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Studebaker

From Alfawiki
Studebaker Corporation
Company typeCorporation
IndustryAutomotive, wagon manufacturing
Founded1852
FounderHenry Studebaker, Clement Studebaker, John Mohler Studebaker, Peter Everst Studebaker, Jacob Franklin Studebaker
Defunct1967 (merged to form Studebaker-Worthington)
FateMerged with Wagner Electric in 1967; merged with Worthington Corporation in 1968 to form Studebaker-Worthington
Headquarters
South Bend, Indiana
,
United States
Area served
United States, international markets including Britain, France, Russia
Key people
Albert Russel Erskine (President), Fred Fish (Chairman), Paul G. Hoffman (VP Sales), Harold S. Vance (VP Production and Engineering)
ProductsWagons, buggies, carriages, harness equipment, electric vehicles, gasoline automobiles, trucks, buses, fire apparatus, small rail locomotive kits

Studebaker was an American manufacturer specializing in wagons and automobiles, headquartered in South Bend, Indiana, with a prominent office located at 1600 Broadway, Times Square, New York City. Established in 1852 and officially incorporated in 1868 as the Studebaker Brothers Manufacturing Company, the firm originally produced wagons, buggies, carriages, and harness equipment.

The company ventured into the automotive sector beginning in 1902 with electric vehicles, followed by gasoline-powered models by 1904 under the "Studebaker Automobile Company" brand. Studebaker collaborated with firms such as Garford, E-M-F, and Flanders before fully taking over production of its gasoline automobiles by August 1912. Throughout more than fifty years, it earned a reputation for manufacturing vehicles known for their quality, durability, and dependability.

Following an unsuccessful 1954 merger with Packard that created the Studebaker-Packard Corporation and persistent financial difficulties after World War II, the Studebaker Corporation name was restored in 1962. Nevertheless, automobile manufacturing at the South Bend facility ceased on December 20, 1963, with final assembly operations concluding in Hamilton, Ontario, Canada on March 17, 1966. Subsequently, Studebaker combined forces with Wagner Electric in May 1967 and later merged with Worthington Corporation in February 1968 to form Studebaker-Worthington.

This progression of corporate restructuring illustrates Studebaker’s strategic adaptations to changing market conditions. The company’s timeline highlights significant business initiatives, mergers, and leadership choices that influenced its position and financial outcomes within the automotive industry.

German ancestors

The Studebaker lineage originates from Solingen, Germany, with family members arriving in America via Philadelphia on September 1, 1736. Important early figures such as Peter Studebaker and his relatives laid the foundation for the family’s commercial endeavors. In 1918, Albert Russel Erskine, then president of Studebaker Corporation, compiled a detailed report outlining the company’s history and financial standing for shareholders, dealers, and employees. He noted that Peter Studebaker’s craft as a wagon-maker was instrumental in establishing both the family wealth and the company’s business principles.

Tax documents from York County, Pennsylvania (1798–1799) identify Peter Studebaker Sr. and Jr. as wagon-makers, confirming the early industry specialization that contributed to the firm’s competitive edge. John Studebaker (1799–1877), son of Peter Sr., moved to Ohio in 1835 with his wife Rebecca Mohler and continued advancing the family’s entrepreneurial pursuits.

The five brothers

The enterprise was founded by five siblings: Henry (1826–1895), Clement (1831–1901), John Mohler (1833–1917), Peter Everst (1836–1897), and Jacob Franklin (1844–1887). Their leadership shaped the organizational framework and strategic vision that drove expansion in wagon manufacturing and related product lines. Portraits and photographs of these pivotal figures are featured in Erskine’s 1918 company history publication, highlighting their status as pioneering entrepreneurs and influential leaders within the industry.

18th-century colonial family enterprise

In 1740, Peter Studebaker established his residence and the inaugural Studebaker wagon manufacturing facility on a tract named “Bakers Lookout” located in Hagerstown, Maryland. As a skilled member of the German Cutler Guild, he specialized in steel forging and wood seasoning to craft wagons and other vital products. Additionally, Peter constructed the first Studebaker mill and enhanced local infrastructure by creating the Broadfording Wagon Road across his property and erecting a bridge over Conococheague Creek in 1747, which improved transportation and access to his production sites.

