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Honda concept dials M for minivan [w/video]

Yes, it looks a bit, uh, toothy, but what you see here is a concept that previews a brand new small MPV specifically designed for the Chinese market. Called the Concept M, the swoopy Honda was designed in Japan and the automaker is currently aiming to launch a production version in China sometime in 2014.
Honda hasn't released many details about its small van concept, simply saying that it "offers the attributes of a passenger car while adding new value through the realization of a comfortable and spacious cabin space made possible by Honda's packaging technologies, and the fun of driving." Doesn't sound too bad to us.
Have a glance at the Concept M in the gallery above (full disclosure: we don't have live shots of this one), and take a look below for the official press blast direct from the MPV's Shanghai debut, as well as a promotional video showing the new concept from all angles. Oh, and be sure to turn your volume down before pushing the play button.

Honda S660 Kei car makes you want to jump in and drive

We want the Honda S660. In fact, after seeing the freshly debuted production model, it's fair to say the kei roadster has already leapt to the very tip-top of our forbidden fruit list. Considering our newfound love for the tiny two-seater, you, dear reader, are going to have to put up with a lot of S660 content in the coming weeks. First up, we have what's called nori-setsu, or "riding instructions." Honda recruited a pair of gymnasts, who use their talents to slide, creatively, into a mockup of the S660. While the acrobats make it look easy, we imagine the amount of space in the S660 makes slotting into the driver's seat off a pommel horse is somewhat dangerous, hence the padding and mocked-up roadster. Fortunately, when an actual S660 is brought out to play, the gymnast finds a more conventional means of getting behind the wheel. Check out the 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.