1998 - Dodge Viper on 2040-cars

Auto blog

Before Jay Leno, this 1970 Dodge Charger was a SEMA star

When Jay Leno drives an awesome car, enthusiasts take note, and this week the internet blew up over the 1970 Dodge Charger resto-mod that starred in a recent Garage episode. But you might not remember: this strapping Charger, called "Tantrum," was one of the highlights of the SEMA Show in Las Vegas last fall. Here's another look at a true Mopar monster. The power: Yep, Tantrum has 1,650 horsepower. That's more than two Hellcats worth of power under the hood. It's a twin-turbo 9.0-liter Mercury Racing engine with a quad-cam four-valve setup. Basically, it's a V8 boat motor developed for cars. Mercury Marine is the crew that developed the V8 for the 1990s Chevy Corvette ZR-1. That all-aluminum LT-5 under the hood cranked out 405 hp – an astronomical figure for the time – and helped make the ZR-1 an icon. Take a listen to Tantrum's 9.0-liter Mercury mill below. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Who's behind all of this? SpeedKore, a Wisconsin-based performance shop that does one-off pro touring builds. It specializes in remaking Detroit muscle with modern features like carbon fiber, bespoke interiors, and powerful engines. SpeedKore is pretty good at it. Before it threw a Tantrum, it did the "Cudinator" used in some of the Fast and the Furious movies. You might not know: Tantrum won the Best Domestic category of the GT Awards at SEMA – chosen by your author. The sinister looks were the hook, and the crazy engine solidified its performance cred. Related Video: Image Credit: SpeedKore Design/Style Dodge Coupe Performance Videos Jay Lenos Garage 1970 dodge charger resto mod

Detroit automakers observing 8:46 of silence to mark Juneteenth

GM Executive Vice President of Global Manufacturing Gerald Johnson, right, talks with employees at the Fairfax Assembly & Stamping Plant in Kansas City, Kansas. (file photo - GM)     All three Detroit automakers are observing Juneteenth, a day commemorating the end of slavery, on Friday by observing 8 minutes and 46 seconds of silence, among other companywide efforts to advance the causes of social and racial justice and equality. Juneteenth marks the date, June 19, in 1865 when Union soldiers, led by Maj. Gen. Gordon Granger, arrived at Galveston, Texas, and announced the Civil War had ended and enslaved African Americans were to be freed. President Abraham Lincoln had officially ended slavery more than two years prior via the Emancipation Proclamation, but Union forces didn't reach Texas until that time, so there was virtually no enforcement. The 8:46 timestamp is significant because it was the length of time that a police officer in Minneapolis knelt on the neck of George Floyd during an arrest, ultimately killing him and sparking waves of protests across the U.S. and overseas. Autoblog asked automakers about their plans to mark Juneteenth, what they were doing to advance the cause of social justice for Black people, and how many African Americans they employ in both blue- and white-collar jobs. We heard back from GM, Ford, Fiat Chrysler and Honda but not from Nissan and Toyota. General Motors GM’s U.S. workforce is 17.2% Black and 69.2% white, according to its most recent corporate Diversity and Inclusion Report. GM's total global employment is 173,000, and it says women and minorities represent 40% of its team of corporate officers. For reference, the Census Bureau says African Americans make up 13.4% of the U.S. population of roughly 328 million people. White people constitute 76.5%. As previously reported, GM planned to pause production at its factories on each shift today and observe silence for 8 minutes and 46 seconds. The company will also have a digital countdown clock atop the GM's headquarters in Detroit for the moment of silence. Additionally, Chairman and CEO Mary Barra has said she will lead a new Inclusion Advisory Board made up of people from within and outside GM to suggest areas for change and hold the company to its commitments to fight injustice and racial inequality.

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.