Peter’s purchase of roughly 1,500 acres in Maryland was instrumental in shaping the Studebaker family’s business strategy—combining targeted land acquisitions with integrated production facilities such as mills, wagon workshops, and retail outlets. This model capitalized on nearby resources including timber, iron ore, and water power to expand operations effectively.

Though Peter’s presence in the colonies was relatively short-lived, his descendants significantly grew the enterprise. Trade knowledge was handed down through generations, fostering innovation exemplified by iconic designs like the Conestoga and Prairie Schooner. This early industrial venture was pivotal in advancing America’s transportation sector. Historian Thomas E. Bonsall observed that the Studebaker narrative mirrors larger patterns of American industrial growth. Peter Studebaker passed away in the mid-1750s.

Conclusion of horse-drawn period

John M. Studebaker regarded automobiles as a complement rather than a replacement for horse-drawn wagons, recognizing that motor vehicles might remain unaffordable to smaller farmers. By 1918, Studebaker operated seven plants capable of producing 100,000 automobiles annually, alongside 75,000 horse-drawn vehicles and approximately $10 million worth of automotive parts and spares. During the prior seven years, the company sold 466,962 horse-drawn units compared to 277,035 motor vehicles; nonetheless, the transition toward motorized transport was unmistakable. In 1919, under Erskine’s directive, the final horse-drawn wagon components were phased out. The company broadened its offerings to include trucks replacing wagons, as well as buses, fire apparatus, and small rail locomotive kits powered by six-cylinder engines.

Studebaker Motor Vehicle Production Numbers

  • 1911 - 22,555
  • 1912 - 28,623
  • 1913 - 35,410
  • 1914 - 35,460
  • 1915 - 46,845
  • 1916 - 65,885
  • 1917 - 42,357
  • 1918 - 23,864
  • 1919 - 39,356
  • 1920 - 51,474
  • 1921 - 66,643
  • 1922 - 110,269
  • 1923 - 145,167
  • 1924 - 110,240
  • 1925 - 134,664
  • 1926 - 111,315

Early developments

In 1895, Fred Fish—John M. Studebaker’s son-in-law—advocated for creating a functional horseless carriage. Following Peter Studebaker’s death in 1897, Fish assumed the role of chairman of the executive committee while the company employed an engineer focused on motor vehicle development. Initially prioritizing electric propulsion technology, Studebaker manufactured its own electric automobiles between 1902 and 1911. Simultaneously, it established body-building and distribution collaborations with gasoline vehicle producers Garford of Elyria, Ohio and the Everitt-Metzger-Flanders (E-M-F) Company based in Detroit and Walkerville, Ontario. Starting in 1904, Studebaker began producing gasoline-powered cars through its partnership with Garford.

Formation of the Studebaker Brand in 1911

In 1910, the enterprise underwent refinancing and was formally incorporated as the Studebaker Corporation on February 14, 1911, in accordance with New Jersey state statutes. That same year marked the end of its electric vehicle manufacturing. Financial backing was provided by prominent investment firms Lehman Brothers and Goldman Sachs, with Henry Goldman joining the board, thereby strengthening corporate oversight.

Following the acquisition of E-M-F's Detroit manufacturing facilities, Studebaker tackled customer complaints by financing mechanics to rectify faulty components, particularly issues related to rear-axle defects, at an expenditure of $1 million (equivalent to approximately $ today). This dedication to product reliability resulted in the creation of robust models such as the Studebaker Big Six and Special Six, which were priced at $2,350 ($ today). Consequently, all automobiles produced at former E-M-F plants carried the Studebaker badge as a symbol of dependability.

In 1913, the company encountered the automotive industry's first significant labor strike, known as the 1913 Studebaker strike.

Technological Progress During World War I

The First World War generated substantial contracts from governments in Britain, France, and Russia for transport wagons, artillery equipment, ambulances, and motor vehicles procured via Studebaker’s London office. This surge in demand considerably increased both revenue and production capabilities.

The 1913 introduction of six-cylinder engines featured monobloc casting—a pivotal advancement in manufacturing that improved wartime production efficiency. At age 28, Fred M. Zeder was appointed chief engineer and led a technical group alongside Owen R. Skelton and Carl Breer—dubbed "The Three Musketeers"—who engineered successful 1918 models. They left in 1920 to establish a consulting firm that evolved into Chrysler Engineering.

