the Netherlands, a truck charge will be introduced in mid-2026: a kilometre-based levy for trucks over 3,500 kg, with tariffs based on weight and emissions class. Clean and zero-emission vehicles will pay less, while diesel trucks will become more expensive. This levy replaces the current Eurovignette and aligns with systems that already exist, or will soon come into force, in many other European countries.

On top of that, the European ETS2 emissions trading system will begin in 2027. Under this system, fuel suppliers will have to pay for the CO₂ emissions from fossil fuels used in transport. These costs will be passed on in the per-litre price of diesel and petrol, making fossil-based transport structurally more expensive. Together, these developments mean that zero-emission trucks are becoming increasingly attractive not only from a sustainability perspective, but also from a cost perspective.
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Customer and market demand

Retailers and manufacturers are imposing increasingly strict sustainability standards on their logistics partners. This is not driven only by their own sustainability ambitions, but also by pressure from consumers, shareholders, and legislation. Major brands have publicly committed to CO₂ reduction targets and Science Based Targets, which means they need to decarbonise their entire value chain, including transport.

At the same time, customers and investors are demanding more transparency: concrete CO₂ data, reporting, and evidence of emissions reduction. Companies that cannot provide this risk being excluded from tenders or contracts with major retailers and multinationals.

Logistics service providers that invest in zero-emission vehicles and charging infrastructure in time position themselves as preferred suppliers. They strengthen their competitive position, become more attractive in tender processes, and contribute directly to the sustainability goals of their clients.
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Cost development and efficiency

The Total Cost of Ownership, or TCO, of electric trucks is developing rapidly in a favourable direction. This is due to several factors:

• Regulation and levies are making fossil-fuel transport steadily more expensive. The Dutch truck charge from mid-2026 and ETS2 in the EU from 2027 will drive structurally higher operating costs for diesel vehicles.

• The operational benefits of electric trucks are becoming increasingly clear. Electricity is cheaper than diesel, maintenance is simpler because there are fewer moving parts, and braking wear is lower thanks to regenerative braking.

• Financial incentives such as subsidies, tax advantages, and levy exemptions further reduce operating costs.

Set against this, the purchase price of an electric truck is still significantly higher at present, often at least twice that of a diesel truck. As production volumes rise, battery prices fall, and financing models such as leasing and co-financing become more widely available, this difference will gradually narrow.

Overall, this means that the TCO of electric trucks is becoming increasingly competitive, especially in segments with high mileage and predictable routes. For transport companies that move early, this can quickly lead to a structural cost advantage.
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2. What companies need to electrify their fleet

Electrifying a truck fleet is about more than replacing vehicles. It is a complex challenge with many dimensions. Sound, independent advice on energy certainty, charging infrastructure, planning, and financing is crucial to building a strong business case. It requires an integrated approach across several levels.

A. A multi-year electrification plan:  

Electrifying road freight requires an integrated, long-term vision. Without a clear plan, there is a real risk that grid capacity will prove insufficient, investments will become fragmented, or tender opportunities will be missed.

Important elements of such a plan include:

• Timely application for or reservation of grid capacity and or alternative contract forms for contracted capacity.

• Collaboration with other charging hub operators, so that demand can be spread and more favourable tariffs become possible.

• Integration of smart energy management with storage, allowing charging sessions, battery capacity, and on-site generation to be used to their full potential.

• Scalable charging infrastructure that can grow with the fleet and with future technology.
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B. Charging infrastructure tailored to the operation

One of the biggest challenges in electrification is creating reliable charging infrastructure. This is not only about where charging takes place, whether at the depot, on the road, or at customer locations, but also about how it is organised.

A robust charging system needs variation and flexibility. It can be smart, for example, to install not only slower chargers but also a number of fast chargers. These create room for ad hoc charging sessions and urgent trips, while also providing redundancy. If a standard charger has not charged a vehicle fully, this can still be corrected quickly without disrupting the entire route plan.
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C. Energy contracts, grid capacity, and collaboration with grid operators

One of the biggest barriers to electrification is limited grid capacity. In many regions, businesses face congestion, which often makes it impossible to apply for a larger connection or an expansion. This can directly restrict the growth of an electric fleet.

Alongside technical solutions, alternative contract structures can also create room. These include contracts for flexible or temporary contracted capacity, or agreements that allow peak usage at a different tariff. Combined with local generation, such as solar panels, battery storage, and smart energy management, this approach can make the best possible use of existing capacity.

When these measures are combined, they create a robust energy supply that grows with the fleet, while avoiding high costs and operational disruption.
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D. Data-driven fleet and energy management

The success of an electric fleet depends on sharp insight into consumption data, charging status, and route planning. Energy and vehicle data need to be brought together in one system. This creates a dynamic view of capacity, costs, and performance.

