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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.

Here's what it'll take to build a Jeep Grand Cherokee Hellcat

Let's get one thing straight: We want a 707-horsepower Grand Cherokee Hellcat to happen. Badly. The latest report from Motor Authority is encouraging; the bonkers SUV supposedly has a codename, Project K, and has been given the green light for production. Fingers crossed. You might be wondering why the Trackhawk isn't already a thing. Hellcat engines exist, SRT Grand Cherokees exist, so just combine the two, right? It's not quite that easy. Here, we outline what needs to happen, why it should be the quickest Hellcat vehicle out there, and why it won't come anywhere near 200 miles per hour. How To Build A Hellcat Jeep The first engineering problem is feeding the air-intensive beast that is the 6.2-liter supercharged V8. The first engineering problem is feeding the air-intensive beast that is the 6.2-liter supercharged Hellcat V8. Breathing is important on two counts: pulling in enough air for the combustion to put out 707 hp, and then cooling the various heat exchangers once the engine is up to temperature. Dodge did it with the Charger and Challenger, it can do it with the Jeep. This is one place where the Grand Cherokee's larger frontal area might be a boon, as it gives the engineers more surfaces through which to suck air. Once you generate the 707 horsepower and 650 pound-feet of torque, it has to get to the wheels somehow. Jeep's current SRT all-wheel-drive system will at least need some beefing up to handle the torque. It could require a more complete re-engineering. We at least know the ZF-supplied eight-speed auto, used in the Dodge Hellcat models, is up to the task. The Hellcat engine should fit in the Grand Cherokee, as it's about the same size as the 6.4-liter currently in SRT Jeeps, but the Hellcat is taller because of its supercharger. The hood may need to be raised or at least resculpted for clearance, as well as to address those cooling needs. Quicker Than Everything, But Not Faster 200 mph? We're skeptical, from both a physics standpoint and a legal one. A reminder of the quick/fast distinction: quick is acceleration, fast is road speed. The Jeep's all-wheel drive will help put the Hellcat engine's power to the ground in a more manageable way than the Charger and Challenger do through just the rear wheels. That means better acceleration times than the Dodges (11.0 seconds in the quarter-mile for the Charger Hellcat, 11.2 for its Challenger sibling).

Stellantis wants to outfit cars with AI software to drive revenue

MILAN — Carmaker Stellantis announced a strategy Tuesday to embed AI-enabled software in 34 million vehicles across its 14 brands, hoping the tech upgrade will help it bring in 20 billion euros ($22.6 billion) in annual revenue by 2030. CEO Carlos Tavares heralded the move as part of a strategy that would transform the car company into a “sustainable mobility tech company,” with business growth coming from features and services tied to the internet. That includes using voice commands to activate navigation, make payments and order products online. The company is expanding existing partnerships with BMW on partially automated driving, iPhone manufacturer Foxconn on customized cockpits and Waymo to push their autonomous driving work into light commercial vehicle delivery fleets. StellantisÂ’ embrace of artificial intelligence and expansion of software-enabled vehicles is part of a broad transformation in the auto industry, with a race toward more fully electric and hybrid propulsion systems, more autonomous driving features and increased connectivity in automobiles. Ford and General Motors also are banking on dramatically increased revenue from similar online subscription services. But the automakers face immense competition for monthly consumer spending from movie and music streaming services, news outlets, Amazon Prime and others. Stellantis, which was formed from the combination of PSA Peugeot and FCA Fiat Chrysler, said the software would seamlessly integrate into customers' lives, with the capability of live updates providing upgraded services over time. New products will include the possibility to subscribe to automated driving features, purchase usage-based car insurance or even increase the power of the vehicle with a tune-up to add horsepower. As a baseline, Stellantis generates 400 million euros in revenue on software-generated services installed in 12 million vehicles. To meet the targets, Stellantis will expand its software engineering team of 1,000 to 4,500 in North America, Asia and Europe. More than 1,000 of the expanded team will be retrained in house. Stellantis also announced a new partnership with Foxconn to develop semiconductors to cover 80% of the companyÂ’s needs and simplify the supply chain. The first microchips from the partnership are targeted to be installed in vehicles in 2024.