Guy P. Henry succeeded Zeder as chief engineer and introduced innovations such as molybdenum steel and enhanced clutch mechanisms. Under President Albert Russel Erskine’s leadership (beginning July 1915), the company adopted an exclusive six-cylinder engine policy to simplify manufacturing and improve competitive positioning.

Establishment of the First Automotive Proving Ground

In 1925, Paul G. Hoffman, Studebaker’s leading distributor and dealer, was promoted to vice president overseeing sales. The following year, Studebaker became the first American automobile manufacturer to inaugurate a dedicated outdoor proving ground. This site later gained recognition for planting 5,000 pine trees arranged aerially to spell "STUDEBAKER." Also in 1926, under Harold S. Vance—vice president of production and engineering—the Detroit plant's operations were relocated to South Bend. The launch of the Erskine Six in Paris expanded international sales to 26,000 units while maintaining strong domestic demand. By 1929, Studebaker offered fifty distinct models and distributed ninety percent of profits as dividends amid intense market competition. However, the onset of the Great Depression soon necessitated workforce reductions and widespread layoffs.

Manufacturing Facilities During the 1920s

Studebaker’s operations in Indiana encompassed three locations totaling 7.5 million square feet of production space with an annual capacity of 180,000 vehicles supported by a workforce of approximately 23,000 employees.

The original South Bend plant specialized in producing small forgings, springs, and body components. Additional buildings constructed during 1922–23 facilitated assembly for Light, Special, and Big Six models with up to 5,200 bodies simultaneously under production. Plant 2 focused on chassis fabrication for Light Six models and contained a foundry capable of producing 600 tons of castings daily.

Detroit’s Plant 3 handled complete chassis assembly for Special and Big Six variants within extensive floor space exceeding . Plant 5 functioned as a parts distribution center, shipping facility, and housed executive technical offices. By 1926 most Detroit operations had been transferred to South Bend except for the Piquette Avenue Plant (Plant 10), which assembled Erskine (1927–29) and Rockne (1931–33) automobiles.

Plant 7 located in Walkerville, Ontario assembled finished vehicles from parts shipped from U.S. factories or locally manufactured components destined for Canadian and British Empire markets. This plant enabled Studebaker to market cars as "British-built," benefiting from tariff reductions. Acquired from E-M-F in 1910, by 1929 this facility represented a $1.25 million investment supporting roughly 500 families.

Effects of the 1930s Economic Downturn

Despite robust production and sales before 1929, Studebaker was heavily affected by the Wall Street Crash. The company intended to launch an affordable new model, the Rockne, but the economic slump suppressed consumer interest. Beginning in 1930, the firm implemented wage reductions and workforce layoffs. President Albert Russel Erskine remained optimistic about the Rockne's prospects and authorized substantial dividend payments in both 1930 and 1931. Additionally, he purchased a 95% stake in White Motor Company at an inflated cash price. By 1933, Studebaker's debts to banks reached $6 million, although its asset value was higher. On March 18, 1933, the company entered receivership. Erskine was succeeded by managers focused on cost-cutting; tragically, he took his own life on July 1, 1933. Leadership under Harold Vance and Paul G. Hoffman then guided the company’s recovery.

By late 1933, Studebaker had returned to profitability, boasting $5.75 million in working capital and expanding its dealership network to 224 outlets. The acquisition of White Motor was abandoned. With backing from Lehman Brothers, full refinancing and corporate restructuring were finalized by March 1935. Under chief engineer Delmar "Barney" Roos, Studebaker developed the Champion, featuring designs by Virgil Exner and Raymond Loewy. Launched in 1939, the Champion doubled sales compared to the previous year, marking a significant milestone for the company’s growth.

Contributions During World War II

Throughout the 1920s and 1930s, Studebaker introduced a range of innovative vehicles including the Light Four, Light Six, Special Six, Big Six, Dictator, Commander, President, and notably the 1939 Champion. During World War II, the company shifted focus to military manufacturing, producing large numbers of the Studebaker US6 truck as well as the distinctive M29 Weasel personnel and cargo carrier. In terms of wartime production contract value, Studebaker ranked twenty-eighth among U.S. corporations.

Its California-based subsidiary, Studebaker Pacific Corporation, manufactured engine assemblies and nacelles for B-17 bombers and PV-2 Harpoon aircraft. Following the war’s end, Studebaker resumed automobile production, applying its wartime manufacturing expertise to enhance its product offerings and strengthen market presence.

