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Watch a Ford Bronco casually jump a McLaren 720S

Michael Cox can't stop jumping his classic Ford Bronco. He's jumped it on the beach. He's jumped it in the desert. He's jumped it at racetracks. Now he's jumped it in Hoonigan's backyard playground. Upping the ante on this one, he completed the jump while a modded McLaren 720S drifted underneath.  For those who don't know Michael Cox, he's a builder, racer, mad man extraordinaire who's worked with BMW and Porsche and specializes in off-road racing. Possibly more famous than the man is the vehicle he's known for driving, a custom-built Bronco that sports a cat-themed desert camo wrap.  Technically, this is not the first time Cox has visited Hoonigan and jumped his Bronco. But last time, the Bronco soared over nothing but tire crumbs and those tiny pebbles that get stuck in tread. This time, the stakes grew significantly, as a custom 720S drifted under the Bronco while it was in the air.  After a few donuts, Cox first tries a jump over a flatbed trailer. Once he easily clears that obstacle, Hoonigan brings the McLaren into the picture. Watch the video above to see a few crazy men show total disregard for the cost of a supercar.  This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

NHTSA probing 2000-2003 Ford Taurus and Mercury Sable models over throttle issue

A potential issue with the speed control cable collar has got the 2003-20003 Ford Taurus and Mercury Sable under the spotlight of the National Highway Traffic Safety Administration. If the collar breaks it can cause the throttle to be stuck open.
The issue is limited to vehicles with the 3.0-liter V6 Duratec. There are just 50 complaints so far out of 310,000 cars, but the NHTSA has begun an investigation into whether a recall should be issued.

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.