Il futuro dei siti produttivi Stellantis

[Cosimo]

Saranno le 2 Golf che mi hanno rovinato?

[itr83]

e a questo aggiungi il pagamento dei fornitori a 270 giorni e ci siamo fatti un bel quadretto

Siamo arrivati a 270 giorni?!?

Fra un po' arriveranno al metodo "comincia a darmi la merce poi se mi gira, forse ti pagherò"

è indecente che un' azienda con bilanci ottimi (tralasciando come sono ottenuti) non paghi subito i fornitori!

[stev66]

Siamo arrivati a 270 giorni?!?

Fra un po' arriveranno al metodo "comincia a darmi la merce poi se mi gira, forse ti pagherò"

è indecente che un' azienda con bilanci ottimi (tralasciando come sono ottenuti) non paghi subito i fornitori!

"Welcome to this planet, Mr itr83"

[Cosimo]

adesso pare che i tempi si stiano accorciando, comunque è vegognoso.

Il problema è che non sono gli unici.

[bobbyinterna1]

Salve, sono nuovo nel forum.

Non sapevo in che thread inserire questa notizia di USA Today, così ne ho aperto uno nuovo

Unprofitable Chrysler doling out $750 bonus to workers

Chrysler's factory workers and most of its salaried employees will get an extra $750 next week as a "performance award," even though the automaker is still losing money.

The top 50 managers won't get the checks because of conditions that the government imposed as part of its bailout of the once-troubled automaker, reports Greg Gardner of the Detroit Free Press. Chrysler still owes $5.8 billion on its government loan under the Troubled Asset Relief Program, or TARP.

Chrysler lost $198 million in the fourth quarter but showed a $199 million profit on an operating basis, which doesn't count interest payments or taxes.

Ford Motor and General Motors have both been wrestling with how to share the wealth with their unionized workforces now that they are solidly profitable. It's a harder problem than it seems, because both have become solid moneymakers in part because of worker concessions.

"It was absolutely owed that we treat our people properly," CEO Sergio Marchionne told analysts and reporters on a conference call, as reported by the Free Press. "The obligation to our people was much greater than the need to improve our bottom line profitability." Marchionne is also CEO of Italy's Fiat, which controls Chrysler.

A vice president for the United Auto Workers, General Holiefield (yes, his first name is General) praised the decision.

Credo che in prospettiva sia ottimo per i metalmeccanici italiani. Marchionne aveva già detto in tv da Fazio che una volta aumentata la produttività nei nostri stabilimenti sarebbe stato disponibile ad alzare i salari, bè negli USA lo sta già facendo, seppur attraverso un bonus una tantum

[Regazzoni]

Unito alla discussione dove si parlava già dell'argomento.

[crabble]

c'è una piccola differenza: in USA gli operai sono i proprietari di Chrysler che possiedono la quota di controllo del capitale attraverso il fondo pensione, se quelli "se arrabbiano" (e sembra si stiano già preparando infatti anche Ford e GM stanno dando bonus vari fino a 5,000$)… In italia al massimo fanno quattro starnazzi in TV da Santoro, non c'è da preoccuparsi

[Giò]

bell'articolo su Marchionne del Wall street Journal

2 - BOSS SWEATS DETAILS OF CHRYSLER REVIVAL...

Jeff Bennett e Neal E. Boudette per il "Wall Street Journal"

As chief executive of Chrysler Group LLC, Sergio Marchionne has no shortage of big issues to deal with, from labor relations to a tarnished corporate reputation.

Nancy pelosi e Sergio Marchionne al salone di Detroit davanti alla 500

Last month a smaller concern held his attention: the door handle on the Dodge Charger.

Tests showed water could get into the latch and foul its electronics. The CEO, determined to start production of a revamped Charger by year-end, had engineers working nonstop on the problem.

"I am getting updates every couple of hours on the bloody door handle," Mr. Marchionne said on Dec. 7, as he sat in the boardroom of another company where he is a director. Finally, a message flashing on one of his six smart phones told him the trouble had been found, an uneven fit between two plastic parts. Its door latch fixed, the new Charger began rolling off the assembly line a few days after Christmas.

"I would suspect that some of the issues that we're dealing with now and cause me apoplexy would have probably been swept under the carpet 10 years ago," Mr. Marchionne said. But "if you really want to run the business, you need to get involved in this level."

The fate of Chrysler, which reports fourth-quarter results Monday, rests with the Italian-born Mr. Marchionne and his attention to detail-an approach that helped him save Fiat SpA from the brink of collapse a few years ago. It is also one that can occasionally delay decisions because of his unusual dual role of simultaneously heading Fiat and Chrysler, and dividing his time between Michigan and Italy.