Postwar Vehicle Design Developments

Anticipating demand after World War II, Studebaker promoted itself with the slogan "First by far with a post-war car," supported by Virgil Exner’s forward-thinking styling concepts. The 1947 Studebaker Starlight coupé featured innovative elements such as a flatback trunk and a wrap-around rear window that set new design trends in the industry. The 1950–51 Champion and Commander models showcased Exner’s bold ideas, especially evident in the Starlight coupe’s distinctive trunk shape. This trunk design drew inspiration from the Lockheed P-38 Lightning aircraft and became a key marketing feature tied to Studebaker’s wartime production of aircraft engines at its Chippewa Factory.

Industry Price Competition Sparks Crisis

By 1949, Studebaker experienced leadership changes with the departures of president Paul G Hoffman and vice president Roy Cole. Their successors adopted more conservative strategies but failed to effectively counteract fierce competition from Henry Ford II’s Whiz Kids team. Ford’s postwar expansion in 1953 ignited a price war with General Motors that smaller independent automakers like Studebaker could not sustain. Industry consolidation emerged as a proposed remedy, envisioning a merger among Studebaker, Packard, Hudson, and Nash to form a fourth major automaker after Chrysler—a concept previously pursued without success by George W. Mason. However, Studebaker’s South Bend headquarters location combined with high labor expenses impeded these consolidation efforts and further weakened its competitive stance.

Merger with Packard

In the early 1950s, Studebaker's financial health was severely challenged by escalating labor expenses—its employees and retirees ranked among the highest paid in the sector—alongside quality control issues and fierce rivalry from Ford and General Motors. Although the company experienced brief gains, aggressive pricing battles with the Big Three automakers gradually diminished both market share and profitability.

By 1954, facing financial losses, Studebaker entered into a strategic merger with Packard, a smaller yet more financially sound automobile manufacturer. The combined entity, known as Studebaker-Packard Corporation and led by CEO James J. Nance, approached insolvency by 1956 but persisted in producing vehicles under both brand names until 1958. The Packard marque continued until 1962, when the company reverted exclusively to the Studebaker Corporation name.

Contract with Curtiss-Wright

In 1956, CEO Nance secured a three-year management agreement with Curtiss-Wright, an aircraft manufacturer, aiming to capitalize on Studebaker's expertise in wartime aircraft engines and military truck production. Curtiss-Wright president Roy T. Hurley sought to lower labor costs and enhance fiscal stability. This collaboration led Studebaker-Packard to divest its Detroit Packard plant and return the newer Packard facility to Chrysler, its leasing company.

Additionally, the firm became the U.S. importer for Mercedes-Benz, Auto Union, and DKW vehicles, broadening its product offerings through established dealership networks. This partnership granted Curtiss-Wright access to unused manufacturing capacity and tax advantages while providing Studebaker-Packard with essential working capital to maintain automobile production.

Last automobiles produced

Later models such as the revamped compact Studebaker Lark (1959) and the Avanti sports car (1962) were largely based on outdated chassis and engine designs. The Lark incorporated body parts from 1953–58 models but initially achieved commercial success, selling over 130,000 units in its debut year and generating profits of $28.6 million.

Nevertheless, sales plummeted after competitors introduced compact cars in 1960 followed by senior compacts in 1961. A labor strike at the South Bend facility in early 1962 further disrupted operations; it concluded following negotiations between company president Sherwood H. Egbert and UAW leader Walter P. Reuther.

Despite a temporary sales rebound in 1962, ongoing speculation about Studebaker’s potential withdrawal from the automotive market undermined consumer trust. Media coverage—including NBC’s program "Studebaker – Fight for Survival"—heightened doubts regarding product longevity. By 1963, sales of Studebaker automobiles and trucks had declined dramatically.

Closure of South Bend plant, 1963

After disappointing sales of the 1964 models and the departure of president Sherwood Egbert, the company declared on December 9, 1963, that it would shut down its aging South Bend factory. The final Larks and Hawks were assembled by December 20, with the last Avanti completed on December 26. Production of military trucks and Zip Vans for the U.S. Postal Service persisted into early 1964 to honor government contracts. The engine foundry remained operational until the union contract expired in May 1964, supplying engines for Zip Vans as well as Canadian plant car production throughout the 1964 model year.

