1986 Toyota Supra Base Hatchback 2-door 3.0l on 2040-cars

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Toyota FCV rallies to the hydrogen cause as zero car

It's been two decades since Toyota dominated the World Rally Championship with its Celica Turbo 4WD. But this past weekend, Toyota hit the rally stage in a very different vehicle.
That, as you can see, is the Japanese automaker's Fuel Cell Vehicle (FCV), which is still in its prototype phase. We're still at least half a year away from seeing the FCV in production trim, but the model has already been pressed into duty as the "zero car" at the Shinshiro Rally, the last round of the Japanese Rally Championship.
The zero car, for those unfamiliar, is to rally what a pace or safety car is to circuit racing, driving the rally stage to check for signs of trouble before the competitors put their feet to the floor, so it's not as if the FCV needed extensive modifications. From the looks of things, it just needed some jazzy stripes, mud flaps, probably different rolling stock and an interior with racing buckets and harnesses, roll cage, radio equipment and maybe a bit more ground clearance.

Toyota's production fuel cell car to cost between $50-100k

While the cost of building a hydrogen fuel cell vehicle continues to go down over time, reports over the last few years have steadily maintained that the first Toyota hydrogen-powered vehicles for customers should ring up for around $50,000. Company officials cited this figure way back in 2010, and have reiterated it in subsequent years.
So, while a recent Automotive News report about the cost of Toyota's 2015 Hydrogen car doesn't offer up any new figures, it does offer an interesting pricing wrinkle. According to the report, the "cost factor" for the hydrogen vehicles will be in the $50k ballpark, meaning the retail price could be anywhere from there, up to as much as around $100,000.

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.