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Ford shutters Genk assembly plant in Belgium

Ford has become the latest automaker to close one of its European assembly plants. The facility in question is located in the Belgian city of Genk and has been in operation since the early '60s when it started building the Taunus, Ford's first mass-produced, front-drive model. As part of the plan first announced over two years ago, the Genk Body & Assembly Plant is now closing its doors after half a century in the business and over fourteen million vehicles built. Although the plant itself employed some 5,000 workers, once you take into account the suppliers built up around the plant, the overall impact on employment in the area edges closer to 12,000. Genk Body & Assembly had until recently been tasked with producing the Mondeo sedan (which in its current iteration we know as the Fusion) as well as the S-Max and Galaxy minivans. Production of the Mondeo shifted in 2013 to the company's plant in Valencia, Spain, which also handles the Kuga crossover and Transit Connect cargo van, and will soon take over the minivans from Genk as well. The move follows a similar decision undertaken by General Motors to close the Opelwerk plant in Bochum, Germany. It also reflects a scaling down of automobile production in Belgium specifically: although Audi still manufacturers in Brussels and and Volvo in Ghent, Opel closed its plant in Antwerp in 2000 and Renault ceased production in Vilvoorde back in '97. However Ford still maintains its famous proving ground half an hour to the north in Lommel, Belgium. News Source: AutovisieImage Credit: Kristof Van Accom / AFP / Getty Plants/Manufacturing Ford plant ford s-max ford galaxy

New upscale Ford Taurus revealed in Shanghai

As much as the Ford Taurus may have going for it, we wouldn't classify it as a luxury sedan as much as a mass-market one. The story is different in China, however, where Ford has introduced an altogether more upscale version of the Taurus. Shown this weekend at the Shanghai Motor Show, the Chinese-market Taurus is longer and more luxurious than the sedan we know on these shores. For starters, its wheelbase has been stretched from 113 inches to 116. That means more legroom for the rear seat; useful in a market where the vehicle's owner is often chauffeured. Those rear seats can power-recline as well, with adjustable lumbar support and massage function. A fold-down armrest holds with controls for the seats, air-con and audio system. And panoramic sunroof tops the whole affair. That commodious cabin is wrapped in revised sheet metal that's designed to look decidedly more upscale as well. Power is provided by a 2.7-liter twin-turbo EcoBoost V6 of unspecified output but which produces 315 horsepower in the Ford Edge, 325 in the F-150 and 335 in the Lincoln MKX. This version of the Taurus is earmarked specifically for the Chinese market for the time being, and set to be produced locally at the Changan Ford plant in Hangzhou. Scope out the images in the slideshow above and the details in the press release below for a closer look at Ford's new Chinese flagship. Related Video: 2015-4-18 | Shanghai, China New Ford Taurus Sets a New Benchmark for Large Sedans in China - Ford Taurus, a new premium business sedan for China, combines expressive design, exceptional craftsmanship and advanced technology - Taurus is the latest vehicle delivered as part of Ford's commitment to bring 15 new world-class vehicles to China by 2015 - Powerful, confident and inviting exterior design is matched by a spacious and elegant interior with carefully chosen materials for a sense of prestige - New high-output twin-turbo 2.7-liter EcoBoost V6 engine offers effortless power with high efficiency - Taurus will be manufactured at new $760 million Changan Ford Hangzhou plant Introducing a new premium sedan for discerning Chinese business customers, Ford today unveiled the new Ford Taurus at a special event in Shanghai. Designed especially to meet the needs of the Chinese market, the vehicle brings the historic Taurus nameplate to China for the first time.

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.