The rights to the Avanti name, along with tooling and factory space, were sold to Leo Newman and Nate Altman—longtime dealers of Studebaker-Packard—who revitalized the model in 1965 as the "Avanti II" (see main article Avanti (car)). They also acquired tooling for Studebaker trucks plus an extensive parts inventory. Kaiser Jeep Corporation purchased the plant and General Products Division to manufacture military vehicles; this division eventually became AM General Corporation, a prominent global tactical wheeled vehicle manufacturer. Newman and Altman did not continue truck manufacturing; tooling was subsequently resold to Kaiser Jeep in late 1965, which produced parts for Studebaker trucks for several more years. A limited number of 1965 Champ trucks were assembled in South America using remaining parts and kits.

The shutdown of this facility had a profound effect on South Bend, Indiana—Studebaker’s largest employer within St. Joseph County, Indiana—with nearly one-quarter of its workforce being African American.

Shutdown of Hamilton Facility, 1966

Under the leadership of Gordon Grundy, Studebaker centralized its limited vehicle manufacturing at the profitable Hamilton, Ontario plant. The facility aimed to reach a break-even point at approximately 20,000 units annually, with a production goal set between 30,000 and 40,000 cars for 1965. Despite these targets, output slightly missed the 20,000 mark, leading the board to judge the modest profits inadequate to justify further capital injection. When Grundy sought financial support to develop models for 1967, the company declined and halted automobile production on March 17, 1966. Production of the 1966 models totaled fewer than 9,000 vehicles, with only 2,045 completed during that calendar year. The relocation to Canada was part of a strategic phase-out designed to honor dealer franchise commitments. The 1965–66 vehicles were powered by "McKinnon" engines sourced from General Motors Canada—these engines were adaptations of Chevrolet’s six-cylinder and V8 designs following Studebaker’s own engine discontinuation.

The plant’s closure significantly affected its workforce of about 700 employees and had a notable economic impact on Hamilton, where Studebaker ranked as the city’s tenth-largest employer.

Possible Collaboration with Nissan and Toyota

In 1965, Gordon Grundy traveled to Japan to investigate potential alliances with Nissan and Toyota for rebranding their vehicles under the Studebaker name. While discussions with Nissan centered on importing the Nissan Cedric model, company executives—guided by legal counsel and former U.S. Vice President Richard Nixon—also instructed Grundy to engage Toyota. Toyota took offense at being considered only after Nissan; upon discovering that negotiations were simultaneous, Nissan terminated talks. As a result, no formal partnership emerged.

Dealership Network and Remaining Assets

After the Canadian plant’s closure, numerous dealerships either ceased operations, aligned themselves with other automotive brands, or transitioned into Mercedes-Benz franchises. Studebaker’s General Products Division, which handled defense contracts, was acquired by Kaiser Industries before being sold to American Motors (AMC) in 1970; this division persists today as AM General.

A distinctive feature from Studebaker’s past remains visible: a grove of roughly 5,000 trees planted in 1937 at the proving grounds spelling out the company’s name can still be seen via satellite imagery. Ownership of these proving grounds transferred from Bendix Corporation in 1966 to Robert Bosch GmbH in 1996. After Bosch ceased operations in South Bend in 2011, part of the site was redeveloped as the "New Carlisle Test Facility" by 2013.

The so-called "Studebaker graveyard" was verified when numerous prototype automobiles were discovered abandoned at the proving grounds. Most were beyond salvage due to deterioration; however, several prototypes were preserved, including a rare wood-paneled 1947 Champion station wagon now showcased at the Studebaker National Museum.

Among the prototypes was a notable 1953 Commander convertible created for engineering assessment. Despite enhancements such as structural reinforcements and installation of a V-8 engine, its performance failed to meet expectations, and financial limitations prevented mass production. The vehicle narrowly avoided destruction when an employee purchased it under strict conditions; it eventually appeared within private collections.

In May 1967, Studebaker merged with Wagner Electric, followed by a subsequent November merger with Worthington Corporation, forming Studebaker-Worthington. The Studebaker brand disappeared from the U.S. market in 1979 after acquisition by McGraw-Edison, except for Studebaker Leasing located in Jericho, NY. McGraw-Edison was later acquired by Cooper Industries in 1985, which divested its automotive parts divisions to Federal-Mogul. Some vehicles assembled from remaining parts were sold under the Avanti name after regular production had ended.

