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Ford dissects the heart of the 2015 Mustang, its engine range

Happy Mustang Day. Are you tired of hearing about the 2015 Ford Mustang yet? No? Good, here's a bunch of mechanical data on Ford's sixth-gen muscle car, along with cutaways of the GT's 5.0-liter V8 and the new 2.3-liter, EcoBoost four-cylinder shown above. We also have a smattering of info on the Stang's updated transmissions and an exploded-parts-diagram view of its all-new independent rear suspension.
Ford is set to make waves offering the Mustang with a turbo for the firs time since the small-volume SVO of the 1980s. Displacing 2.3 liters, the engine's twin-scroll turbo should help the four-cylinder turn out a projected 305 horsepower and 300 pound-feet of torque, while also returning the best fuel economy in the Mustang's engine lineup. As we said in our Deep Dive, the EcoBoost will be slotted in as a premium engine, above the 3.7-liter V6 but below the 5.0-liter V8.
Speaking of that high-revving eight-cylinder, it's receiving a new cylinder head with high-flow ports. The intake and exhaust valves are larger and the cams have been replaced, among other tweaks. It should rev even higher thanks to a rebalanced crankshaft and forged connecting rods. Ford is still claiming a projected 420 hp and 390 lb-ft, although as many of the changes for the 2015's V8 come from the 2013 Boss 302, we're going to assume there's some sandbagging at work.

Ford nets $5.7B in 2012, $1.6B in fourth quarter

Ford brought in $5.7 billion in net income during 2012, which is around $307 million less than one year prior. Even so, the automaker closed out 2012 with the highest pre-tax profit for a single quarter in nearly 10 years, earning $1.7 billion in the fourth quarter thanks largely to a higher-than-average truck mix in the US. That's a jump of $577 million over 2011. Likewise, that translated into fourth quarter income of $1.6 billion. All told, Ford set a full-year pre-tax profit record in 2012. But that doesn't necessarily mean everything is rosy in the land of the Blue Oval.
Like every other manufacturer, 2012 saw Ford get hammered in the European Union, where a deep economic recession continues to drive down consumer confidence. The automaker lost more than $700 million in Europe, and saw full revenue of $26.6 billion in 2012. That's a decline of $7.2 billion compared to last yea. Ford says the market for new vehicles in Europe has contracted to 13.5 million units, the lowest number in 17 years. You can read the full press release below for more information.

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.