1965 Ford Mustang Fastback 2+2 With Title (factory 289, Stick) on 2040-cars

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Ford will build Hackmobile out of Transit Connect Wagon

What you see in the above image is a rendering of the Hackmobile Transit Connect Wagon. What is that? It's a "mobile fabrication and hacking unit" that includes tools for metal- and woodworking, 3D and electronics fabrication, a three-axis CNC machine called "The Fabber," a video projector and screen, an air compressor, an 84x48-inch work surface that folds out like a Murphy bed and oh so much more. When not in use, all of the implements fold neatly into the back of Ford's award-winning van.
But perhaps the more important question is why is that? Because Make Magazine held an Ultimate Maker Vehicle Challenge in conjunction with Ford in which ten teams created were charged with creating "the ultimate Ford Transit Connect Wagon for the do-it-yourself enthusiast." Team Twin Cities Maker won the competition with the Hackmobile, and in addition to winning $10,000, Ford has declared it's actually going to build the thing - which is great, because if they can actually engineer a road-legal Hackmobile Transit Connect Wagon as envisioned, the inevitable A-Team movie reboot might need to think about including it.
Check out the video below for a cheeky walk-through of the Hackmobile, and get all the particulars in the press release below that.

2016 Ford Explorer revealed with new 2.3-liter EcoBoost

A 2.3L EcoBoost four-cylinder takes over where the old 2.0 left off, making 270 hp and 300 lb-ft.
Right now, around 23 percent of all Ford vehicles sold in the United States is a utility vehicle. By 2020, Ford expects that figure to increase all the way to 29 percent. Put simply, SUVs and crossovers are very big business at Ford. So, when it comes time to update the Explorer, Ford's original sport utility vehicle, you can be sure that a whole heck of a lot of effort goes into the process.

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.