Stellantis Trends 2024-2025: new opportunities for Quebec SMEs

Between 2024 and 2025, Stellantis – the group behind Jeep, Dodge, Chrysler and Peugeot – is going through a major reorganization phase, particularly in North America. After betting heavily on 100% electric vehicles, the automaker is now correcting course: revising its electric vehicle (EV) strategy, refocusing on hybrids and internal combustion engines, and repositioning industrial investments in Canada and the United States. This transition is accompanied by an enormous financial shock, with a one-off charge of 22 billion euros announced to adjust product plans to market realities, particularly in North America.(investopedia.com)

For Quebec SMEs, these upheavals aren’t just stock market headlines: they’re reshaping supply chains, innovation needs, and the way in which major principals collaborate with their ecosystems. In a context where Quebec’s international merchandise exports rose by 11.6% in the first two months of 2025 compared to the same period in 2024, despite high sectoral volatility, agile companies can do well.(statistique.quebec.ca)

In this article, we analyze the major Stellantis 2024-2025 trends, their impact on the North American automotive value chain, and above all the concrete opportunities for Quebec SMEs. We’ll look at how to position yourself in digital services, AI solutions, components and logistics, as well as B2B e-commerce platforms to capture new markets, with the support of a specialized agency like Nuaweb.

1. Resetting Stellantis’ electrical strategy: what it really changes

In 2025-2026, Stellantis admitted having “overestimated” the speed of the transition to electric vehicles, particularly in the USA. The result: a 22 billion euro charge planned for the second half of 2025, the abandonment or postponement of several 100% electric models, the suspension of the 2026 dividend and a stock market drop of over 25%.(businessinsider.com) This strategic revision directly affects the North American supply chain, of which Canada is a part – and indirectly Quebec, through its exporters of parts, metal, technologies and services.

At the same time, Stellantis sold its 49% stake in the NextStar Energy battery joint venture in Windsor, Ontario, to LG Energy Solution, just a few years after announcing over C$5 billion in investment and the creation of 2,500 jobs in the country’s first major battery plant.(stellantis.com) The plant, operational since the end of 2024, also pivoted in 2025 to energy storage systems (ESS) for other sectors, including AI data centers, beyond the electric vehicle market alone.(guideautoweb.com)

Even more recently, the Canadian government declared Stellantis in default on certain commitments related to the Brampton plant, after the transfer of Jeep Compass production to Illinois, putting at stake up to $380 million in conditional loans and the future of some 3,000 jobs.(caranddriver.com) These signals show a manufacturer in the midst of renegotiating its industrial presence in Canada.

For Quebec SMEs, these changes have several implications:

• Increased volume and program volatility: decision-making and model launch cycles are becoming shorter. Suppliers need to be able to ramp up or down quickly.
• Rapid technological shifts: the shift towards hybrids, optimized combustion engines and ESS solutions is opening up new niches (power electronics, energy management software, connectivity).
• Growing importance of data and software: even with a product mix less focused on 100% electric, the car remains a connected object, driven by software and AI.

In this context, Quebec SMEs well positioned in engineering services, software, cybersecurity, advanced materials or intelligent logistics can become partners of choice, provided they are visible, digitized and capable of integrating the requirements of major groups. This is precisely the kind of transformation thatNuaweb’s AI, chatbot and automation solutions can support: B2B relations, after-sales service, multilingual technical support, etc.

2. Canada and Quebec in the new Stellantis industrial map

While the media focus is often on Ontario, the repositioning of Stellantis in Canada has systemic consequences for the entire North American automotive industry – and therefore for Quebec. The initial bet on Windsor as a hub for Canadian batteries was based on an annual capacity of over 45 GWh and 2,500 jobs, supported by all three levels of government (stellantis.com). The resale of Stellantis’ stake and the pivot to SSE show how business models can be reconfigured in just a few years.

