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2014 Toyota Tundra Platinum 4x4

The Toyota Tundra is the automotive version of off-brand Cheerios: it doesn't dominate the market, and it's not the first model people think of when they hear the term "pickup truck."
Ford, General Motors and Ram dominate the segment with vehicles that offer ridiculous levels of towing and payload capacities and models loaded with luxury items and primed with tech-rich engines. The off-brands, meanwhile, are led by the Tundra, which while still accounting for six-figure sales (112,732 units in 2013, up from 101,621 in 2012), sits well behind the F-150s and Silverados of the world. After our first drive of the revamped 2014 Tundra, we came away thinking this truck is a total underachiever, aimed at placating Toyota loyalists and doing little to win over new customers.
But everybody deserves a second chance, and we thought a week's drive in a different environment might lead to a different - or at least a more fully realized - opinion. While the Tundra might not be an industry leader, it still makes it on many truck buyers' shopping lists. So, should you consider this off-brand pickup truck? To find out, we borrowed a top-of-the-line Tundra Platinum for a week. Read on to see what we found.

New Toyota semiconductors could increase hybrid fuel efficiency by 10%

Toyota may have an ace up its sleeve in the fuel economy wars, as it's developed a new type of semiconductor that will allegedly help the company's hybrids net a ten-percent improvement in fuel economy.
The tech is still in development, although Toyota is already reporting five-percent gains during testing, six years before it plans to implement the new semiconductor in production vehicles, meaning the ten-percent improvement doesn't seem like an untenable goal. That is, until you hear from Kimimori Hamada, the project general manager of Toyota's electronics division.
"We are aiming for great improvement in fuel economy and miniaturization," Hamada told Automotive News. "This is a very challenging target."

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.