Adam Jonas -- Morgan Stanley -- Analyst
My question on EVs, right, your BEVs, when do you think that they can be a positive profit on a fully costed basis, not contribution? Like when can they be profitable? And do you think 2022 is still too early for that? My first and I have a follow-up.
John Lawler -- Chief Financial Officer
Yes. Thanks, Adam. Actually, Mach-E is profitable, contribution margin positive, and profitable on the bottom line today. So we've seen strong demand for that, yes.
So I think when we look at it, over time, as we've talked about at Capital Markets Day and we've talked about with you, we've got to ride that technology curve down. We've got to get to the $80 per kilowatt-hour for the battery pack before the end of the decade. We've got to scale the BEV content. We have commonality in the top hats and other components that will help us as well.
And then, of course, we need to build on our services and such to really improve the profitability of the BEVs as we move forward. But I can tell you that Mach-E is profitable today.
Adam Jonas -- Morgan Stanley -- Analyst
Well, I mean, that's incredible at a $50,000 type run rate for that to be correct. OK. My follow-on question, Jim, is about always-on in the order bank. I mean, I think this is really huge.
Just really interesting, when you combine the order bank system with always-on, where you go kind of can engage the consumer directly for services and F&I and insurance and the OTA. But I am talking to some dealers that are freaking out, that some Darwinian forces could be at work where you're not, let's say, directly infringing on the franchise laws but you're dancing close, as you probably should, given all the technological changes over the past 70 or 80 years since these laws came. So what's your message to them? What if order book goes to 80% of your units or the majority and then the dealers are just the delivery centers and then you're going direct on all the other wonderful services? What's the message to the dealers?
Jim Farley -- President and Chief Executive Officer
Great question. Well, we're going to have a couple of different population of dealers. We're going to have our professional dealers, and the answer is a little different for them versus our retail dealers. We'll have our rural dealers, and the answer is a little bit different for them than the suburban urban dealers.
I would say the message we're giving to our team, our dealers is, look, we're going to have to work really carefully together because the customers are going to have a lot of questions on Ford BlueCruise, for example. So we want to make sure the dealers are very knowledgeable about these new OTA features that are really meaningful in the use of the customer's life. That's one. The second one is service, service, service.
That is the most important thing for us. It's wiring a closed loop between the vehicle, the condition of the vehicle, the service capacity of the dealers, and the customer is going to be the most important ballet we're going to have to play together with the dealers. This is especially true for Ford Pro. And in fact, today, we already have 160 remote trucks doing service for our commercial customers at their business, warranty work.
That's a good example of the evolution of the business model where they're taking their service department from a fixed hub and going on the road with their service capacity. And those trucks have to be cooked into the vehicle data and the prognostics, our parts legacy system to order parts, and the dealers on dispatch system. That has to be a closed-loop. So all I would say to you is the orchestration and our benefit, our chance to win just like maybe targets a chance to win versus the online retailers is that in-person service, especially in professional customers.