At the same time, statistics from the Institut de la statistique du Québec show a high degree of variability in Quebec exports of products linked, directly or indirectly, to automobiles and electrification:

• In July 2024, Quebec’s international merchandise exports rose by 5.6% over the previous month, boosted in particular by light and medium trucks (+42.5% for light trucks without electric motors, +67.1% for medium and heavy trucks).(statistique.quebec.ca)
• In the first seven months of 2024, Quebec exports were up 3.3% over 2023, despite occasional declines in certain products (nickel, ores, aeronautics).(statistique.quebec.ca)
• In February 2025, Quebec exports are still up 2.5%, following a 4.5% increase in January, for a cumulative gain of 11.6% over the first two months of the year compared to 2024.(statistique.quebec.ca)

These figures reflect a changing but generally buoyant environment for companies that know how to reposition themselves quickly, particularly in the US markets, where Stellantis remains a key player despite its stock market and industrial difficulties.

For Quebec SMEs, three strategic areas stand out:

1. Connecting to the North American supply chain
   Major automakers are looking for suppliers capable of just-in-time delivery, traceability and strict ESG criteria. For SMEs, this means implementing robust digital tools (ERP, CRM, B2B customer portals) and a clear web presence that reassures international buyers. By creating a professional website with Nuaweb, you can present your offers, certifications and production capacities in a format adapted to your clients’ needs.
2. Capitalizing on energy and storage needs
   The pivot of the NextStar large-scale factory towards ESS shows that value is shifting towards storage for industry, data centers, AI, smart grids.(guideautoweb.com) Quebec SMEs involved in power electronics, energy management software, IoT sensors or installation services may find new outlets, even if EV battery volumes fluctuate.
3. Strengthen B2B digital capabilities
   Customers now expect smooth digital exchanges: supplier portals, order tracking, online technical documents, 24/7 support. AI chatbots and Nuaweb automations can absorb part of the support load and professionalize the relationship with Stellantis or its tier 1 subcontractors.

In other words, even if Stellantis adjusts its physical presence in Canada, the flow of contracts, projects and needs remains significant, provided SMEs are ready to play in the North American court.

3. Digital opportunities: AI, CRM and B2B e-commerce to get closer to Stellantis

The Stellantis 2024-2025 trends don’t just concern workshops and factories. They are part of a broader movement towards “software-defined vehicles” and the digitization of supplier relations. For Quebec SMEs, the most accessible lever is not necessarily a massive new industrial investment, but a digital upscale – where Quebec already has a fabric of innovative companies and a mature digital ecosystem.

A few key figures to give you an idea of the situation:

• In North America, the share of software and electronics costs in the value of a vehicle continues to rise, reinforcing the importance of partners capable of developing, maintaining and securing these systems. (A trend corroborated by industry studies from firms such as McKinsey and Deloitte.)(cnbc.com)
• On the Quebec side, export growth in 2024-2025 will be driven in part by high value-added products (aluminum, machinery, equipment), often integrated into complex supply chains where logistical and digital performance are decisive.(statistique.quebec.ca)

Three concrete areas where SMEs can act quickly:

3.1. AI and automation for supplier relations

Large groups like Stellantis operate with supplier portals, online calls for tender and strict documentation and quality requirements. A Quebec SME can distinguish itself by fluidly managing these interactions:

• B2B AI chatbots to answer frequently asked technical questions, track orders and direct internal Stellantis requests to the right contacts.
• Automate quotations and order confirmations to reduce response times and minimize errors.
• API integration with OEM systems for automated document exchange (purchase orders, lead times, batch numbers).

With a specialized AI agency like Nuaweb, it becomes realistic for SMEs to deploy these tools without tying up internal resources for months on end.

3.2. CRM and B2B sales force structuring

The complexity of automotive sales cycles (homologation, testing, prototyping, industrial ramp-up) requires rigorous tracking of contacts, projects and opportunities. A CRM management system adapted to small and medium-sized businesses enables :

• map the key contacts at Stellantis or its integrators;
• track the history of exchanges, bids and technical tests;
• anticipate contract renewals or recurrent calls for tender;
• automate some of your sales reminders and reporting.

For a Quebec-based SME targeting several manufacturers (Stellantis, but also GM, Ford, etc.), a well-configured CRM becomes a major competitive advantage, especially when teams are small and need to prioritize their efforts.

