1949 Dodge Coronet on 2040-cars

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2013 Dodge Dart gets all Moparized

Last year, Chrysler announced it would be offering more than 150 Mopar parts and accessories on the 2013 Dodge Dart, and we got a look at some of these parts firsthand at the Chicago Auto Show. Showing off all the optional parts at once would surely create a gaudy monstrosity, so Chrysler chose to equip this particular Dart GT with just a handful of Mopar goodies, which still gave the car a nice and tasteful custom look that is available straight from the dealership (and with a full warranty, too).
Decked out in a factory color called Header Orange Clear Coat - also a very appropriate show car hue - this car added exterior styling parts such as the vented, carbon fiber hood, the bolt-on front chin spoiler and a matte black decklid spoiler. Looking inside the car, you'd think the red-accented interior is part of the Mopar parts bin, too, but this is actually what the standard Dart GT cabin will look like when it goes on sale.

Dodge Viper recall requires small-handed mechanics

It has been over a year since Chrysler first announced its recall of 3,660 2003-2004 Dodge Vipers because the airbag could suddenly deploy. The repairs are finally beginning, and it appears to be a nightmare for mechanics.
According to the automaker's filing with the National Highway Traffic Safety Administration, the airbag control module can fail, which causes the bag or the seatbelt pre-tensioner to deploy without warning. It took over a year to design the new parts, according to The New York Times. However, Chrysler finally has a new "jumper harness with an in-line diode filter circuit" ready to fix the problem.
The dilemma now moves to the mechanics who have to actually install the part. A 47-step guide from Chrysler explains that the procedure should take about two hours. It's not an easy job, though. Most of the dashboard has to be taken apart, and the instructions include this helpful bit of advice: "Installing the jumper harness and filter box into position is not an easy task. Patience, perseverance, and small hands are required." We wish the best of luck to them. The fix comes just in time for the Vipers to enjoy the summer sun.

Auto Mergers and Acquisitions: Suicide or salvation?

We love the Moses figure. A savior riding in from stage right with the ideas, the smarts, and the scrappiness to put things right. Alan Mullaly. Carroll Shelby. Lee Iacocca. Andrew Carnegie. Steve Jobs. Elon Musk. Bart Simpson. Sergio Marchionne does not likely view himself with Moses-like optics, but the CEO of Fiat Chrysler Automobiles recently gave a remarkable, perhaps prophetic interview with Automotive News about his interest and the inevitability of merging with a potential automotive partner like General Motors. Marchionne has been overtly public about his notion that GM must merge with FCA. For a bit of context, GM sold 9.9 million vehicles in 2014, posting $2.8 billion in net income, while FCA sold 4.75 million units and earned $2.4 billion in net income, painting a very rosy FCA earnings-to-sales picture. But that's not the entire picture. Most people in the auto industry still remember the trainwreck that was the DaimlerChrysler "merger" written in what turned out to be sand in 1998. It proved to be a master class in how not to fuse two companies, two cultures, two continents, and two management teams. Oh, it worked for the two individuals at both helms pre-merger. They got silly rich. And the industry itself was in a misty romance at the time with mergers and acquisitions. BMW bought Rolls-Royce. Volkswagen Group bought Bentley, Bugatti, and Lamborghini, putting all three brands into their rightful place in both products and positioning. No marriages there, so no false pretense. Finally, Nissan and Renault got married in 1999. A successful marriage requires several rare elements in this atmosphere of gas fumes and power lust. But a successful marriage requires several rare elements in this atmosphere of gas fumes and power lust, the principle part being honesty. Daimler and Chrysler lied to each other. The heads of each unit, the product planners, and finance all presented their then-current and long-range forecasts to each other with less-than-forthright accuracy. Daimler was the far greater equal and no one from the Chrysler side enjoyed that. The cultures were entirely different, too, and little was done to bridge that gap. Which brings me back to the present overtures by Marchionne to GM. "There are varying degrees of hugs," Marchionne stated in the Automotive News piece. "I can hug you nicely, I can hug you tightly, I can hug you like a bear, I can really hug you." Seriously?