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Porsche admits EV investment to take on Tesla is an “enormous burden”

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It’s no secret that Porsche is looking to soak up market share away from Tesla when the automaker releases its long range, all-electric Mission E in 2019. Arguably one of Tesla’s strongest potential competitors, with decades of  manufacturing expertise and support from parent company Volkswagen AG, the German automaker specializing in high performance vehicles is preparing to face financial headwinds as it aims to electrify its fleet.

Porsche’s CFO, Lutz Meschke, recently spoke with Automotive News Europe about the company’s plan to stay profitable as it invests billions into its electric vehicle program.

“Today Porsche packs 8,000 to 10,000 euros in added content into an electrified vehicle, but those costs cannot be passed on via the price. The customer won’t accept it, just the opposite, in some parts of the world there’s a certain hesitation,” said Meschke in his interview with Automotive News Europe.

As Porsche looks to invest more than 3 billion euros ($3.5 billion USD) into the development of EVs and plug-ins, the automaker will continue to build internal combustion engine vehicles in parallel and implement company-wide cost-cutting measures to retain its profit margin. “That’s an enormous burden for a company of our size.” says Meschke.

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“To protect your margin, you have to look at substantial fixed cost cuts, but there’s only so much potential since the biggest chunks are personnel and development. As sales shift toward EVs, a temporary drop in profitability in the midterm may be expected.”

For context, Porsche’s investment into its EV program amounts to roughly 70% of what Tesla’s Gigafactory will cost when complete. It’s a massive undertaking that Porsche admits will require company restructuring along with financial incentives to its workforce. “We need to structure the company so that it is in position to sustainably achieve that. There can always be years when it might drop to below 15 percent due to exchange rates or an economic crisis, but every worker has to know we are not letting up.” says Porsche’s CFO. “There’s even a pension component.”

By setting a fixed margin target of 15% on a company-wide basis, Porsche’s entire workforce is able to work towards a single goal as looks to maintain a steady CapEx and R&D ratio. “It’s better for Porsche to work with a fixed margin target. It’s really an internal steering instrument. That’s why everyone in the company from the manager to the assembly line worker knows the goal is 15 percent. If we work with a range, that effect is diluted.”

Porsche Mission E concept rendering

When asked by Automotive News Europe on whether Porsche will need to implement a deep cost-cutting program to maintain the company’s high margins, Meschke responded “Under our Porsche Improvement Process, we aim for annual savings of at least 3 percent in indirect areas and 6 percent in direct ones.” Moreover, Porsche’s exec notes that the company performs a cross-department review each year to see if they were able to maintain a 10% savings. “There can always be a time when we need to pull on all levers, but identifying and extracting efficiencies is our everyday business. That way we don’t have to resort to major savings programs at the slightest headwind.”

Maximizing efficiencies across the organization is something Tesla CEO Elon Musk has long talked about. By “building the machine that builds the machine“, Tesla looks to utilize an army of manufacturing robots to achieve mass volume production of its product line that consists of vehicles, solar products and battery storage solutions. It’s the company’s key differentiator over other manufacturers that largely have robots augmenting human personnel as opposed to replacing them.

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The goal to achieve full automation is Tesla’s biggest strength, yet also the company’s weakest link, as made evident when Musk announced that production of its mass market-intent Model 3 vehicle was facing issues. The downside to implementing a highly automated production line is the need to have robots that work in perfect harmony with one another. Any misconfiguration or general issue around a specific machine in the process becomes amplified across all other machines that rely on it. There’s less tolerance for errors in an automated process, explained Musk during the company’s third-quarter earnings call.

Porsche’s strategic entry into a market that’s been largely dominated by Tesla is an interesting match up that pits David versus Goliath. With two very different approaches to reaching mass volume production from two very distinct companies, it’s anyone’s guess who’ll come out ahead in the race to electric mobility. Regardless, competition helps stimulate innovation, productivity and growth prospects in the electric car sector, and that can only be a good thing.

Gene has been obsessed with cars since before he could legally sit in the front seat. Writer, researcher, unofficial CS support, accountant, native suit guy when needed, and overall stick poker. He approaches every story the way he approaches a road trip: with too much enthusiasm, not enough planning, and a surprisingly good outcome. gene@teslarati.com

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Elon Musk

Elon Musk’s Boring Co. Tunnel Vision Challenge ends with a surprise for Louisiana, Maryland and Dallas

The Boring Company stunned three cities today, awarding New Orleans, Baltimore, and Dallas free underground Loop tunnels.

