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Toyota, Subaru developing RAV4-sized electric crossover and platform for more EVs

TOKYO — Toyota and Subaru announced they will jointly develop a battery-electric crossover on a platform developed for multiple production vehicles. The first crossover built on the platform will be a C-segment vehicle, which will be a small vehicle similar in size to a Toyota RAV4 or Subaru Forester. It will also be sold by both brands with altered styling and badging. The small crossover will only be the first vehicle to use the platform, though, as it's being developed for use in medium-small C-segment sedans and both D-segment larger sedans and crossovers. So we could see electric cars similar to the Corolla and Impreza, Camry and Legacy, and even the Highlander and Ascent on this platform in the future. Not surprisingly, this first electric crossover will have all-wheel drive, and the companies said that Subaru would provide all-wheel drive expertise with Toyota adding its electric powertrain knowledge. It's a safe bet that all of the future Subarus on the platform will have all-wheel drive, but it will be interesting to see if Toyota offers two-wheel- and all-wheel-drive iterations of its vehicles. The move to share technology underlines the conundrum facing Toyota and other global automakers, which are competing to develop new vehicle technologies including all-battery electric cars and self-driving cars, which require massive investment. "Subaru and Toyota believe that it is necessary to pursue a business model that goes beyond convention, crossing over industrial boundaries," the automakers said. Toyota is looking to partnerships with rival automakers and tech firms to reduce its capital outlay for developing these new technologies. In April, it announced it would supply other automakers with its hybrid technology, an area it has led since it pioneered the Prius in 1997. It also recently released the 2020 Toyota Supra, which shares a majority of its powertrain and chassis, among other things, with the 2020 BMW Z4. Toyota also provided hybrid development assistance to Subaru on the Crosstrek plug-in hybrid. Subaru, although experiencing massive, continual sales success, particularly in crossover and all-wheel-drive obsessed America, is still a small car company in the grand scheme of things. As such it's struggling to independently invest in and develop lower-emission vehicles and on-demand transportation services widely seen as necessary to survive technological upheaval in the global auto industry.

Here's the 2017 Toyota 86: Don't call it a Scion

After we heard the bells toll for Scion yesterday, we told you that the Scion FR-S will transform into a Toyota. That's right: just a rebadging. The practical question is, which badge? The philosophical question, which we can't answer yet, is where it'll sit in the pantheon of front-engined, rear-drive Toyota sports cars, of which the Supra was the last one to visit our shores, from 1992 until 1998 in its fourth generation. And as if summoned by this conversation, this camouflaged prototype appeared. Our best guess is that this is going to be the US-bound, Toyota-badged version of the Subaru BRZ and all the other 86-badged variants: the Toyota 86 (in Asia, Australia, New Zealand, South America, and South Africa), Toyota GT86 (in Europe and New Zealand again), and Toyota FT86 (in Nicaragua and Jamaica). For simplicity's sake, let's call it a Toyota 86. Peer into the 86's swirly camo, and it looks like the car is going in for a light refresh. The lower intake in the front fascia, if it's representative of a production part, adopts a different shape and is considerably wider and narrower than either the BRZ or FR-S units. It also appears that the turn signal and its surround are reshaped, different than any of the current variants. Changes out back appear mild. The area around the license plate seems to be smoother, and there is likely a predictable light restyle of the bumper skin and defuser under the camo. We don't expect a significant power increase, and certainly not a turbocharger (sorry!), but crossing fingers wouldn't do any harm. 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.