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Curtain officially comes down on Mercury as dealers remove signage

The process of shutting down the Mercury is complete. Ford officially made the decision to close its mid-level brand in June of 2010. In the months that followed, Ford offered its dealers money to stop selling the cars, with production shutting down in September. The last Mercury, a Mariner, rolled off the assembly line in the beginning of October and former spokesperson Jill Wagner said her good-byes to both the car and her job. Now the last piece of the brand has come down as dealers are removing any and all Mercury signage from their lots.
[Source: Detroit News]Read | Permalink | Email this | Comments

Ford mulling EcoSport for US? [w/poll]

"We certainly have that ability. We're studying it very, very closely." Those are the words of Jim Farley, global head of sales, marketing, service at Ford. The investigation Farley is referring to is the possibility of selling the company's new EcoSport crossover in America.
The diminutive Fiesta-based EcoSport was developed for emerging markets like Brazil and, more recently, China, but it apparently may have a future in the States, where it would form a new entry-level rung below the Escape in Ford's already robust crossover stable. Ford has big plans for its tiny CUV - Farley tells Automotive News that the EcoSport is only available in 10 countries right now, but by 2017, its distribution will have mushroomed to 62 countries. At the time the second-generation model launched at the 2012 Beijing Motor Show as a 2013 model, Ford said the EcoSport would eventually be sold in nearly 100 markets worldwide.
The Brazilian- and Indian-assembled EcoSport is available with a variety of gasoline-powered engines, but the 1.0-liter, three-cylinder EcoBoost giving 118 horsepower and 125 pound-feet of torque would seem to be the powertrain of choice for America, as it was recently confirmed for the stateside 2014 Fiesta.

Suppliers love Toyota and Honda: Why that matters to you

You might think that a survey of automotive suppliers and their relationship with OEMs is the automotive equivalent of nerd prom. In some ways that's what the North American Automotive OEM-Supplier Working Relations Index (WRI) is. The study, the 17th annual conducted by Planning Perspectives Inc., is based on input from 652 salespeople from 108 Tier One suppliers, or, PPI points out, 40 of the top 50 automotive suppliers in North America. Suppliers to General Motors, Ford, FCA, Toyota, Honda, and Nissan. But the results have consequences in terms of tens of millions of dollars for OEMs - and in the quality, technology, and cost of the next vehicle you buy. There are a couple of ways to look at the results of the WRI. One is, "So what else is new?" And the other is, "Damn! How did that happen?" The study looks at five relationship areas — OEM Supplier Relationship; OEM Communication; OEM Help; OEM Hindrance; Supplier Profit Opportunity — within six purchasing areas — Body-in-White; Chassis; Electrical/Electronics; Exterior; Interior; Powertrain. In the overall rankings, Toyota is on top for the 15 th time in 17 years, with a score of 328. Honda, the only company to best Toyota (in 2009 and 2010), comes in second, at 319. Those two companies, explains John Henke, president of PPI, have collaborative working arrangements with colleagues and suppliers alike built into the very fabric of their cultures. This, however, is not a situation where one can readily conclude it is about "Japanese companies," because the third company with headquarters on the island of Honshu, Nissan, came in dead last. This is the "How did that happen?" portion. The Nissan score of 203 puts it 125 points behind Toyota. There hasn't been a number that low since the then-Chrysler Corp. scored 187 in 2010, when the company was clawing its way out of the recession. Clearly, the suppliers don't feel particularly engaged by the buyers at Nissan. Henke explains that whether a company does well or not on the WRI is rather simple. All people do things based on what they're measured on. "If you're measured on taking 10% out of your annual buy, you immediately know how to do it. But if you're also measured on improving relations, suddenly there is a new dynamic as to what you can do to achieve both.