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Ghosn says having Apple in EV business would be good news

Nissan once promised to have commercially viable autonomous vehicles on the road by 2020 and even certified a Leaf to test the technology in Japan. The company has since backpedaled a bit from its original lofty claims, though. During CEO Carlos Ghosn's keynote presentation at the Mobile World Congress in Barcelona, Spain, the auto exec talked more about the automaker's strategy and directly confronted Apple's rumored entry into the market. "When Apple says they are going to come with an electric car in 2020, that's good news for us," he said in his speech, according to Adweek. Ghosn took the view that any company able to grow the acceptance of EVs would help every automaker in the segment. The Renault-Nissan Alliance has been at the forefront of developing the market and claimed nearly 60 percent of the global market share last year. He was also the latest auto industry heavyweight to voice his opinion on Apple entering the industry. However, in contrast to former General Motors boss Dan Akerson, the Nissan CEO was much more welcoming. Ghosn also used the speech as a chance to clarify Nissan's plans for autonomous vehicles and seemingly pushed the original goal back by about five years. "In 10 years, you'll have cars without the driver. It is here, and it's going to transform the products," he said, according to Adweek. Under Nissan's current timeline, traffic-jam assist and fully automated parking are due in 2016, followed by automatic lane changing in 2018 and the ability to drive through intersections without a driver's control comes in 2020. News Source: AdweekImage Credit: Yasuyoshi Chiba / AFP / Getty Images Green Nissan Renault Technology Emerging Technologies Autonomous Vehicles Electric

Nissan wants an American driver for its Le Mans team

"We'll use every driver development tool we have to take them to the next level, but they will also have to step up." - Darren Cox
Nissan is aiming to put an American behind the wheel of one of its LMP1 racecars in 2016 as part of plans to grow its motorsports program in the United States.

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.