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How fracking is causing Chrysler minivans to sit on Detroit's riverfront

It's fascinating the way that one change to a complex system can have all sorts of unintended consequences. For instance, there are hundreds of new Chrysler Town and County and Dodge Grand Caravan minivans built in Windsor, Ontario, sitting in lots on the Detroit waterfront because of the energy boom in the Bakken oil field in the northern US and parts of Canada.
The huge amount of crude oil coming from these sites mostly use freight trains for transport, and that supply boom has resulted in a shortage of railcars to carry other goods. According to The Windsor Star, North American crude oil transport by train has gone from 9,500 carloads in 2008 to 434,032 carloads in 2013. Making matters worse, some North American rail infrastructure is still damaged because of this year's harsh winter, and that's slowing things down even further.
Chrysler admits to The Star that it has had some delivery delays due to the freight train shortage. In the meantime, it's using more trucks to deliver its vehicles. Trucking is a far less economical solution, partially because a train can carry so many more units at one time, but alternatives are slim. The Windsor plant alone has a deal for 33 trucks to distribute the minivans around Canada and the Midwestern US.

VLF Force 1 V10 is a rebodied Viper priced like a Lamborghini

It would appear that Henrik Fisker is done with hybrids. His latest project, called the Force 1, packs an oversized V10 engine with no electric assist in sight and all the environmental credentials of a herd of flatulent cattle. Alongside the Karma-based, Corvette-powered Destino, the Force 1 is the second product from VLF Automotive. Fisker has taken partnership in the new firm as chief designer alongside chairman Bob Lutz and CEO Gilbert Villarreal. The company isn't saying explicitly what the Force 1 is based on, but it doesn't take a CSI team to trace its roots back to the Dodge Viper. Never mind that it's being built in Auburn Hills – the same Detroit suburb where Chrysler is headquartered – or that it was jointly developed by Fisker and professional Viper racer and dealer Ben Keating. It also happens to be powered by an 8.4-liter V10, and there aren't many of those kicking around the industry. Instead of the Viper's 645 horsepower and 600 pound-feet of torque, the Force 1's ten-cylinder engine is optimized to deliver 745 hp and 638 lb-ft. That, according to VLF, is enough to send the coupe rocketing to 60 in 3.0 seconds flat, covering the quarter-mile in under 11 seconds on its way to a top speed of 218 miles per hour. The power is transmitted to the Pirelli PZero rubber through a six-speed manual, but VLF says it will fit it with an automatic at the customer's request. Around that massive engine and two-seat cockpit, Fisker designed a new shape that, for better or for worse, looks way more aggressive than the Viper's. The Force 1's proportions are tellingly super-snake, but the curves are replaced by some very angry-looking angles and vents. Its head- and taillights are ultra thin, and the deep-dish, split-four-spoke wheels seem to visually split the difference between the three-spoke wheels on the original Viper and the five-spoke alloys it wears today. If you doubted the Force 1's origins before, the interior ought to give it away, with its wide tunnel and familiar surfaces. Only VLF has refinished it in leather, suede, and Alcantara, all diamond stitched with contrasting thread to help position this as a more luxurious prospect than the Dodge. It even fit between the seatbacks place for two champagne bottles that we hope nobody would consider consuming before trying to handle that much power. Of course, none of this will come cheap.

Fiat Chrysler dumped 40,000 unordered vehicles on dealers

In a move that echoes recent history, Fiat Chrysler has been making more cars and trucks than dealers in the U.S. are willing to accept, with Bloomberg reporting that at one point the automaker had built up a glut of around 40,000 unordered vehicles. That’s led some dealers to accuse FCA of reviving the dreaded “sales bank” accounting practice of obscuring inventory to improve the balance sheet. The company reportedly began building up its inventory of unordered cars this summer despite an industrywide slowdown in sales and an eagerness by some dealers to thin their inventories because rising interest rates are making it more expensive to hold unsold cars. The inventory build-up also coincided with Fiat ChryslerÂ’s efforts to find a merger partner, first with Renault, which fell through, then last monthÂ’s announcement that it will merge with FranceÂ’s PSA Group. FCA denies any such scheme and tells Bloomberg the rising inventory is down to a new predictive analytics system designed to better square supply with demand from dealers that is helping the company save money and narrow the numbers of unsold vehicles. The company recently agreed to pay a $40 million civil penalty to the U.S. Securities and Exchange Commission to settle a complaint that it paid dealers to report fake sales figures over a span of five years. While no one is suggesting that FCA is in dire financial straits — the company saw higher than expected earnings in the third quarter and record profits in North America — the practice has strong historical precedent by Chrysler, which built up bloated inventories in the run-up to its two federal bailouts, in 1980 and 2009. It was also common at GM and Ford during the 2000s, when all three Detroit automakers struggled with excess manufacturing capacity and plummeting sales in the lead-up to the Great Recession. Back in 2012, CFO Magazine wrote about a report that explained automakersÂ’ rationale for the practice and how it works: Say fixed costs for a given factory are $100, and that the factory can make 50 cars. Consumers, however, demand only 10. Under absorption costing, if the company makes all 50 cars, its cost-per-car is $2. If it makes only up to demand, or 10 cars, the cost-per-car is $10. Although each car adds variable costs for steel and other parts, if those costs are low, the company still has an incentive to make more cars to keep the cost-per-car down.