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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.

2018 Hyundai Kona vs other small crossovers: How they compare on paper

The 2018 Hyundai Kona is the hottest new thing in the hottest new segment: subcompact crossovers. Or B-segment SUVs. Or whatever you might want to call this hodge-podge collection of vehicles of vaguely similar specs. Each is pretty much just a raised hatchback in some form (or literally in the case of one entry), skewing the increasingly vague line between car and SUV. If there was ever a segment that deserved the term "crossover" for more reasons than just its car-based unibody architecture, this would be it. Now, for this specs and photos comparison, we lined up the new 2018 Kona with an appropriate variety from that hodge-podge. Most are those that people are actually cross-shopping the Kona against — the Honda HR-V, Toyota C-HR and Subaru Crosstrek — while the Kia Soul and Jeep Renegade line up well in other regards. There are certainly others we could've included, but we're frankly a little pressed for spreadsheet space, and if you really want to know how a Chevrolet Trax, Fiat 500X or Ford EcoSport would've stacked up, you can always use our Compare Cars feature. (You can also check out our Mitsubishi Eclipse Cross comparison that includes a few larger choices) Performance, fuel economy and drivetrains Immediately you can see how all over the map this segment is. True, all but the Jeep come with a standard naturally aspirated four-cylinder and fairly comparable horsepower. Torque differs, but not wildly so. Then things get nuts. Some are automatic only, the Toyota is CVT only, the Honda and Subaru come with a manual standard and offer a CVT as an option. The Renegade's base engine is manual-only ... in 2018. Of course, then things flip-flop with the Renegade's upgrade being naturally aspirated and the Hyundai and Kia offering turbocharged mills. The Korean corporate cousins also come with automated manuals, whereas the Renegade has a box with nine gears selected by a lethargic monkey. Then there's the drivetrain. The C-HR is front-drive only, which pretty much cements the Soul's place in a segment it arguably created despite not offering all-wheel drive. That's the only way to get the Crosstrek, while the Honda and Hyundai offer a typical option of a part-time system. In Jeep fashion, the Renegade's "four-wheel drive" systems differ by trim level.

Toyota plans biggest stock buyback in over a decade

At the end of December, 2013 Toyota had a cash stockpile of 1.8 trillion yen ($17.5B US). As of March 31, at the end of its current financial year, company coffers are expected to swallow another 1.9 trillion yen ($18.4B US) in net profit - said to be a record sum for the Japanese automaker. In a gesture signaling a turnaround from the horrors of the global recession, Bloomberg reports that Toyota will buy back 60 million shares of its stock, as much as 1.89 percent of the company, for something like 360 billion yen ($3.5B US). It's the first buyback since 2009 and the largest buyback since 2003, when it spent roughly 390 billion yen ($3.8B US) repurchasing shares.
Company president Akio Toyoda founded the Toyota Mobility Foundation (TMF), a non-profit that will support international groups working on transportation issues in emerging markets. Half of the stock that Toyota buys, 30 million shares, will be sold to the foundation via the Japanese Trustee Services Bank for one yen per share, the dividend providing the foundation's initial funding. The other 30 million shares will be canceled, a company spokesman telling Reuters that the company wants to reward shareholders.
Industry analysts have been asking Toyota to either return money to shareholders or invest in new factories, but Toyota has ruled out the latter. After getting burned with excess capacity when the financial crisis came, the company is focused on extracting efficiencies from the plants it already has. Toyota has said it plans to complete the buyback by June of this year.