FLEET & BUSINESS SOLUTIONS
Internal complexity disappears now all marques can be accessed via one point of contact
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Stellantis streamlines structure to deliver single fleet proposition
A key pillar of the strategy is the company’s transition to a fully multi-brand operating model, designed to simplify engagement for fleet operators managing mixed portfolios, according to B2B Director Tom Ray.
Rather than dealing with separate brand teams, B2B customers now interact with a single point of contact capable of supporting all Stellantis marques from Abarth to Vauxhall. Ray says: “Our ability to offer such a broad portfolio of products and services is one of our greatest strengths, because our fleet teams operate as multi-branded teams. They cover all brands so fleet managers receive consistent support, regardless of who they engage with.”
This shift follows the integration of PSA and FCA, which previously operated with separate structures. Stellantis has since moved to a flatter, channel-based organisation, aligning commercial policies across brands and removing internal complexity. Alongside this structural change, Stellantis is placing significant emphasis on vehicle uptime and aftersales performance – areas, Ray acknowledges, that have not always met expectations in recent years.
“Addressing this is a core focus for 2026,” he says, pointing to the roll-out of Pro One Next, an initiative focussed on minimising downtime for fleet customers operating light commercial vehicles (LCVs) initially.
The programme combines three essential elements, vehicle telematics data and Stellantis ecosystems to detect when a breakdown has occurred, a UK based dedicated Uptime Command Centre within head office orchestrating the repair and minimising blockers to get the vehicle back on the road, alongside an LCV authorised repairer network dedicated and aligned in minimising downtime.
Stellantis is sharpening its focus on fleet and business customers through a combination of structural simplification, aftersales investment and data-led services.
The aim is to shift to proactively detect breakdowns, ensuring the Uptime Command Centre assist and intervene early on. Later stages will focus on preventative maintenance and AI integrations to strengthen the offering further.
Ray explains: “This really does drive an end-to-end solution for our fleets, not just in terms of information, but it reduces that unplanned downtime.
Ultimately, this approach will lower the cost of ownership, increase operational efficiency and position our fleet services as a predictive always-on partner, rather than a stand-alone tool set. “The reality of it is it’s our command centre going to the fleet managers, rather than fleet managers coming to us when there’s a problem.”
With a real problem-solving focus from the Uptime Command Centre, Pro One Next will offer outside the box solutions, to ensure vehicles remain on the road with issues escalated and resolved as quickly as possible.
This is supported by continued investment in the group’s vast UK dealer network, including the expansion of Professional Centres focused on fleet servicing, extended workshop hours and improved courtesy vehicle provision.
“We recognise that to better serve fleets, we need to invest heavily in our aftersales network to maximise uptime,” explains Ray.
The network currently includes 32 full Professional Centres, alongside 103 Professional Lite sites, with partners supported to quickly transition from a Professional Lite centres to become full Professional Centres.
Parts availability has also been a major focus. The opening of a new Ellesmere Port parts distribution centre, holding up to 140,000 parts references, is already improving supply efficiency. A redesigned hub-and-spoke logistics model, with additional relay points, is helping Stellantis better serve remote locations and reduce downtime.
Ray acknowledges that customer dissatisfaction in recent years was largely down to the disruption resulting from the Stellantis merger, compounded by pandemic-era supply chain challenges. However, he says the business is now stabilised, with improved communication tools such as Fleet Gateway and Leasing Portal – an online portal for sharing product information and terms with customers and leasing companies.
“I’ve been in the role for over 2 years now and the team is really stable. We have no plans for any further fundamental changes. We are laser focused on putting our customers at the heart of everything we do,” he says.
It’s vital we regain the trust of our customers. “Once you’ve lost a customer, it’s much harder to get them back. What’s really positive to see is some of those key corporate accounts coming back to Stellantis.”
At the same time, the company continues to invest heavily in electrification, while maintaining a pragmatic approach.
“We don’t want to force electrification, but what we certainly do want to do is educate those fleets and help them on that journey. We’ve learned that no two fleets are the same when it comes to electrification,” Ray says.
With a broad powertrain mix – including EVs, hybrids and ICE – Stellantis is positioning itself to support diverse fleet requirements, while also working to improve whole-life cost competitiveness through pricing strategies and residual value management.
Ultimately, Ray sees Stellantis evolving beyond a traditional OEM role into a full-service fleet partner.
“If we can provide a one-stop shop we’re perfectly poised to continue the success we’ve had,” he says.
For fleet operators, the message is clear: Stellantis is focusing on simplicity, uptime and data to win back confidence and strengthen long-term partnerships.
From Abarth to Vauxhall, B2B customers now interact with a single point of contact
“Our ability to offer a broad portfolio of products and services is one of our greatest strengths”
Tom Ray, B2B Director
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