2013 Ford Edge Limited on 2040-cars
Routes 127 & 185, Hillsboro, Illinois, United States
Engine:3.5L V6 24V MPFI DOHC
Transmission:6-Speed Automatic
VIN (Vehicle Identification Number): 2FMDK4KC0DBC81467
Stock Num: 3564
Make: Ford
Model: Edge Limited
Year: 2013
Exterior Color: Tuxedo Black
Options: Drive Type: AWD
Number of Doors: 4 Doors
Mileage: 10
The WRIGHT vehicle, at the WRIGHT price, from the WRIGHT Family. If you don't see what you are looking for, give us a call and we can find it for you. 877-710-6070 www.wrightautomotive.com
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Auto blog
Ford announces four recalls, 1.4M vehicles affected
Thu, 29 May 2014Ford is taking a bit of the spotlight away from General Motors, announcing a major group of recall campaigns, covering a total of 1.4 million vehicles built between 2006 and 2013.
Let's start with the big one, which covers the Ford Escape, Mercury Mariner and, according to The Detroit News, Ford-built Mazda Tribute CUVs. 915,216 vehicles are covered, all of which were built in model years 2008 to 2011. 736,000 vehicles are in the US, while Canada then Mexico make up the vast majority of the remainder. The problem is due to an issue with the torque sensor in the steering column, which could lead to sudden power steering failure. Manual steering would still be available, though.
"Dealers will perform one of three service fixes, depending upon what diagnostic codes are shown when the vehicle is taken to the dealer," Ford spokeswoman Kelli Felker wrote to Autoblog in an email. "They will either update software for the power steering control module and the instrument cluster module; replace the torque sensor; or replace the steering column, which includes upgraded power steering control module software."
Tier 1 suppliers call GM the worst OEM to work with
Mon, 12 May 2014Among automakers with a big US presence, General Motors is the worst to work for, according to a new survey from Tier 1 automotive suppliers, conducted by Planning Perspectives, Inc.
The Detroit-based manufacturer, which has been under fire following the ignition switch recall and its accompanying scandal, finished behind six other automakers with big US manufacturing operations. Suppliers had issues with trust and communications, as well as intellectual property protection. GM was also the least likely to allow suppliers to raise their prices in the face of unexpected increases in material cost, all of which contributed to 55 percent of suppliers saying their relationship with GM was "poor to very poor."
GM's cross-town competitors didn't fare much better. Chrysler finished in fifth place, ahead of GM and behind Dearborn-based Ford, which was passed for third place this year by Nissan. Toyota took the top marks, while Honda captured second place.
What next for Alan Mulally?
Wed, 23 Apr 2014Alan Mulally has emerged as a hero when it comes to American manufacturing. He came to Ford in 2006 after serving as head of Boeing's commercial aircraft division, streamlined operations, sold off the costly elements of its Premier Automotive Group and saved Ford from having to be bailed out by the federal government like its cross-town rivals Chrysler and General Motors did. But as we reported mere days ago, he's widely expected to step down from the chief executive's office at Ford shortly.
So what's next for one of the most successful executives in the business? Hard to say, but don't expect Mulally to disappear into retirement. Though he didn't ultimately take the top job at Microsoft, industry insiders expect to see him in another influential position - likely as a board director or even chairman of another company. (We say "another company" and not Ford because while Bill Ford may have stepped aside as CEO to bring Mulally on board in the first place, we don't see him giving up his chairmanship of the board also.)
Mulally has likely already lined up his next move, and could either announce what that move will be as soon as Ford confirms Mark Fields as his successor, or could wait awhile. Insiders speculate that he could leverage his transportation and aerospace experience into a position at General Electric or a major airline, his manufacturing expertise to benefit a company like Procter & Gamble or his management skills at a consultancy firm.