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VW walks away from Aurora after self-driving startup partners with FCA

BERLIN — Volkswagen has ended its partnership with self-driving car software firm Aurora, two days after the Silicon Valley start-up said it would build autonomous platforms for commercial vehicles with Fiat Chrysler Automobiles. "The activities under our partnership have been concluded," a VW spokesman said in a statement on Tuesday following an earlier Financial Times report on the move which said VW now wanted to work with Ford Motor Co on autonomous driving. Ford's majority-owned subsidiary Argo AI is building an automated "driver" that could compete with Aurora's technology. Aurora said Tuesday "Volkswagen Group has been a wonderful partner to Aurora since the early days of development of the Aurora Driver." The company's statement added that it continues to work "with a growing array of partners." The autonomous vehicle industry is still in its infancy, and alliances and strategies are fluid. Aurora has sought to remain independent and serve a number of would-be autonomous vehicle makers rather than be acquired. Aurora, which said in February it had raised $530 million in new funding, also has partnerships with Hyundai Motor Co and China's Byton to develop and test self-driving systems for automakers, fleet owners and others. After announcing its partnership with Aurora in early 2018, VW last June began discussions with Ford to develop a range of commercial vehicles, later extending the discussions to include electric vehicles and Argo's autonomous driving technology as part of an alliance designed to save billions in costs. VW and Ford have not announced partnerships involving electric or autonomous vehicle technology. Green Chrysler Fiat Ford Volkswagen Technology Emerging Technologies Autonomous Vehicles

Chrysler Voyager minivan goes fleet-only for 2022

Private motorists will not be able to buy a new Chrysler Voyager in the 2022 model year; the minivan is now a fleet-only model. The cheaper alternative to the Pacifica loses most of its trim levels, but it gains a longer list of standard features during the transition. Fleet buyers take on many shapes and forms, but in minivan-speak the term usually denotes rental car companies. Chrysler simplified buying by paring down the lineup from three to one trim. Called LX, it gains a 7.0-inch touchscreen that runs the Uconnect 5 infotainment system, second-row Stow 'n Go seats, power-operated sliding doors, heated front seats, and a heated steering wheel; that's not bad for something you're picking up at the airport to spend a weekend in. There's also a new air filtration system shared with the Pacifica.   Related: Least expensive vehicles to insure in America   The list of options now includes a package called Safety and Premium Group that bundles a blind-spot monitoring system, rear parking sensors, rear cross-path detection, full-speed forward collision warning, automatic emergency braking, and a 10.1-inch touchscreen with navigation. However, upmarket features like leather upholstery and a 19-speaker Harman-Kardon surround-sound system are not offered. Chrysler is not making mechanical changes, so power for the Voyager comes from a 3.6-liter Pentastar V6 rated at 287 horsepower and 262 pound-feet of torque. It spins the front wheels via a nine-speed automatic transmission. All-wheel drive is not available; only the Pacifica can get its power sent to four wheels. Similarly, there are no visual changes to report. The Voyager still looks like a pre-facelift Pacifica. Pricing information for the 2022 Voyager will be announced closer to its on-sale date. At launch, buyers will have five colors called Silver Mist, Brilliant Black, Bright White, Granite Crystal, and Velvet Red, respectively. The former (shown in the gallery) is new for 2022. Related video: This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. How to use the Stow 'N Go seats on the 2021 Chrysler Pacifica

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.