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Elon Musk’s The Boring Company (TBC) announced today that it is building free underground Loop tunnels in three American cities: New Orleans, Louisiana; Baltimore, Maryland; and Dallas, Texas. The company had promised one winner when it launched the Tunnel Vision Challenge in January. After receiving 487 submissions, it selected three, committing to fund and construct all of them pending a feasibility review, entirely at its own expense. For a company that has faced years of skepticism over the gap between its promises and its delivered projects, choosing to expand its commitment rather than narrow it is a notable shift in both scale and accountability.

All three projects will now enter a rigorous, fully funded diligence phase that includes meetings with elected officials, regulators, community and business leaders, geotechnical borings, and a complete investigation of subsurface utilities and infrastructure. TBC confirmed that all costs associated with this diligence process are 100% funded by the company. If all three projects pass feasibility, all three get built. If only one clears the bar, that one gets built. The company’s willingness to fund the due diligence regardless of outcome removes one of the most common early-stage barriers that kills promising infrastructure proposals before they leave a spreadsheet.

Beyond the three winners, TBC announced it will continue working with two additional entrants it found compelling enough to pursue independently: the Hendersonville Utility Tunnel in Hendersonville, Tennessee, and the Morgan’s Wonderland Tunnel in San Antonio, Texas, which would notably serve one of the nation’s premier theme parks built specifically for guests with special needs.

The challenge also coincides with TBC’s most active construction period to date. The company recently began drilling on the Music City Loop near the Tennessee State Capitol in Nashville, and in February it broke ground on a Loop in Dubai. Musk has long argued that the fundamental problem with urban infrastructure is cost and bureaucratic inertia, not engineering. “The key to solving traffic is making going 3D either up or down,” he said in 2018, a conviction now reflected in a company structure built to absorb the financial risk that typically stalls public projects for years.

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Music City Loop could highlight The Boring Company’s real disruption

The Tunnel Vision Challenge’s most underappreciated element may be what it produced beyond three winners. Submissions came from individuals, companies, and governments across states including Alaska, Arkansas, Colorado, Kansas, Louisiana, Maryland, New York, and Texas, as well as from international entrants. Musk captured the underlying logic years ago when he said, “Traffic is driving me nuts. I’m going to build a tunnel boring machine and just start digging.” Today, three American cities are counting on exactly that.

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Tesla launches first ‘true’ East Coast V4 Supercharger: here’s what that means

What truly distinguishes this installation from the hundreds of “V4” stalls already scattered across the network? Most existing V4 dispensers, rolled out since 2023, feature welcome upgrades like longer cables, built-in touchscreen displays, integrated credit-card readers for non-Tesla users, and improved ergonomics.

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Credit: Tesla Charging | X

Tesla has launched its first “true” V4 Supercharger on the East Coast, and while that may be sort of confusing, here’s what we mean by that.

Tesla has opened its first true V4 Supercharging station on the East Coast in Kissimmee, Florida, just south of Orlando.

The eight-stall site, powered by an advanced 1.2 MW V4 power cabinet, is capable of delivering up to 500 kW, making it one of only four fully operational 500 kW-capable V4 stations in the United States.

Pricing is dynamic and competitive, as Tesla owners pay $0.40 per kWh during peak hours (8 a.m. to midnight), dropping to an attractive $0.20/kWh off-peak (midnight to 8 a.m.).

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Non-Tesla EVs, which can now plug directly into the NACS ports thanks to the open standard, are charged a premium—$0.56/kWh peak and $0.28/kWh off-peak—reflecting Tesla’s strategy to monetize network access while rewarding its own customers.

What’s Makes This a “True” V4 Supercharger

What truly distinguishes this installation from the hundreds of “V4” stalls already scattered across the network? Most existing V4 dispensers, rolled out since 2023, feature welcome upgrades like longer cables, built-in touchscreen displays, integrated credit-card readers for non-Tesla users, and improved ergonomics.

Tesla confirms significant detail regarding V4 Supercharger

However, nearly all of these have been paired with legacy V3 power cabinets. These hybrid setups, sometimes informally called V3.5, deliver charging curves virtually identical to standard V3 stations, typically topping out at 250-325 kW depending on the vehicle and site conditions.

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In contrast, Kissimmee’s true V4 architecture incorporates next-generation 1.2 MW power cabinets. These support battery voltages up to 1,000 V (double the 500 V of V3 systems) and can push up to 500 kW per stall.

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One compact cabinet efficiently powers all eight stalls, slashing the physical footprint and reportedly keeping deployment costs under $40,000 per stall, far cheaper than earlier designs.

