2000 Chrysler Town Country on 2040-cars

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Mopar opening Custom Shop at Cobo

While other automakers have been streamlining their brand portfolio, the Chrysler Group has shown no such signs. It's got the Dodge, Chrysler and Jeep brands, plus Fiat, and it recently broke out its SRT and Ram nameplates into their own brands. And you can bet each will have its own presence at the Detroit Auto Show this year. But don't forget Mopar. The company's performance parts division is getting its own display at Cobo this year, and it'll be the largest in the brand's history.
The Mopar Custom Shop is poised to take up 5,500 square-feet of Cobo floor space, further expanding on last year's Mopar Garage. If the image above offers any indication, the show stand will include a Dodge Challenger, SRT Viper, Fiat 500L, Jeep Wrangler, Jeep Cherokee, Ram 3500 and what looks like (but isn't identified in the press release below as) a Chrysler 200 (which may be replaced by a 2014 model), all augmented with Mopar parts and accessories.
Visitors will also be able to use pre-programmed iPads to configure Chrysler Group vehicles with a wide range of accessories - a portfolio that grows by 1,500 new parts every year and tops over 100 add-ons for every new vehicle Chrysler launches.

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.

Fiat Chrysler parts firm Magneti Marelli sold for $7.1B

TOKYO/MILAN — Japan's Calsonic Kansei, owned by U.S. private equity firm KKR, has agreed to buy Fiat Chrysler's Magneti Marelli for 6.2 billion euros ($7.1 billion) to form the seventh-largest independent car parts supplier. The first big deal by FCA's newly-appointed chief executive Mike Manley, who took over in July after the sudden death of long-time boss Sergio Marchionne, creates a company with revenue of 15.2 billion euros ($17.5 billion), the companies said. The newly formed Magneti Marelli CK Holdings is likely to cut costs through synergies and expand its customer base as components makers try to keep up with a shift by carmakers into autonomous driving, connected cars and electric vehicles. "This combination with Calsonic Kansei has emerged as an ideal opportunity to accelerate Magneti Marelli's future growth," Manley said on Monday of the FCA unit, which specializes in lighting, powertrain and high-tech electronics. FCA shares were up 5.2 percent at 0906 GMT as investors welcomed the hefty price tag, which will boost FCA's net cash position and raises expectations of a share buyback. "Getting this transaction completed at the price agreed is a significant early milestone and accomplishment," George Galliers, an analyst at Evercore ISI, said of Manley and his team's ability to match Marchionne's deal-making reputation. Marchionne had set in motion a process to spin off the unit and distribute its shares to FCA shareholders by early 2019, but said in June that FCA would still be "receptive" to an offer. Neither FCA nor its top shareholder, Fiat's founding Agnelli family, will have a stake in the combined business, but FCA said it would enter into a multi-year agreement to secure supplies to its plants and also to maintain operations and staff in Italy. Part of a global expansion KKR bought Calsonic from Nissan and other shareholders in 2016, saying it would help the parts maker, which relies on the Japanese carmaker for most of its sales, to expand globally. Calsonic has been in talks with FCA for months and made an initial 5.8 billion euro bid, sources have said. FCA does not break out earnings for Magneti Marelli, which sits within its components unit alongside robotics specialist Comau and castings firm Teksid. The unit employs around 43,000 people and operates in 19 countries. A takeover of Magneti Marelli had remained elusive as potential bidders were offering too little or were only interested in some parts of the business.