How Stellantis is continuing to transform its North American service parts network
Anthony Fioritto II, vice president of supply chain in North America for parts and services at Stellantis, spoke to Automotive Logistics at ALSC Global 2026 about the company's progress in transforming its service parts network, the role of automation in this transformation and how customer expectations are shaping parts distribution.
A year on from senior vice president of global parts and service at Stellantis James Parker Jr.'s appearance on the Red Sofa at ALSC Global 2025, Anthony Fioritto II, vice president of supply chain in North America for parts and services at Stellantis, provided an update on the company's ongoing aftersales transformation, which he described as around 40-50% complete.
He explained that the automation the company selected is now operating at steady state, with the technology stack delivering positive results. Meanwhile, the consolidation of distribution operations is progressing. Stellantis is launching a parts distribution centre in Georgia, with the next major milestone being a mega hub spanning more than 2 million sq ft. The facility will incorporate packaging, last-mile delivery and other ancillary processes, with around 60-70% of its operations expected to be automated.
However, rebuilding a network of this scale while continuing to serve dealers does present challenges. Fioritto acknowledged that customers can experience some disruption during the transition, but said Stellantis is taking a proactive approach to protecting service levels.
The company works with its planning teams to build up dealer and distribution centre inventory ahead of changes, ensuring sufficient stock coverage while new sites are brought online. Direct communication with customers is also essential, he explained, in helping the business manage the transition until new facilities reach a steady state.
Fioritto's own experience has shaped his approach to the transformation. Having started his career as an intern at a parts distribution centre, he said working on day-to-day operations gave him firsthand knowledge of the systems, shortcomings and challenges that now inform his decisions.
"I've been there, I know what works and what doesn't work, and I'm humble enough to understand that if there's something better on the market, we'll do it," he said.
His experience working across North America, Europe and Latin America has also reinforced the importance of understanding different cultures when implementing change. Fioritto argued that leaders must understand the people they work with, rather than assume their own approach is best, to break down barriers and make improvements stick.
Customer expectations are another key driver of the transformation. As e-commerce raises expectations around delivery speed and reliability, Stellantis is working to define distinct customer archetypes and tailor its supply chain to their needs, from business-to-consumer e-commerce to business-to-business parts distribution.
Fioritto said every employee, manager, service provider and partner must understand the role they play in delivering the required customer experience. The objective, he explained, is to provide the right service at the right time, while ensuring that everyone understands why meeting those expectations matters.
Watch the full Red Sofa interview with Anthony Fioritto from ALSC Global 2026 to hear more about Stellantis' aftersales transformation and its approach to customer-focused parts distribution.