Expanded Business Operations

By the early 1960s, Studebaker had broadened its scope beyond automobile manufacturing, acquiring firms across multiple sectors. The company's 1963 annual report identified several divisions, including:

In addition to these ventures, Studebaker engaged in aerospace development projects. A notable example was the attempt to create the H-9350 aircraft piston engine featuring a 24-cylinder "H" design and a displacement of 9,349 cubic inches. Despite its ambitious size and projected output of 5,000 horsepower, this engine never reached completion.

Studebaker XUV (2003)

At the 2003 Chicago Auto Show, Avanti Motor Company introduced the Studebaker XUV concept. Utilizing rights to the Studebaker brand and truck designs obtained in 1963, this full-size SUV was constructed on a Ford Super-Duty chassis and powered by a Ford V10 engine delivering 310 horsepower. Its styling bore resemblance to the Hummer H2, prompting General Motors to file a lawsuit against Avanti for design infringement. A redesigned version of the XUV was presented at the 2004 show but failed to proceed to production following the 2006 arrest and incarceration of Avanti CEO Michael Kelly.

Ric Reed Ownership (2012–Present)

In 2001, entrepreneur Ric Reed from Colorado secured ownership of the Studebaker trademark and revealed plans for a brand revival in 2011. His initial focus was on developing a retro-inspired pickup truck reminiscent of the Champ model. Later ambitions included offering Chinese-manufactured petrol and electric scooters as well as hybrid automobiles under the Lark, Hawk, and President names. These vehicles were intended to incorporate Hydristor technology—a hydraulic transistor system originally designed for DeLorean sports cars. Despite these aspirations to resume manufacturing within the United States, none of these initiatives came to fruition.

Downtown Plant

635 S. Lafayette Blvd., South Bend, IN

  • Produced Conestoga wagons, horse-drawn carriages, electric vehicles, and automobiles

Clement and Henry Studebaker Jr. began their careers as blacksmiths and foundry operators in South Bend, Indiana in 1852. They initially crafted metal components for freight wagons before expanding into full wagon production. Meanwhile, John M. managed a wheelbarrow enterprise in Placerville, California—now recognized as a California Historic Landmark.

The company’s initial significant expansion was driven by demand created during the California Gold Rush. John M., having amassed $8,000 from his wheelbarrow business profits, joined Henry and Clem in 1858 to support their flourishing vehicle manufacturing operation that included contracts for US Army wagons. Their first carriage—a stylish courting buggy—was produced in 1857.

Due to Henry's religious convictions opposing military production—stemming from their Dunkard Brethren pacifist beliefs—John M. acquired Henry’s share of the business. Nevertheless, the company grew steadily by supplying wagons for westward migration pioneers, agricultural use, and general transportation needs. At the height of wagon train migrations westward, Studebaker manufactured approximately one-quarter of all wagons used and supplied metal fittings for many others over several decades.

Peter E., the fourth brother, operated a general store in Goshen, Indiana which he expanded into wagon distribution by 1860. The Civil War (1861–1865) further increased demand as the company supplied wagons to Union forces. By 1868 annual sales had reached $350,000. That year Clem (president), Peter (secretary), and John M. (treasurer) formally incorporated as the Studebaker Brothers Manufacturing Company. Their factory benefited from rail connections to major lines including the Lake Shore and Michigan Southern Railway as well as Union Pacific Railroad—enabling extensive distribution via railroads and steamships.

Largest Vehicle Manufacturing Facility Worldwide

In 1875, Jacob Studebaker, the youngest sibling and founder of the enterprise, assumed control of the carriage manufacturing operations, focusing on producing sulkies and five-glass landaus. After a catastrophic fire in 1874 destroyed nearly two-thirds of the plant, reconstruction took place using durable brick over an area of , transforming it into what was known as "The largest vehicle manufacturing establishment globally." Customers had access to a broad selection of Studebaker carriages, including sulkies, broughams, clarences, phaetons, runabouts, victorias, and tandems. A luxurious four-in-hand carriage accommodating up to twelve passengers was available for $20,000.

