2000 Nissan Altima Gxe Sedan 4-door 2.4l on 2040-cars

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Nissan's purchase of Mitsubishi is officially official

After the company's announcement in May, the Nissan's purchase of a 34 percent stake in Mitsubishi is now official. The deal cost Nissan $2.3 billion, according to the Wall Street Journal, and brings Mitsubishi into the Nissan-Renault Alliance. The company explained that this new partnership will manifest itself in shared vehicle platforms and technology, joint purchasing, and shared manufacturing. Nissan also said that this purchase will make the company one of the three largest companies by volume in the world. Nissan also emphasized that Mitsubishi will very much be a partner in the current alliance with Renault. In addition, Carlos Ghosn, CEO of both Nissan and Renault, has been nominated to be the new chairman of the Mitsubishi board. With Ghosn at the head of the board, current Mitsubishi president and CEO, Osamu Masuko, will remain in his positions but Nissan's current chief competitive officer will join Masuko as co-chief executive officer at Mitsubishi. With these companies now working together, we'll probably start seeing more commonality between Nissan and Mitsubishi products here in the States. It would also be a great opportunity to get some of Mitsubishi's cooler products here. Perhaps Mitsubishi and Nissan will take our hint about the Delica. This article has been revised to clarify that Nissan Motors purchased the stake in Mitsubishi, not the Nissan-Renault Alliance, and to add the value of the purchase. Related Video: News Source: Nissan, Wall Street JournalImage Credit: Issei Kato / Reuters Mitsubishi Nissan Renault renault-nissan alliance

2021 Infiniti Q50 Red Sport 400 Road Test | Z engine preview

There isn’t much reason to take another look at the 2021 Infiniti Q50 Red Sport 400 on the surface. ItÂ’s largely the same sedan as it was when we drove it in 2016: powerful and stylish, but lacking in tech and polish. However, whatÂ’s under the hood is of far more interest to us today than it was just a year ago. ThatÂ’s because the 3.0-liter twin-turbo V6 powering this Infiniti is migrating over to the next Nissan Z car. Nissan announced that the production Z would get a 3.0-liter twin-turbo V6 not long after it revealed the Z Proto. There are no other twin-turbo V6s in NissanÂ’s arsenal but this one, meaning that the VR30DDTT engine in this Infiniti is destined for the Z — plus, there's photo confirmation. The big question remaining is: How new or different will it be? Its most potent state of tune is rated at 400 horsepower and 350 pound-feet of torque. ThatÂ’s a high number versus most other boosted six-cylinders, and perhaps most importantly, itÂ’s more potent than the 382-horsepower 2021 Toyota GR Supra 3.0. As weÂ’ll soon explain, though, numbers only tell part of the story. Transplanting the InfinitiÂ’s V6 into the next Z surely wonÂ’t be without challenges, either. Nissan is promising a six-speed manual in the Z. Meanwhile, this engine is exclusively paired with a traditional seven-speed automatic transmission in the Q50 and Q60. Nissan hitched this engine up with a manual in a 370Z SEMA show car years ago, but now it must devise a production car solution. ThereÂ’s also the question of whether Nissan will use the same seven-speed as the automatic option in the Z, or come up with something a bit more aggressive. The cost-efficient (and likely) solution would be reusing the seven-speed, not unlike the Supra's eight-speed traditional automatic.  Having all of this in mind, we set out to see how this engine sits today as a preview to the Z.  Going from the big, naturally aspirated VQ series V6 to a smaller twin-turbo V6 will bring about the obvious changes. The rabid and uncouth personality of the outgoing VQ is nowhere to be found in the sweet and smooth new engine. ItÂ’s not quite the silky, effortless BMW inline-six found in the Supra, but it brings an air of refinement and maturity that's simply not there in the current Z. And then thereÂ’s the torque. All 350 pounds of twist are available at 1,600 rpm in the Q50 Red Sport 400, which means the shove in the back would theoretically start just off idle.

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.