Watch: Stellantis’ James Parker Jr. on building a flexible, tech-driven global parts network

Stellantis is in the middle of a five-year transformation to modernise its global aftersales and service parts network. 

Speaking on the Automotive Logistics and Supply Chain Global 2025 Red Sofa, James Parker Jr., senior vice president, global parts and service at Stellantis said his goal is to shift from a rigid, high-cost supply chain model to one capable of flexing with fast-changing market dynamics.

“Our supply chain today isn’t very flexible,” Parker said. “We want to move from a fixed-cost model to a more variable one, to be able to scale up or down without waste.”

Consolidating and automating for efficiency

A central part of Stellantis’ roadmap is restructuring its physical network. The company is consolidating regional parts distribution centres (PDCs) to remove duplication and reduce logistics costs.

In North America, Stellantis is building a mega hub in Detroit that will replace nine existing facilities over the next 18 months. “By bringing these sites together into one location, we’re not only saving on transport and handling but also simplifying operations and creating space for advanced automation,” Parker explained.

Automation is already delivering measurable results. Stellantis has cut warehouse space by about a third across North America through automation, with some facilities processing up to 65% of throughput via automated systems. “That’s a huge gain in efficiency and footprint,” Parker said. “It lets us concentrate staff in smaller zones, reducing walking distances while increasing productivity.”

The company is also testing new generations of robotics designed to bring goods directly to the operator, further improving ergonomics and throughput. By the time the Detroit mega hub opens, these systems are expected to be deployed at scale.

Integrating AI for predictive supply and service

Beyond physical consolidation, Parker highlighted digital integration as a major next step. Stellantis is investing in AI-driven planning and predictive analytics to link sales, production and service data across its network.

“If you don’t account for what happens in sales, you’ll find unbalanced transactions throughout your supply chain,” he said. “Tying everything together through AI will allow us to forecast failures, plan parts availability earlier, and reduce repair lead times.”

The ultimate goal is to move from reactive replenishment to proactive, data-led parts forecasting, enabling faster service turnaround and higher customer satisfaction.

Towards real-time visibility and hybrid delivery models

Improving delivery flexibility and visibility is another key pillar of the Stellantis strategy. The company aims to introduce real-time, part-level tracking across its logistics network, similar to Amazon or UPS, giving dealers and customers clearer delivery expectations.

“We should be able to tell a customer, part by part, where their shipment is, from the PDC to the final delivery point,” Parker said. 

At the same time, Stellantis is working with carriers to rethink traditional dedicated-delivery models, developing hybrid approaches that support both wholesale dealers and aftermarket clients. This includes exploring more frequent deliveries and flexible pickup options at PDCs to give dealers and service centres greater control over parts availability throughout the day.

To achieve its ambitious transformation goals, Stellantis is engaging closely with its logistics and technology partners. The company is assessing AI, automation, traceability and hybrid-network solutions from both existing and new providers.

“We’re talking to carriers and suppliers across the industry to understand who has the best technology and who can integrate with us,” Parker said. “Partnerships are key, we can’t get there alone.”