By combining energy flows, generation, storage, and consumption, in one overview, logistics service providers gain the management information needed to make strategic decisions on expansion, savings, and future investments.
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E. Internal processes and planning

Electric driving requires a different organisation of day-to-day operations. The focus shifts from refuelling moments to charging windows, and from separate route plans to integrated schedules. It is therefore important to design energy management and charging infrastructure in a way that allows internal processes to adapt logically and remain scalable.
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F. Financing and risk sharing

Investment in vehicles and charging infrastructure is substantial. These investments do not, of course, have to be funded entirely from internal resources. Alternative models such as operational lease can lower the financial threshold significantly and spread risk. This allows businesses to continue investing their own capital in further growth, alongside the electrification that is becoming increasingly necessary.

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3. The impact on your fleet

Changing vehicle choice and driving range

Electric trucks are available in different weight classes, but they often have a shorter range than diesel trucks. This leads to a review of charging strategies and planning. Logistics service providers need to build smart infrastructure and optimise energy management so that operations remain reliable, even as the fleet grows and vehicle types change.

TCO and financing

The purchase price of electric trucks is still significantly higher than that of diesel trucks, often at least twice as high. At the same time, operating costs are falling because of lower energy prices and lower maintenance needs. Leasing, subsidies, and tax arrangements therefore become essential tools in making the business case work. Clear insight into TCO helps companies make the right choices in fleet renewal.

Maintenance and lifespan

Electric trucks have fewer moving parts and therefore lower maintenance costs. But the battery in the truck represents a large part of the investment and plays a decisive role in the vehicle’s total lifespan and TCO. Good battery management is therefore essential to fully realise the benefits of lower maintenance costs.

Each truck has a built-in Battery Management System, or BMS, that safeguards safety and basic functionality, such as temperature, protection against overcharging and deep discharge, and cell balancing. This prevents damage, but it does not optimise battery use for the operation.

That requires smart external charging and energy management. By aligning charging strategies with routes, energy tariffs, and battery wear, for example by avoiding unnecessary fast charging or charging intelligently during off-peak periods, battery life is extended and fleet reliability remains high.

New performance KPIs

Where fuel consumption used to be the main metric, the focus is shifting to kWh per kilometre, charging cycles, and CO₂ savings. The uptime of charging infrastructure is also becoming critical. By bringing this information together in one dashboard, logistics service providers can see at a glance how both the fleet and the energy system are performing.

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5. A step-by-step route to an electric fleet

Step 1: Analyse your current fleet and energy demand
Map which vehicles, routes, and locations are suitable for electrification, and assess current grid capacity. This forms the basis for investment in charging infrastructure and energy management.

Step 2: Develop a charging and energy plan
Link charging infrastructure directly to current and future grid capacity. Explore the potential of local generation, storage, and flexibility options to avoid congestion. This creates a plan that is robust and scalable from the start.

Step 3: Optimise subsidies and partnerships
Integrate energy investments and charging infrastructure into one coherent approach, and make use of available subsidies and support schemes.

Step 4: Start with a pilot project
Roll out in phases, with real-time monitoring of energy use, charging times, and costs. The insights gained then form the basis for scaling up.

Step 5: Embed data-driven processes
Implement systems that integrate energy, vehicles, and planning. This creates control over costs, capacity, and CO₂ reduction as the fleet grows.

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6. Integrated energy management in practice

Electrifying a fleet is not just a technical challenge. It is also a question of strategy, financing, and energy management. Steddion combines:

• Energy scan: tailored advice for insight into your energy future
• Energy management: smart software for optimal energy control and minimal cost
• Financing: a solution without the upfront investment burden
• Energy storage: store energy and gain control over costs
• Charging infrastructure: a complete charging hub for the electric fleet
• Optimisation: continuously measuring, comparing, and improving the energy supply
• Cybersecurity: securing energy systems to the highest standards

By organising these elements centrally, a robust and future-focused energy supply is created, allowing the fleet to grow with the ambitions of the business.

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Conclusion

The electrification of road freight is no longer a choice, but an unavoidable step for the logistics sector. Stricter regulation, higher costs for fossil fuels, and growing market demands make one thing clear: those who act now will benefit later.

At the same time, the transition requires more than the purchase of electric trucks alone. Success depends on an integrated approach: a multi-year electrification plan, reliable and scalable charging infrastructure, smart energy management, close collaboration with grid operators, and suitable financing models. Only then can operations remain reliable, future-ready, and cost-efficient.

For companies that approach this transition strategically, the opportunities are significant. They reduce costs, strengthen their competitive position in tenders, and meet the sustainability goals of their clients. In that way, the move to electric transport becomes not only an environmental necessity, but also a clear competitive advantage.

With more than 25 years of experience in the energy sector, Steddion supports logistics service providers with advice, innovative energy solutions, smart charging strategies, and project financing. This makes the transition to electric transport viable, profitable, scalable, and affordable, even in areas affected by grid congestion.

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