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This 2,000-hp Mustang is in serious need of wheelie bars

The Ford Mustang on the right is drag racing with the standard technique. The Mustang on the left, driven by David Measell, is using a new "rear bumper only" technique that evidently surprised everyone at the South Georgia Motorsports Park strip - including Measell.
Measell said his outfit just bought the car the week before the event, noting that it has more than 2,000 horsepower. Speaking of his "flying" run, Measell said, "We turned it up to dip on down," by which he meant they turned up the power in order to get his time down. Turns out all that power and all that traction sent the nose straight up into the air almost as soon as the race began.
He told an interviewer afterward that this was his first race in a "regular car" since he normally drives a pro-mod. "I like my wheelie bars," he concluded. You can see how he got there in the video below.

Ford's Mulally makes shortlist for Microsoft CEO

Ford CEO Alan Mulally has made the short list to take over tech giant Microsoft, lending further credence to rumors that the 68-year-old former Boeing exec would ditch Dearborn and move to Redmond.
The report comes from Reuters, which claims that alongside Mulally, former Nokia CEO Stephen Elop and three candidates from within Microsoft are on the short list to succeed Steve Ballmer at the company's helm, although previous reports claim the Ford exec is the number one candidate. Mulally is currently working without a contract, although Bill Ford seems to believe that he isn't likely to depart. Despite this belief, Ford was quoted just last month talking about the depth of talent on the Blue Oval's executive team.
"There is no change from what we announced last November. Alan remains fully focused on continuing to make progress on our One Ford plan. We do not engage in speculation," said Ford spokesman Jay Cooney.

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.