A few days after the announcement of the organisational changes at Stellantis, Jean-Philippe Imparato, Director of the Extended Europe region, gave an interview to Auto-Infos. He explains the reasons for this reorganisation and the benefits it will bring to the group. Aware of geopolitical and regulatory developments, Stellantis is taking a new step towards greater regionalisation in order to better adapt to market specificities. This strategic repositioning aims to bring the various departments closer together, in particular engineering, production and purchasing, in order to optimise the Group's responsiveness and efficiency.
A regional organisation for greater responsiveness
A stronger European base
One of the main changes brought about by the new organisation is the direct link between engineering and the European region. Previously, only production was under regional control. From now on, the product development teams will work with the production and purchasing teams under the responsibility of Yvan Agliany (Engineering), Arnaud Deboeuf (Production) and Stéphane Dubs (Purchasing). This synergy will reduce costs, improve vehicle quality and reduce time-to-market.
Essential convergence between software and engineering.
Another major development is the convergence of software development and engineering. Jean-Philippe Imparato emphasises that this decision is motivated by the need to ensure convergence between vehicle design and software. From now on, the Chief Engineer will oversee the entire project, thus avoiding any separation between the software development schedule and that of the vehicles. This organisation is based on the best industrial practices and will ensure better coordination between hardware and embedded systems.
Taking greater account of regional specificities
From now on, each model will continue to be developed on a common global basis, the 4 STLA platforms, but with specific adaptations to meet the needs of each regional market. This model is designed to optimise processes and strengthen the company's competitiveness in the face of market challenges.
Strategic repositioning of DS Automobiles
One of the most notable announcements of this reorganisation concerns the DS Automobiles brand, which is now receiving special attention with the appointment of Xavier Peugeot as its director. Imparato is adamant that DS must first establish its legitimacy on the French market before claiming international influence. The brand is perceived by managers as generating between 60 and 70% of its sales in the business-to-business sector. To strengthen this positioning, the brand must offer high-quality products and have an efficient distribution network.
The challenge for DS is to maintain a high level of profitability without trying to increase sales volumes. The future DS N°8 embodies this philosophy, aiming for a premium positioning where the image and quality of the products take precedence over quantity. Imparato also stresses the importance of the dealer network, which must be supported and motivated to ensure the brand's commercial success.
At the same time, Peugeot must return to a market share similar to that of 2020, i.e. around 7% in Europe. Alain Favey's arrival at the helm of the brand aims to define a clear roadmap for the next ten years. This strategy is based on product planning in line with consumer expectations and an ambitious commercial policy to strengthen Peugeot's position on the European market.
With this reorganisation, Stellantis is clarifying its strategy: a global group that pools its platforms and technologies, while giving the regions more autonomy to respond to the specificities of their markets. This approach will improve responsiveness, competitiveness and product quality, while ensuring better coordination between the different divisions. It remains to be seen whether this strategy will bear fruit and whether Stellantis will be able to stand out in a rapidly changing sector where flexibility and adaptability have become major assets.
Comments