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Mercury rises around sexy Cougar pack

With a slightly larger body and a more luxurious interior, the Mercury Cougar doesn't carry quite as much cachet among pony car enthusiasts as the venerable Ford Mustang. But don't try to make that argument around Cougar super-fan Mike Brown. Since starting his Cougar collecting in 1988, Brown has become an absolute expert on the model, and he claims to have owned 400 of the Mercury pony cars in that time. Ten of them are in his collection today, not to mention a heap of spare parts in the garage. Check out some of the rarer members of Brown's fleet and allow him to tell you about them in this interesting interview from Electric Federal.

Ford Mustang GT350R adds a lot more than just a new letter [w/videos]

Okay Chevrolet, the ball is in your court. Ford served up one hell of a rebuttal to the track-focused Camaro Z/28, introducing the limited-production Mustang GT350R, complete with over 500 horsepower, over 400 pound-feet of torque and freaking carbon-fiber wheels. Carbon-fiber wheels. Seriously. It's because of those 19-inch hoops, along with some other changes, that Ford was able to slice 130 pounds from the already lightweight GT350 Track Pack. The wheels are responsible for a 13-pound reduction in unsprung weight per corner, while the removal of such superfluous things like the air conditioning, stereo, rear seats, trunk carpet, backup camera and tire inflator accounts for the rest of the weight reduction. Along with the lower weight, Ford has thoroughly reworked the GT350's aerodynamics, adding a simply monstrous rear wing and diffuser, along with vented wheel wells, a new hood vent that both extracts heat and reduces lift. Beside the aero aids, Ford has shod the carbon-fiber wheels in ultra-grippy Michelin Pilot Sport Cup 2 tires, just to guarantee the shiny side remains up. View 21 Photos Ford retained the standard GT350's 5.2-liter, flat-pane V8, Torsen limited-slip differential (complete with a 3.73 rear axle ratio), although as power figures haven't been published for the standard car, there's no way to know whether the GT350R received a power bump. What we do know, though, is that the GT350R will not be limited to the track. While that's certainly its natural habitat, owners will be able to register and drive this monster on public roads. Take a look at the official press release on the GT350R, available below. And also be sure to have a peek at both Ford's stock photos of the new car, as well as our full gallery of live images, direct from the Blue Oval's Detroit Auto Show press conference home at Joe Louis Arena. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

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.