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eBay Find of the Day: Why this motorcycle's a deal at $135k

There can be no doubt that Soichiro Honda left a lasting legacy by lending his engineering talents to the company that bears his name. This can be said particularly of motorcycles, and the company outdid itself when it introduced the 1969 CB750. Widely considered the world's first superbike, it combined a then-powerful 67-horsepower, 736cc, inline four-cylinder engine and cutting edge tech for motorcycles at the time like an electric start and front disc brake. It is simply one of the most important motorcycles ever made, and now one of four handmade prototypes is up for auction on eBay Motors.
According to the seller, Honda had an idea that it had something special with the CB750 and built four preproduction models to be shown off to American media in 1968. Each one was hand-built by Honda technicians from bespoke components, and this blue/green model was photographed by magazines and for promotional material at the time. The seller believes that one of the four prototypes was destroyed, one is in Europe and one is unknown, which means this may be the only chance for collectors to get their hands on one.
The bike has prompted quite a bidding war with 97 bids registered as of this writing. With about seven hours left to go in the auction, the top big currently sits at $135,300. At this rate, things could get very exciting at the end. Although to own a prototype for the first super bike, it might be worth it.

Hydrogen deal between GM, Honda getting factory real

Honda and General Motors may take their cooperation on hydrogen fuel cell technology to the next level by opening a joint factory to produce the components. If the plan comes to fruition, the two automakers could open the plant by 2025 at the latest. "By cutting costs with General Motors, we hope to increase our FCV production capacity to help achieve the government's goal," and anonymous Honda official told The Asahi Shimbun. The Japanese newspaper didn't specify where the companies might build the factory, but the plant would allow the automakers to share the expensive costs of mass-producing fuel cells. Honda and GM would continue to independently develop the actual vehicles that would use these components. The automakers teamed up in 2013 to split the massive investment that's required to develop fuel cell components. Despite years of research focused on driving costs down, the amount of money required to build a hydrogen car can quickly add up for any company because of the expensive metals that the fuel cell stacks require, and there's the additional expense of creating technology in this still burgeoning field. By sharing common parts, Honda and GM can lower prices through economies of scale. Both automakers continue to move forward with hydrogen vehicles. For example, the Honda Clarity Fuel Cell (pictured above) launches in Japan this year, and it should help the country's goal to have as many FCVs on the road as possible in time for the 2020 Olympics in Tokyo. Meanwhile, GM has a fleet of fuel-cell test vehicles that has driven over 3 million miles.

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.