2004 White! on 2040-cars

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2024 Chrysler Pacifica celebrates 40 years of the modern minivan

While its nameplate is relatively new, the Chrysler Pacifica traces its roots to the model that defined the minivan as we know it today: the Plymouth Voyager. Chrysler is celebrating 40 years of building family haulers by making a handful of small updates to the Pacifica for 2024. Don't expect to find a "40 Years Edition" trim the next time you visit a Chrysler dealer. Changes for the 2024 model year are largely limited to new paint and interior colors. Red Hot and Baltic Gray join the palette, and buyers who order the range-topping Pacifica Pinnacle model can select a new interior color called Sepia. Chrysler has also pared down the Plug-In Hybrid range to two models called Select and Pinnacle, respectively. Customers can add the optional S Appearance, Premium S Appearance, and Road Tripper packages to the base Select trim. The final update for 2024 is minor but important. The Uconnect 5 infotainment system gains an Emergency Vehicle Alert System (EVAS) that warns the driver if it detects an active fire truck, an active ambulance, or "other nearby roadway hazards," according to Chrysler. Chrysler dealers across the nation will begin receiving the 2024 Pacifica in the coming weeks. Moving your family and your stuff for 40 years Plymouth, which Chrysler closed in 2001, built the first Voyager at the Windsor plant in Canada on November 2, 1983. The van went on sale as a 1984 model and became what most historians consider the first modern minivan. The idea of designing a box on wheels tailor-made for families wasn't new: the 1930s Stout Scarab, the original Volkswagen Bus released in 1950, the Fiat 600 Multipla launched in 1956, and the Renault Espace unveiled shortly after the Voyager filled the same void, but it's the Chrysler Corporation's definition of a minivan that stuck. The original Voyager was also sold as the Dodge Caravan (1984) and the Chrysler Town & Country (1990). The three models leveraged a unique set of attributes to stand out from other vans on the market, including car-derived underpinnings (many existing models were related to bulky commercial vehicles), front-wheel-drive, and a sliding door that made the cabin easy to get in and out of. Stow 'N Go seats didn't appear until the 2004 model year, but Chrysler's early vans featured removable rear seats for weekend trips to the hardware store. SUVs and crossovers often get blamed for killing the station wagon, but the minivan arguably started the war.

Wish you had a world-famous auto exec give your commencement speech? Watch this

We've seen some pretty great commencement speeches over the years. There was Steve Jobs' incredibly inspiring Stanford address in 2005, John Stewart's insightful speech to the graduating class of William and Mary in 2004 and Steven Colbert's hilarious 2011 address at Northwestern, but automotive executives aren't strangers to honorary degrees. Former General Motors CEO Rick Wagoner spoke at Virginia Commonwealth University in 2011, and Chrysler CEO Sergio Marchionne recently gave the keynote at Walsh College's 100th Commencement Ceremony. The executive knows a thing or two about success and following one's beliefs to fulfillment.
"I constantly encourage my co-workers at Fiat and Chrysler to go beyond the cliche and the conventional to try new approaches and change perspective each and every day," Marchionne said. "I exhort them not to repeat the same things, the same approaches, and I remind them they are indeed free. The freedom I am talking about is something inside you. It is determined by how open minded you remain, how receptive you are to the new and to the different, to the infinite possibilities that present themselves even if you don't go looking for them or could never have imagined. Being free means that you have the strength not to be conditioned by what others want you to do or by what may seem to be the easiest choice."
Amen to that. You can check out the brief press release on the address below as well as a video of a few highlights from the speech.

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.