During the 1880s, with roadways increasingly improved through tar and gravel surfacing, Jacob expanded by inaugurating a carriage sales and maintenance facility within the Studebaker Building on Michigan Avenue in Chicago. This structure was distinguished by two granite columns reputed to be the largest polished monolithic shafts in the country. Jacob’s death three years afterward led to a change in leadership.

By 1889, Studebaker's influence extended to the White House when President Benjamin Harrison commissioned a complete set of carriages and harnesses. Nearing the 20th century, the South Bend manufacturing site covered nearly , outfitted with extensive industrial equipment such as boilers, dynamos, engines, and woodworking machinery. Although the economic downturn of 1893 caused a temporary closure, strong industrial relations helped maintain continuity. By 1900, employing roughly 3,000 workers, the plant produced over 100,000 horse-drawn vehicles each year, establishing itself as the foremost global producer of buggies and wagons.

It is noteworthy that the wagons used by the Budweiser Clydesdales are modified Studebaker wagons originally built around 1900.

Ongoing Family Involvement

The five Studebaker brothers passed away between 1887 and 1917, with John Mohler Studebaker being the last survivor. Their descendants and sons-in-law continued to play prominent roles in company management. Among them was attorney Fred Fish, who entered the family through marriage to John M.'s daughter Grace in 1891. Significant family figures such as Col. George M Studebaker, Clement Studebaker Jr., J M Studebaker Jr., and Fred Sr.’s son Frederick Studebaker Fish held key executive positions and board memberships. Additional sons-in-law like Nelson J Riley and Charles A Carlisle also contributed to leadership roles.

Chippewa Manufacturing Plant

Situated at 701 W Chippewa Ave in South Bend, Indiana, the Chippewa Plant was established during World War II to aid war-related production efforts. Originally designed for manufacturing Wright R-2600 Twin Cyclone aircraft engines for B-25 Mitchell bombers, logistical complications redirected its focus; by January 1944 it specialized exclusively in producing Wright R-1820 engines for B-17 Flying Fortress aircraft. After the war ended, production ceased until the Korean War prompted renewed manufacturing of military vehicles such as M35 2½-ton and M54 5-ton 6x6 trucks until they were succeeded by the FMTV in 1989. Although ownership changed multiple times over subsequent years, military vehicle production remained a core activity.

Chicago, Illinois

Located at 5555 S. Archer Ave, Chicago, IL, this facility was responsible for manufacturing nearly 64,000 Wright R-1820 aircraft engines from January 1944 through August 1945. The plant covered 782,988 square feet on a 50-acre plot near Midway Airport. Although engine parts were produced on-site, the final assembly took place in South Bend. After the conclusion of wartime production, Western Electric took over the plant to complete outstanding telephone orders, signaling a shift in its industrial application.

Detroit, Michigan

4333 W Fort St, Detroit, MI 461 Piquette Street, Detroit, MI 6230 John R St, Detroit, MI (E-M-F)

  • Automobile manufacturing

E-M-F and Flanders

In 1908, Studebaker entered into an agreement with the E-M-F Company to secure reliable vehicles exclusively distributed through its wagon dealers. However, E-M-F’s gasoline automobiles suffered from poor reliability, which harmed the brand’s reputation in the marketplace. Disputes among E-M-F partners Everitt, Flanders, and Metzger resulted in their departures and the collapse of associated ventures such as the Flanders Automobile Company.

By 1910, Studebaker president Fred Fish had strategically gained full ownership of E-M-F, including its production plants located in Walkerville, Ontario, and Detroit. The following year, Studebaker acquired the former Ford Piquette Avenue Plant in Detroit and designated it as Studebaker Plant 10 for assembly activities until 1933.

After acquiring E-M-F, Studebaker established Studebaker Canada and rebranded E-M-F vehicles as the Studebaker 30 and Flanders models as the Studebaker 20. These rebranded automobiles were marketed through 1912, broadening Studebaker’s product range and enhancing its presence in the automotive sector.

Elyria, Ohio (Studebaker-Garford)

400 Clark St, Elyria, OH

  • Automobile production

Garford

Through a partnership with Studebaker, Garford received fully assembled chassis and drivetrains from Ohio and combined them with bodies constructed by Studebaker. These high-end vehicles were sold under the Studebaker-Garford nameplate. Prices for the Model G varied between $3,700 and $5,000 depending on the body style. Eventually, Garford-manufactured engines bore the Studebaker brand. Garford also produced cars independently and by 1907 aimed to increase production at Studebaker’s expense. To restrict Garford’s expansion efforts, John Mohler Studebaker enforced a primacy clause that led to discontinuing the Garford brand by 1911. Garford remained independent until its acquisition by John North Willys in 1913.

