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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.

Who are Mike Manley, Louis Camilleri, and Suzanne Heywood?

MILAN – Fiat Chrysler aid on Saturday that boss Sergio Marchionne, 66, would not be returning to work because he was gravely ill. In addition to being FCA chief executive, Marchionne was also CEO and chairman of luxury sports car brand Ferrari and chairman of truck and tractor maker CNH Industrial, which were spun off from FCA in recent years. Following is a brief summary on the executives who have been appointed to replace him in the various roles: MIKE MANLEY The 54-year-old Briton picked to become the FCA's new CEO has been leading the group's top brand Jeep since 2009, first as Jeep President and CEO at Chrysler and then as FCA's Jeep head. In 2015 he was also appointed head of the Ram brand. Under his tenure, Jeep turned into a global brand becoming, together with Ram, FCA's profit engine. Jeep sold nearly 1.4 million cars last year compared with less than 338,000 in 2009. Manley had worked as DaimlerChrysler's head of network development in Britain since 2000, having earlier worked for several years in car dealership. At Chrysler, he headed product planning and all sales activities outside of North America and then became the group's chief operating officer for Asia and the lead executive for the international activities outside of NAFTA. LOUIS CAMILLERI The new Ferrari CEO was already a board member at the luxury sportscar maker before his latest appointment. He is also the chairman of Philip Morris International, where he also held the job of CEO from 2008 to 2013. Born in 1955, Camilleri had joined Altria Group, which controls Philip Morris, in 1978 holding various positions until he became chief financial officer in 1996 and then CEO in 2002. Camilleri was also chairman of Kraft Foods from 2002 to 2007. Malta's Prime Minister Joseph Muscat wished Camilleri luck on Twitter saying he was proud to have "a bit of Malta in Ferrari" thanks to the new CEO, who was born in Egypt to Maltese parents. SUZANNE HEYWOOD The new, British-born chairwoman of CNH Industrial has been since 2016 the managing director of EXOR, the holding company through which the Agnelli family controls FCA. Heywood, 49, started her career at the British Treasury and then joined McKinsey in 1997, leading for many years the consultancy firm's global service line on organization design. She eventually became a senior partner there. Heywood sits on the board of The Economist, which is controlled by EXOR, and the board of the Royal Opera House, where she is also deputy chair.

Best places to get your car maintained and repaired

In this era of rampant inflation and high interest rates, the challenges of acquiring a car or SUV have been well documented. And so it has never been more important to protect that expensive investment by maintaining it. In recent months, Autoblog has shared Consumer Reports' evaluation of the least and most expensive car brands to keep running, as well as tips to prolong a car’s useful life. Especially since the pandemic, a number of factors have impacted these costs: more complex vehicles, new materials and manufacturing methods, a shortage of qualified technicians and replacement parts. Since 2022, repairs costs have jumped each year by about 10 percent. This month, Consumer Reports is offering a useful primer on keeping your ride in great shape, suggesting what might be the best options for searching out a repair shop, depending, as CR says, “on your car and your situation.” Author Ben Preston identifies three basic types of repair facilities: dealership service departments, independently owned repair shops, and chain repair shops. Building up trust with a specific shop and feeling comfortable going there is important. Preston quotes John Ibbotson, chief mechanic at Consumer ReportsÂ’ Auto Test Center: "You might be able to save a few bucks by going to whichever shop offers the cheapest prices, but if you want consistent, reliable service, itÂ’s best to find a repair shop you trust and stick with it,” Ibbotson says. The story goes on to evaluate each type of service facility. HereÂ’s a breakdown of CRÂ’s findings: Dealerships These work well for owners of newer cars, especially for covered warranty work. But the disadvantage is the high labor rates common to dealer service. Satisfaction ratings for dealer service departments range from very good (Acura, Lexus, Mazda, and Volvo) to not-so-good (Jeep and Kia). Dealers are best for: Fixing infotainment system glitches: "If the screen in the center of your dash has a habit of freezing up, or the touchscreen-activated climate controls arenÂ’t working, the dealership is the most likely place to find someone with the know-how to fix problems that maybe only a factory-authorized technician can access," Ibbotson says. Safety system recalibration: "Anything from a crack in your windshield to a minor fender dent can upset the calibration of the sensors that make features like automatic emergency braking and adaptive cruise control work," says Ibbotson.