2002 Chrysler Prowler on 2040-cars

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Ford stops JV work In Russia, Stellantis donates to Ukrainian refugees

Russia’s invasion of Ukraine is obviously killing civilians and destroying infrastructure throughout the country. ItÂ’s also affecting the auto industry there and across wider Europe, from the wiring harnesses we mentioned earlier today to new announcements from Ford and Stellantis. And thereÂ’s reason to think in bigger terms than todayÂ’s business deals, since there are massive lithium deposits in the ground in Ukraine. What this means for raw materials for future electric vehicles canÂ’t yet be determined, but itÂ’s worth thinking about as the world reacts to RussiaÂ’s actions. Following decisions by Apple and other major automakers to stop or otherwise curtail activities in Russia, Ford announced that it will suspend all of its joint venture operations in Russia, effective immediately, until further notice. “As part of the global community, Ford is deeply concerned about the invasion of Ukraine and the resultant threats to peace and stability,” the company said in a statement. “The situation has compelled us to reassess our operations in Russia. In recent years, Ford has significantly wound down its Russian operations, which now focus exclusively on commercial van manufacturing and Russian sales through a minority interest in the Sollers Ford joint venture.” Even though Stellantis only has 71 employees based in Ukraine, it announced today it will donate 1 million euros (around $1.1 million U.S.) to Ukrainian refugees and civilians. StellantisÂ’ head of operations in Ukraine will help the automaker work with local non-governmental organizations that are supporting Ukrainians to get the funds where they need to go. “Stellantis condemns violence and aggression and, in this time of unprecedented pain, our priority is the health and safety of our Ukrainian employees and families,” Stellantis CEO Carlos Tavares said in a statement. “An aggression that shook a world order, already unsettled by uncertainty, has been launched. The Stellantis community, made of 170 nationalities, looks with dismay as civilians flee the country. Even if the scale of casualties is not yet apparent, the human toll will be unbearable.” As of this morning, Stellantis said all of its 71 employees there were safe. This is not a normal line to read in automotive press releases, but this is not a normal time.

Buying bang for your buck: Chrysler 300 and Kia Cadenza

In today's car market a Chrysler or Kia with a base price of $30K can easily become $45K, just by checking a few random boxes. You can do the math – that extra $15K will cost you $300/month over the life (and death) of a 60-month payment book. If your goal is only to get places in a stylish sedan capable of staying with traffic, you can keep your outlay far closer to the base price of these cars. Although they may not appear on many shopping lists, there's a lot to like in the lower-spec versions of both Chrysler's 300 and Kia's upscale Cadenza. The Chrysler is relatively ancient among current product platforms, while the Cadenza was Kia's first upmarket initiative, now supplemented by the larger K900 and the fall debut of Kia's Stinger GT. But you will not find a better transportation value in a Kia showroom than its underappreciated Cadenza. Here's a closer look at both: CHRYSLER 300: This car is a testament to all that was right about the DaimlerChrysler merger of the late '90s. At the time of the 300 introduction, elements of its platform were taken from the Mercedes E-Class, and with proportions suggesting a mix of stately American and neoclassic German, the 300 continues to offer a "just right" mix of respectable accessibility. The guy owning the package store could "Dub" it, while Miss Daisy would have been eminently comfortable in its back seat. In 2017, the 300 is an outlier in the sedan landscape. This is a large four-door with rear-wheel drive (all-wheel drive is optional). But in a sea of Accord this or Avalon that, the 300 impresses as an almost-relevant update of sedans in your murky past. The attachment to Chrysler products of 50 years ago goes beyond the Hemi that might be under the hood; it's the entire vibe of a car company trying hard to distinguish itself in today's marketplace. Despite numerous updates, the Chrysler still seems last century, and that's just fine with older drivers with the cash – or credit rating – to consider a $40K car. Behind the wheel, Chrysler's 300 exhibits all we love about American motoring. You would never confuse the handling with 'crisp,' but it's competent, while the ride is almost sublime. This is a car that in fully-loaded form deserves a Hemi, but the V6 is generally unobtrusive, and might net you 30 mpg on the highway. The conventional, 8-speed automatic goes about its business exactly as an automatic should.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.