1990 Ford Bronco Xlt 4wd Great Original Condition Only 80k Miles on 2040-cars

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Which is more fuel efficient, driving with a pickup's tailgate up or down?

Thanks to the smoke wand in the wind tunnel, you can actually see the difference in our video.
Should you drive with your pickup truck's tailgate up or down? It's an age-old controversy that's divided drivers for decades. Traditionalists will swear you should leave the tailgate down. Makes sense, right? It would seem to let the air flow more cleanly over the body and through the bed. But there's also a school of thought that argues trucks are designed to look and operate in a specific manner, and modern design techniques can help channel the airflow properly. So don't mess with all of that: Leave the tailgate up.

The big dune jump and the damage done

The Silver Lake sand dunes see their fair share of well-built trophy trucks executing impressive jumps. Drivers build insane pieces of machinery for the express purpose of sailing through the air like mad men and women.
Mike Higgins is no stranger to the area. His heavily modified Ford trophy truck has gone flying through the sky on more than one occasion, but he recently bit off more than he could chew. After hitting a particularly lofty dune, Higgins went airborne for a ridiculous 180 feet before becoming intimately familiar with the finer points of gravity.
While Higgins nailed the jump, his landing fell short of wowing the judges. The impact very nearly broke his truck in two. Despite the mechanical mayhem, the driver walked away without a scratch, proving that occasionally miracles really do happen. You can check out the jump and the subsequent destruction below for yourself. Be warned: there's a fair bit of foul language.

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.