Right now, the primary beneficiary is the Cybertruck, which can achieve dramatically faster charging at low states of charge.

Everyday models like the Model 3 and Model Y see little immediate difference in peak speeds, but the hardware lays the groundwork for future vehicles with higher-voltage batteries.

Tesla launches faster Cybertruck charging at all V4 Superchargers

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This milestone signals Tesla’s accelerating push toward a high-power, future-proof Supercharger network.

As true V4 sites multiply, charging times will shrink, grid efficiency will improve, and the entire EV ecosystem, Tesla and non-Tesla alike, will benefit from the infrastructure lead Tesla continues to expand. For drivers in central Florida, the Kissimmee station is more than just another charging stop; it’s a glimpse of the faster, smarter charging era that’s finally arriving.

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Elon Musk

Tesla reveals various improvements to the Semi in new piece with Jay Leno

Tesla Chief Designer Franz von Holzhausen and Semi Program Director Dan Priestley joined Leno in a 47-minute segment revealing all of the various things it did to make the Semi even better as it heads toward volume production this year.

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Credit: Jay Leno's Garage | YouTube

Tesla has revealed the various improvements it has made to the Semi with its redesign, which was unveiled late last year, on a new episode of Jay Leno’s Garage.

Tesla Chief Designer Franz von Holzhausen and Semi Program Director Dan Priestley joined Leno in a 47-minute segment revealing all of the various things it did to make the Semi even better as it heads toward volume production this year.

Last year, Tesla revealed it had updated the Semi design to fit the bill of its aesthetic, which, on its other vehicles, includes things like lightbars and a sleeker and more aerodynamic design. The changes were not all to appease the eye, but the drivers who will use the Semi on a daily basis to haul goods regionally as the program gets off the ground running.

Weight Reduction

Priestley revealed almost immediately that Tesla was able to cut out about 1,000 pounds of weight from the Semi compared to the previous version.

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This does several things, all of which are positive to the mission of a Class 8 truck, which is to haul goods and obtain more efficient travel to cut down on logistics costs.

Initially, this can increase payload capacity, which is often the biggest value driver for fleets that frequently hit gross vehicle weight limits. Tesla’s early Pilot Program members, like PepsiCo. and Frito-Lay, are large-scale companies. They will benefit from a decreased overall weight.

Lighter vehicles also require less energy to accelerate, climb hills, and maintain highway speeds. This new design has that advantage, and as Leno said in his first drive with the Semi as he hauled another unit behind, “I don’t feel like I’m pulling anything.”

Drag Coefficient

Franz said one of the goals of the Semi was to get the drag coefficient down below that of a Bugatti Veyron. This would increase efficiency tremendously, a major need with a large truck like a Semi.

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Drag coefficient is extremely valuable when it comes to electric vehicles, because the displacement of air is incredibly important for range ratings.

Franz said aerodynamic efficiency has been improved by 7 percent compared to the last model. He says the coefficient is around 0.4.

New Features and Improvements

Priestley shed some additional light on the Semi and some of the improvements the company has made under the hood.

These include:

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  • Fully Electric Steering Assist
  • Cybertruck actuators are being used for more strength
  • Tesla included a 48-volt architecture
  • Semi will utilize 4680 battery cells, which are designed to last 1 million miles

These changes come after Tesla rolled out the Semi to various companies for its Pilot Program, which yielded tremendous results. Due to the years it has been working with those companies, it knew what things it had to change and what it had to improve upon before selling the Semi openly.

Fleet Data

The fleet data Tesla has gathered from the Pilot Program has been one of the most widely discussed parts of the Semi program.

Franz and Priestley said that there are currently a few hundred Semi units in the real world, and Tesla has gathered 13.5 million miles. One of those units has traveled over 440,000 miles in the years it has been on the road.

Tesla Semi’s latest adoptee will likely encourage more of the same

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Pilot Program members have reported an uptime of 95 percent, and Tesla’s maintenance and Service teams have kept things running:

“80% of breakdowns if you have one, are returned back to the customer in less than 24 hours, and half are back in less than 1 hour.”

Demand

Priestley says demand for the Semi has never been higher, and due to the recent political climate and the impact things have had on gas prices, Tesla has never received more inquiries for the Semi than it has recently.

Many companies will be surprised to hear that the Semi Pilot Program has been an overwhelming success. As Tesla begins to build out the infrastructure for the vehicle, it will only benefit the all-electric Class 8 trucks that keep things moving.

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CEO Elon Musk said Tesla plans to start high-volume production this year. The company also plans to start deliveries this year.

 

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