3.3. E-commerce and B2B portals for parts, subassemblies and services

More and more customers expect their suppliers to provide online access to their product catalogs, data sheets, certifications and availability. Setting up a B2B e-commerce store or customer portal offers several advantages:

• International visibility to be spotted by Stellantis buyers and engineers, even those based in the United States or Europe.
• Reduced friction in order placement, shipment tracking and returns management.
• Data collection on the most popular products, the most active countries and purchasing behavior.

Combined with a professional showcase site(website creation) and AI tools for support, this approach enables an SME to present itself as a modern technology partner – which is what groups like Stellantis are looking for in their supplier relationships.

4. How a Quebec SME can concretely position itself in the face of Stellantis trends

Faced with spectacular announcements (22 billion euros in charges, plants reoriented, temporary shutdowns, disputes with the Canadian government), an SME may be tempted to think that “all this is too far away” from its day-to-day realities. In practice, Stellantis’ decisions have cascading effects on prices, technical specifications, supply chains and innovation needs. The challenge is not to follow the day-to-day news, but to build a resilient and attractive position for key accounts.

Here’s a pragmatic roadmap for Quebec SMEs:

1. Mapping its strengths against needs Stellantis
   Identify what the company can contribute in at least one of the Group’s strategic areas: lightweighting, sustainability, energy efficiency, digitalization, connectivity, energy storage, after-sales services, etc. Recent pivots towards ESS and rationalization of EV ranges show that needs are not disappearing, they are moving. Recent pivots towards ESS and the rationalization of EV ranges show that needs don’t disappear, they shift.(guideautoweb.com)
2. Structure your offer and your digital showcase
   A Stellantis buyer won’t spend hours decoding an SME’s offer. He needs to find out quickly about product ranges, industrial capacities, certifications and customer references. Hence the importance of a clear, multilingual, fast, SEO-optimized site, supported by structured technical content. This is the core of Nuaweb’s website creation offer.
3. Setting up a CRM + automation foundation
   Even before setting your sights on Stellantis, it’s a good idea to strengthen relationships with existing and intermediate-level customers, and to structure sales data, sales cycles and follow-ups. A well-integrated CRM, combined with AI to analyze data and prioritize leads, paves the way for dialogue with more demanding key accounts.
4. Deploy AI-enhanced customer support
   Technical chatbots, knowledge bases, dynamic FAQs, proactive delivery tracking: these tools, which Nuaweb is developing around AI and conversational assistants, reduce friction in customer relations – an important criterion for OEMs and carmakers.
5. Follow regulatory and market signals
   Stellantis’ EV “reset” has a lot to do with actual consumer demand and government incentives.(investopedia.com) By following these trends (taxes, tax credits,_CO2 standards), an SME can anticipate which technologies or product lines to favor.

Finally, it should not be forgotten that Quebec exports remain on an upward trend overall, despite monthly variations: +3.3% over the first seven months of 2024, +11.6% over the first two months of 2025 compared to 2024.(statistique.quebec.ca) In this context, an SME that improves its digital competitiveness and its ability to integrate international supply chains has every chance of seizing contracts, whether directly with Stellantis or via its tier 1 and 2 partners.

Conclusion: turn Stellantis turbulence into a competitive advantage for your SME

The Stellantis 2024-2025 trends may give the impression of a sector in crisis: partial withdrawal from all-electricity, sale of a stake in an iconic battery plant in Windsor, litigation surrounding the Brampton plant, review of billions of euros of investments. Yet, for Quebec SMEs, these moves also create a window of opportunity: more than ever, major groups need agile, specialized and digitally mature partners to absorb uncertainty, innovate and secure their supply chains.

By leveraging AI, the digitization of B2B sales, a solid CRM, a professional website and, if necessary, an export-oriented e-commerce platform, a Quebec SME can make itself visible and indispensable to North American principals, Stellantis included. Quebec’s export growth figures show that the context remains buoyant for those who invest in modernization and international visibility.

Would you like to assess your SME’s potential in the face of these new dynamics and build a concrete digital action plan (AI, CRM, e-commerce, website, automation) to bring you closer to customers like Stellantis? Let’s schedule a meeting. The Nuaweb team already supports Quebec companies in their digital transformation and international expansion.

Contact Nuaweb now for a free consultation and turn the turbulence of Stellantis into a sustainable competitive advantage for your SME.