Mr. Marchionne's focus on nitty-gritty details at Chrysler, the beneficiary of a $9 billion federal rescue two years ago, contrasts with that of the other new boss in Detroit, GM's Daniel Akerson, who acknowledges not being a "car guy." For several weeks last year, Mr. Marchionne fussed over a slight deviation in the curvature of the door on the new Dodge Durango, forcing minute changes until it was just to his liking.

obama marchionne

The other prominent auto executive who heads two firms joined in an alliance, Carlos Ghosn of Renault SA and Nissan Motor Co., also weighs in on the cars' details on occasion. But Mr. Ghosn has a chief operating officer running the day-to-day business at each company, and the alliance is controlled by a committee of 15 executives. Mr. Marchionne has raised eyebrows by having an unusual number of executives reporting directly to him-23 at Chrysler and more in Italy.

"How do you have 23 people reporting to you here and 25 more in Turin?" asks Chrysler's chairman, Robert Kidder. Mr. Marchionne's answer is that directly managing so many people helps Chrysler and Fiat to work closely together.

While rivals General Motors Co. and Ford Motor Co. have bounced back from the auto industry's recession-Ford earned $6.6 billion last year despite a fourth-quarter profit drop reported Friday-Chrysler hasn't yet turned the corner. It is no longer burning cash but lost money for the first three quarters of 2010.

Because U.S. auto sales were higher in the last three months of 2010, the company could report on Monday its best quarter since leaving bankruptcy in 2009.

General Motors

Chrysler's U.S. vehicle sales rose 16.5% last year, but many were to rental-car fleets. Sales to individuals, a better test, showed the company still struggling. Its share of U.S. retail sales was 7.3%, according to figures the auto makers use that were reviewed by The Wall Street Journal. By this measure, Chrysler, once the third-largest car maker in the world, now is No. 6 in its home market, behind not only GM, Ford and Toyota Motor Corp. but also Honda Motor Co. and Nissan Motor Co.

Early in Mr. Marchionne's tenure at Chrysler, which began in mid-2009, he met with Michael J. Jackson, head of dealership chain AutoNation Inc. Knowing he had to show he was serious about change, Mr. Marchionne laid out the deficiencies of Chrysler vehicles in detail.

"He went over the transmissions Chrysler has and knew how old they were, how they don't sync up with the engines. He knew which cars had bad wind noise, the cheap plastic that was in the interiors," Mr. Jackson says. "It was remarkable. I've never had such a conversation with an automotive CEO."

Mr. Marchionne spent $1.1 billion to make over 14 models already in production. There were plusher interiors for all. The Chrysler Sebring sedan got upgraded brakes, wheels and suspension, plus a new name, the 200. The Dodge Charger got the high-tech door handles that caused trouble in December. They unlock after sensing the touch of a hand and a key fob in the driver's pocket.

The big expenditure is a gamble, but Mr. Marchionne feared the sales boost he needs wouldn't happen if the company kept offering the old versions of its vehicles. "The market didn't want them," he says.

Last summer, Mr. Marchionne turned a rare vacation into an extended road test by getting into a 2011 Jeep Grand Cherokee and driving it 3,500 miles through Quebec, New Brunswick and New England, taking notes about what could be improved.

general-motors-sede

He came back convinced the basic structure of the SUV was a winner, though he was disappointed with the number of passersby who checked it out when he parked it in front of the Fairmont Hotel in Boston one day. "It was a brand-new vehicle and you would expect a lot more head-turning," he says.

Mr. Marchionne was born 58 years ago in Chieti, near Italy's Adriatic coast, and moved with his family to Toronto when he was 14. He was heading a Swiss service firm that inspects traded goods in 2004 when he jumped to Fiat, where he became known for working long hours, seven days a week.

At a 2006 analyst meeting, he showed up wearing a black sweater and black jeans, and decided he liked the informal look. He now keeps about 30 sweaters and pairs of jeans in each of his homes in Michigan, Turin and Switzerland, allowing him to jet around with minimal luggage.

"I order them off the Internet and replace them in groups of 10," he says. "I have identical clothes everywhere I live. Down to the socks."

In 2008, Chrysler's then-owner, Cerberus Capital Management LP, approached Fiat about a partnership. The Italian company, having long ago stopped selling cars in North America, was heavily dependent on Europe and on small cars with thin profit margins. Chrysler sold large cars, minivans and trucks, mostly in North America, so despite its troubles, it could help Fiat be a global company.

The U.S. became part of the Chrysler-Fiat negotiations in early 2009, after granting Chrysler a bailout. Mr. Marchionne was known as a tough deal-maker; in 2005, he had compelled GM to pay Fiat $2 billion to dissolve a rocky partnership the two had. In talks with Chrysler, he was willing to contribute engines and other technology to a partnership, but no cash.