Vernon, California

4530 Loma Vista Ave, Vernon, CA

  • Automobile assembly

Studebaker inaugurated an assembly plant at 4530 Loma Vista Avenue in Vernon in 1938 and operated it until 1956. The facility assembled approximately 65 vehicles daily from knock-down kits transported by rail from South Bend, Indiana. Models produced included the Champion, Land Cruiser, and Starlight. During World War II, its location near Douglas Aircraft and Lockheed Aircraft allowed it to manufacture engine assemblies and nacelles for B-17 and PV-2 Harpoon bombers.

Hamilton, Ontario, Canada

391 Victoria Ave N, Hamilton, ON L8L 5G7

  • Automobile manufacturing

On August 18, 1948, Studebaker unveiled its inaugural vehicle—a blue Champion four-door sedan—at its assembly facility in Hamilton. This plant was situated in the repurposed Otis-Fenson military armaments factory on Victoria Avenue North, selected strategically for its closeness to Canada's steel production centers. Before this, Studebaker operated a Canadian export assembly site in Walkerville, Ontario, but post-World War II manufacturing was centralized at the Hamilton location.

Between 1948 and 1966, following the shutdown of the South Bend plant, Hamilton remained Studebaker's exclusive production hub. The company had also manufactured automobiles in Windsor, Ontario, from 1912 until 1936.

Melbourne, Victoria, Australia

Beginning in 1960, Studebaker assembled right-hand drive vehicles in Melbourne using CKD (completely knocked down) kits shipped from Hamilton. Initial assembly took place at the Canada Cycle and Car Company located in Tottenham, Victoria, where models such as the Studebaker Lark, Champ pickup truck, and Silver Hawk were produced. After the closure of the South Bend factory in 1964, assembly operations moved to Continental & General’s facility in West Heidelberg and continued until 1968. When Studebaker withdrew from the market, Renault vehicles replaced their offerings.

Studebaker's involvement in Australia dates back to the 1880s with imports of horse-drawn wagons from South Bend. From 1948 onward, fully assembled automobiles were exported to Australia in small numbers prior to establishing local assembly.

Legacy

Even though Studebaker ended automobile production in 1969, its impact persists among vintage car collectors. The Studebaker US6 truck served as a blueprint for the Soviet GAZ-51 truck model, which remained in production until 1975—almost ten years after Studebaker ceased operations—and influenced later GAZ trucks such as the GAZ-53, GAZ-3307, 3309, and GAZon Next.

The design team behind the 1993 Dodge Ram acknowledged the Studebaker E series pickup as a significant source of inspiration for their styling.

Spectra Merchandising International, Inc. utilizes the "Studebaker" brand to market audio devices with a vintage aesthetic, capitalizing on the company's historic brand recognition.

Studebaker automobile models

Studebaker trucks

  • Studebaker GN series (1929–1930)
  • Studebaker S series (1930–1934)
  • Studebaker T series (1934–1936)
  • Studebaker W series (1934–1936)
  • Studebaker J series (1937)
  • Studebaker Coupe Express (1937–1939)
  • Studebaker K series (1938–1940)
    • Truck sales reached 2,000 units in 1938 and rose slightly to 2,110 by 1939.**

Studebaker body styles

Associated automotive brands

  • Tincher: Early luxury automobile manufacturer supported financially by Studebaker, operating from 1903 to 1909
  • Studebaker-Garford: Vehicles with Studebaker bodies produced between 1904 and 1911
  • E-M-F: Independent automaker whose products were sold through Studebaker dealerships from 1909 to 1912
  • Erskine: Brand manufactured under Studebaker's direction from 1926 to 1930
  • Pierce-Arrow: Acquired and owned by Studebaker between 1928 and 1934
  • Rockne: A marque produced by Studebaker during the years 1932 to 1933
  • Packard: Joined in a merger with Studebaker in the year 1954
  • Mercedes-Benz: Distributed through the Studebaker dealer network from 1958 until 1966

External links

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