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Toyota Camry to go turbo

As automakers strive to meet regulations, turbocharging is rapidly becoming the norm whether looking at pickups, sports cars or family sedans. However, Toyota remains a stalwart to the changing tide, and for the time being a trip into one of the brand's dealers shows nary a hint of forced induction – probably not for long, though. With models like the Lexus NX 200t and forthcoming IS 200t pointing the way, a big shift is afoot for one of the Japanese automaker's most popular products. Obviously, Toyota is no stranger to forced induction for performance applications like the turbocharged models of the Supra and MR2 in the '90s. But rather than reducing lap times, the latest application is more about improving emissions and fuel economy. According to Automotive News, the Camry is getting a 2.0-liter turbo four-cylinder in the near future as a replacement for its V6 engine option. The 3.5-liter six currently in the venerable sedan already makes 268 horsepower and 248 pound-feet of torque, versus 235 hp and 258 lb-ft in the NX 200t or 241 hp and 258 lb-ft in the IS from the new four. The base four-cylinder also might receive some upgrades. It could grow larger and run on the Atkinson cycle to find improvements, according to Automotive News. There might be a move towards CVTs, as well. Toyota is hardly alone in the shift towards forced induction. Honda is known to have a 1.5-liter turbo mill on the way for the next-gen Civic. In addition, that engine might find its way into the Accord and CR-V as well, according to Automotive News. Among the major Japanese automakers, only Nissan is taking a more measured approach towards forced induction in mainstream models. Rather than going all-in on turbos, the company is expected to shift more of its engines to direct injection to go after fuel economy gains.

Red Bull may seek engines from Ferrari after Mercedes snub

Red Bull and Renault's fractured relationship is pushing the Austrian F1 team to find a new engine provider. But after a trip across the German border to chat with Mercedes-Benz proved fruitless, the team is apparently set to head across its home country's southern border, and into Italy. Yep, Red Bull Ferrari could be a thing next season. According to RBR boss Christian Horner, the company is just doing "necessary due diligence" in contacting other engine suppliers, although he's willfully admitted to Germany's Bild newspaper that the "idea of Mercedes is finished," BBC Sport reports. It wasn't so much that Mercedes and Red Bull couldn't come to financial agreement – Red Bull owner Dietrich Mateschitz views throwing money into F1 in much the same way you or I toss pennies into the mall fountain – but rather that the Germans had no interest in supplying the best engines on the grid to the factory team's perennial rival. BBC Sport seems to think that fact, along with what the outlet calls Red Bull's "antagonistic" relationship with engine suppliers, killed the Mercedes deal. Honda and RBR aren't likely to happen either, thanks to McLaren (not that we think Red Bull would approach the Japanese, which have struggled mightily all season long). By process of elimination, that just leaves Ferrari. Scuderia Ferrari Team Principal Maurizio Arrivabene confirmed that his team can accommodate Red Bull's engine needs, and that he wasn't concerned with the idea of a Ferrari engine in an Adrian Newey-designed body. "In theory they have big names, with Newey as chief designer and it is easy to think that if you give them the engine they will build a scary chassis, which means they will be really competitive," Arrivabene told BBC Sport. "Concerning my team, my engineers and aerodynamicists know their own jobs. For that reason I don't have a problem, and competition is nice when you have a stronger competitor." "This doesn't mean tomorrow morning we will give our engines to Red Bull or Toro Rosso," Arrivabene added. And it's that statement we'd suggest remembering. There are, after all, still seven races left in the 2015 season, which is quite a lot of time for new and different developments within the sport's notoriously gruesome political process. In other words, don't count on an announcement from any team or manufacturer for at least a few more races. Related Video:

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.