With the Obama administration's auto task force having few other options for Chrysler, Mr. Marchionne got his way. Chrysler filed for Chapter 11 bankruptcy protection and emerged in June 2009 with Fiat its part owner and Mr. Marchionne its CEO.

Logo "Ford"

In Auburn Hills, the new boss eschewed the vast 15th-floor executive suite, with its vaulted ceiling and giant window shaped like Chrysler's logo, in favor of an office in the curved "banana wing" of the headquarters engineering center. That's where decisions are made that keep Chrysler's industrial operations running, Mr. Marchionne says, and "you have to keep that machine well tuned."

Chrysler is developing small and medium-size cars based on Fiat models now, while Fiat is preparing to make Jeeps and some other Chrysler vehicles in its own plants. Mr. Marchionne envisions the two companies producing more than six million vehicles in 2014, almost twice the current number and giving the alliance a scale similar to that of the global auto giants.

Chrysler has forecast operating profit of $1.6 billion to $2.4 billion this year, but hurdles loom. Rising gasoline prices could crimp sales of its trucks and large cars. A labor contract with the United Auto Workers needs renegotiation this year.

The division of Mr. Marchionne's time also presents challenges. Last fall, as Chrysler was pushing to accelerate the launch of the revamped Dodge Charger and Chrysler 300, executives say one holdup was a decision on the 300's headlamps, a call that could be made only after Mr. Marchionne was back in Michigan a few weeks later. When he got there, he and his product team stood in front of a car for about half an hour before deciding which headlamp style to use.

His split schedule also means executives can have a hard time getting one-on-one time to go through decisions, some people familiar with the company say.

One executive says that some managers who report to Mr. Marchionne know they have the power to make decisions but "they also are worried" in case the boss doesn't agree. In August 2009, during an absence by the CEO, Chrysler's sales chief made plans to offer discounts to juice sales. When Mr. Marchionne returned, according to one person familiar with the matter, he "was ballistic" and dressed down the sales chief in a meeting. Shortly afterward, the sales chief was gone.

Mr. Marchionne is trying to change the culture at Chrysler. In a meeting in December, after two executives proposed a program to contact customers directly when a fix or upgrade was available for their cars, a majority of the executives at the meeting opposed the idea, partly because of cost.

Toyota

Mr. Marchionne spoke up. "You guys are all wrong. It's the right thing to do," he said, according to Doug Betts, quality chief. The CEO then told his lieutenants they must "break the pattern" of business in Detroit.

In recent weeks, Mr. Marchionne has been talking with banks to try to secure financing, possibly with Fiat's help, for paying back $5.6 billion in rescue loans from the U.S. government. The goal is full repayment in 2014. Eliminating Wall Street questions about Chrysler's ability to repay would help smooth an initial public stock offering Mr. Marchionne hopes to make later this year.

The IPO would provide a way for the government and the UAW to rid themselves of ownership stakes. The government, which owns 9.2% as a result of Chrysler's 2009 bankruptcy proceedings, would like to get out. The UAW, with a 63.5% stake, plans to use proceeds from a stock sale to fund a retiree health-care trust formed in 2008.

Fiat, however, is planning to increase its stake, currently 25%.

When Mr. Marchionne is in Michigan, about two weeks a month, he fills both Saturday and Sunday with meetings with his executive teams, such as sales, marketing and those running the industrial operations. They gather in a conference room with dark wood tables arranged in a U-shape, facing a large screen. An espresso machine sits in the corner, and on the wall is a framed poster that reads: "Give a S-."

The gatherings run from 8 a.m. to evening, and the pace can take a toll. "My wife feels she's competing with Chrysler," says the head of manufacturing, Scott Garberding. Mr. Marchionne himself divorced last year. He also went on a low-carbohydrate diet and lost 30 pounds.

At the Los Angeles auto show in November, the CEO gave a glimpse of what he thinks Fiat and Chrysler can accomplish together. First, he gestured toward a Fiat 500, a subcompact Chrysler now is producing in Mexico. Then, popping the hood of the redesigned Jeep Grand Cherokee for a look at its V8 engine, Mr. Marchionne said the vehicle could be used to spin off models that would help both companies.

Work has begun on a luxury SUV, using the Grand Cherokee's underpinnings, for Fiat's Maserati brand, a vehicle that could sell for $100,000. "This is just a great architecture," Mr. Marchionne said. "Why wouldn't I put a Maserati on it?"

[owluca]

in sostanza un altro segnale che la situazione di cassa per quanto delicata non e' critica.

p.s. pagare tutti pagare meno e' sempre stato slogan della sinistra

[brothersfan]

bell'articolo su Marchionne del Wall street Journal

Non me ne volere Gio',ma credo che l'articolo da te postato,non sia comprensibilissimo..

una mini-sintesi in lingua italica credo sia necessaria!