1996 Ford 4x4 Powerstroke Diesel Extended Cab 5 Speed Manual on 2040-cars
Delta, Missouri, United States
Vehicle Title:Clear
Engine:7.3L 445Cu. In. V8 DIESEL OHV Turbocharged
Fuel Type:Diesel
For Sale By:Private Seller
Transmission:Manual
Make: Ford
Cab Type (For Trucks Only): Extended Cab
Model: F-250
Trim: XLT Extended Cab Pickup 2-Door
Options: 4 inch lift, 4-Wheel Drive, CD Player
Safety Features: Anti-Lock Brakes
Drive Type: 4WD
Power Options: Air Conditioning, Cruise Control, Power Locks, Power Windows, Power Seats
Mileage: 267,952
Exterior Color: Burgundy
Interior Color: Gray
Disability Equipped: No
Number of Cylinders: 8
Warranty: Vehicle does NOT have an existing warranty
1996 Ford extended cab long bed power stroke diesel with a 5 speed manual that starts and runs good. It has some dents and dings but really good for the year with no rust. It has a/c and heat that both work and a b&w turnover gooseneck ball. The interior is in amazing shape with no rips or tears. has a 4 inch lift and tires have around 30 % of tread left. Truck has new injectors and turbo with a 5 stage chip. Only thing I know that's wrong with the truck is it needs an extended cab glass on passenger side and tailgate handle.The fuel tank and toolbox don't go with it.
Ford F-250 for Sale
2006 ford f250 super duty 4x4 powersroke diesel one owner(US $15,500.00)
2005 ford f-250 sd lariat fx4
2003 ford f-250 super duty xlt crew cab pickup 4-door 7.3l
Ford f250 crew cab 7.3 diesel
2003 ford f-250 lariat 6.0 diesel bullet proofed(US $13,000.00)
2004 ford f250 super duty crew cab fx4 four wheel drive, short bed, turbo diesel
Auto Services in Missouri
West County Auto Body Repair ★★★★★
Tower Motors ★★★★★
Tiny`s Repair Service & Fab ★★★★★
Springfield Transmission Inc ★★★★★
Santa Fe Glass Co Inc ★★★★★
Santa Fe Glass Co Inc ★★★★★
Auto blog
Suppliers love Toyota and Honda: Why that matters to you
Mon, May 15 2017You 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.
This 1969 Ford F-100 has a Cadillac CTS-V engine lurking underhood
Fri, Jan 30 2015Something always feels just a little taboo when someone builds a custom and then slots in a powertrain from a rival automaker. That's exactly the case with this modded 1969 Ford F-100 boasting a highly tuned LSA supercharged V8 like from the second-gen Cadillac CTS-V. However, with a claimed 800 horsepower on tap thanks in part to running an estimated 20 pounds of boost, it's easy to get over any bad feelings. Built by Tommy Pike Customs in South Carolina, the truck tries to keep the exterior looking somewhat stock. Although, the jade green and satin gold paint, Quaker State logo, lowered suspension and black wheels immediately suggest something is up. Once the F-100 starts up with its menacing growl, absolutely any doubts of this beast being unaltered are immediately gone. Not so obvious are some tweaks to actually help put all that power down, including disc brakes and independent suspension setups at the front and rear. The video gives some glimpses at a few of Pike's other creations, but the real star here is definitely his mean, green Ford.
It's Official: Ford Names Mark Fields Its Next CEO
Thu, May 1 2014Alan Mulally, the man who transformed Ford Motor Co. from a dysfunctional money-loser to a thriving company, will retire July 1 and be replaced by Mark Fields, the current chief operating officer. During his eight-year tenure at Ford, Mulally gambled all of the company's assets on a credit line that kept Ford out of bankruptcy, then used a simple "One Ford" plan to change the company's culture. He was hired away from aircraft maker Boeing Co. in 2006 by Bill Ford, who at the time was running the company. Fields, 53, has been in charge of Ford's daily operations since December of 2012 and was widely expected to one day ascend to the top job. The change in leadership is taking place about six months ahead of schedule, but Ford said that was based on Mulally's recommendation that the new leaders were ready. "Alan and I feel strongly that Mark and the entire leadership team are absolutely ready to lead Ford forward, and now is the time to begin the transition," Bill Ford said in a statement Thursday morning. Bill Ford, the company's executive chairman, is the great-grandson of company founder Henry Ford. Mulally, 68, was trained as an aeronautical engineer. He spent 36 years at Boeing - and was president of the company's commercial airplane division - when Bill Ford lured him to the struggling automaker eight years ago. Mulally overcame skepticism about being an outsider in the insular ranks of Detroit car guys by quickly pinpointing the reasons why Ford was losing billions each year. Mulally put a stop to the infighting that had paralyzed the company and instituted weekly management meetings where executives faced new levels of accountability and were encouraged to work together to solve problems. It took two years for Mulally to turn the company around, but since 2009, Ford has posted pretax profits of $34.5 billion and its shares have more than doubled. Fields was one of the executives passed over when Mulally got the top job in 2006. When he was named COO in 2012, Bill Ford said Fields' decision to stay at Ford and learn from Mulally showed a lot of fortitude and has made Fields a better leader. "There was a lot of speculation about whether he was capable. To his great credit, he stuck to it, he learned from it and showed tremendous fortitude in grinding through an incredibly difficult process," Bill Ford said. This marks the second change in leadership at the top of one of the Detroit automakers this year.








