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This report delves into the persistent issues faced by car dealerships when custom ordering vehicles from General Motors, specifically highlighting the challenges with Chevrolet and Cadillac models. A dealership insider revealed how popular features are often unavailable through the online ordering system, leading to significant delays and customer dissatisfaction. This situation underscores a broader problem within GM's manufacturing and allocation processes, affecting both the efficiency of dealerships and the expectations of prospective car owners.

The extended wait times for custom-ordered GM vehicles, which can stretch into many months or even years, are a source of considerable frustration for both dealerships and consumers. Dealership personnel, who navigate these complex ordering systems, frequently encounter limitations that prevent them from securing desirable configurations. This bottleneck not only impacts sales but also damages customer relationships, as buyers are left waiting indefinitely for vehicles that may never arrive in their desired specifications. The underlying systemic issues within GM's production and distribution channels appear to be at the root of these widespread complaints, affecting the brand's reputation and customer loyalty.

The Intricacies of GM's Ordering Platform

The ordering process for new Chevrolet and Cadillac vehicles presents notable hurdles, particularly when specific feature packages are desired. A car buyer representing a family dealership recently shed light on these frustrations, detailing how the online system frequently limits access to highly demanded options, such as advanced safety and technology suites for models like the 2026 Chevrolet Equinox. This restriction means that even the most popular and appealing configurations are often listed with no available quantity, creating a challenging scenario for dealerships trying to meet customer demands.

The online GM Order Workbench, intended to streamline vehicle customization and acquisition, paradoxically becomes a source of aggravation. Dealership staff, when attempting to specify popular features or packages, encounter a system that displays “constraints,” indicating that these options are simply not buildable for the current production cycle. This is particularly problematic for configurations that are widely sought after, compelling dealerships to explain to customers why their preferred vehicle cannot be ordered with the desired amenities, leading to a disconnect between consumer expectation and product availability. This situation underscores a systemic challenge in GM's supply chain or production planning, impacting customer satisfaction and dealership efficiency.

Customer and Dealership Experiences with Vehicle Acquisition

The ripple effect of General Motors' complex ordering system is profoundly felt by both customers and the dealerships striving to serve them. The disappointment of customers who endure lengthy waits, only to find their desired vehicle configurations are unavailable or significantly delayed, is a common refrain. This often leads to feelings of exasperation and distrust towards the brand, compelling some to abandon their orders or switch to competitors who offer more transparent and efficient purchasing processes. Dealerships, caught between manufacturer limitations and customer expectations, face the unenviable task of managing these frustrations, which can strain their relationships with loyal clients.

Compounding these issues are anecdotal accounts from customers and former dealership employees that highlight the erratic nature of GM's vehicle allocation and production. Stories abound of consumers waiting upwards of a year or more for a specific model, only to discover their order was held up due to the unavailability of certain parts or a peculiar production queue. This unpredictable environment creates significant operational challenges for dealerships, as they struggle to forecast inventory, manage customer relations, and maintain sales targets. The lack of a consistent and reliable ordering process not only diminishes customer satisfaction but also places a substantial burden on the dealerships, who are at the forefront of these interactions.

In a significant financial maneuver, Mercedes-Benz's pension trust has offloaded its entire 3.8% shareholding in Nissan, fetching an estimated $325 million. This divestment reflects a prevailing apprehension within the investment community regarding Nissan's prospects for recovery, as the Japanese automotive giant grapples with severe financial headwinds and a plummeting stock value. The transaction signals a notable shift in investment strategies by major players, underscoring the precarious position Nissan currently occupies in the global automotive landscape and the challenges it faces in reassuring stakeholders of its long-term viability.

Nissan has been contending with a series of daunting financial challenges, attempting to reverse a prolonged period of declining sales and restore its profitability. This critical situation nearly culminated in a merger with Honda, a proposition seemingly driven by pressure from the Japanese government. For several months, a 2026 merger appeared to be a firm plan. However, these discussions ultimately collapsed due to irreconcilable disagreements concerning the structure and operational model of the prospective merged entity, leaving Nissan to chart its recovery course independently.

Adding to Nissan's woes, the decision by Mercedes-Benz to liquidate its considerable stake—a holding that its pension trust had maintained since 2016—sends a powerful message to the market. While a Mercedes spokesperson asserted that the divestment was merely part of a portfolio optimization strategy and not indicative of any strategic shift, the timing of the sale, coinciding with Nissan's stock experiencing one of its worst trading days, implies a lack of confidence in Nissan's short-to-medium-term outlook. This move marks a notable conclusion to a decade-long collaborative relationship between Mercedes' parent company, Daimler, and Nissan, which began in 2009. This partnership encompassed various joint ventures, including co-development projects like the Mercedes-Benz GLA-Class and Infiniti QX30, and the rebadging of vehicles such as the Nissan Navarra becoming the Mercedes-Benz X-Class. Moreover, Daimler collaborated on the Smart Fortwo and Forfour with Renault, Nissan's alliance partner, further intertwining their fates. Even Renault, Nissan's largest shareholder with a 35.7% stake, is now considering reducing its share, having recently lowered its minimum commitment to 10%.

In response to its deepening crisis, Nissan's new CEO, Ivan Espinosa, who assumed leadership in April, has introduced a comprehensive turnaround strategy dubbed 'Re:Nissan.' This ambitious plan aims to rejuvenate the company's financial health through drastic measures, including a significant reduction in global production capacity from 3.5 million to 2.5 million vehicles and consolidating manufacturing sites from 17 to 10 by the fiscal year 2027. Already, Nissan has announced the closure of facilities in Mexico and its historic Oppama plant in Japan, signaling a firm commitment to these cost-cutting initiatives. Despite these severe cutbacks, the company remains dedicated to product revitalization, planning to introduce or refresh ten models by 2027. This includes the highly anticipated 2026 Nissan Leaf, set to launch with an exceptionally competitive price, a redesigned Rogue that will bring Nissan's e-Power hybrid system to the U.S. market, and even the potential return of the Infiniti Q50 with a manual transmission option. However, the critical question remains: can these multifaceted efforts yield results swiftly enough to appease the increasingly impatient investor base and secure Nissan's future?

The recent divestment by Mercedes-Benz underscores the significant skepticism that continues to surround Nissan's financial recovery efforts. Despite the strategic turnaround plans being implemented by Nissan's new leadership, the departure of a long-standing partner highlights the persistent challenges facing the Japanese automaker in restoring investor confidence and achieving sustained profitability. The success of Nissan's ambitious restructuring and product offensive will be crucial in determining its trajectory amidst a highly competitive global automotive landscape.