2010 F350 Lariat 4x4,diesel,sunroof,nav,htd Lth,sync,18in Whls,31k,we Finance!! on 2040-cars

Auto blog

Ford Mondeo Hybrid could beat unloved diesels in Europe

Predicting changes in the European auto market isn't easy, and Ford is hedging its bets there with the introduction of the Mondeo Hybrid. The Blue Oval has no expectation of the electrified version of the sedan being a rollicking sales success, but the model is a fuel-efficient alternative in case the recent backlash against diesel turns into an outright ban somewhere. This is the first time Ford is selling a hybrid version of the Mondeo (a cousin to the Fusion in the US) in Europe. The vehicle pairs a 2.0-liter Atkinson cycle four-cylinder with a 1.4-kWh battery pack to make a total of 185 horsepower and emit 99 grams per kilometer of CO2. The Blue Oval expects to sell around 100,000 units of all versions of the sedan annually there, according to Automotive News Europe. However, fewer than 5,000 of those are predicted to be the gas-electric model. "Legislation around Europe is so different it's very difficult to predict," Roelant de Waard, Ford of Europe sales boss, said to ANE. "If you're betting only on one horse you might be lucky, but you also may be very unlucky." Ford is probably smart to have alternatives ready, and it also already offers the Focus Electric and hybrid C-Max there. Governments in Europe are rapidly turning against diesel, especially in France. The country considered offering buyers 10,000 euros ($11,300) if they trade in an old oil-burner on a new electric vehicle, and the prime minister calls backing the fuel for so long a mistake. The UK's Labour Party is making similar declarations. News Source: Automotive News Europe - sub. req.Image Credit: Ford Government/Legal Green Ford Emissions Green Driving Diesel Vehicles Hybrid Sedan

50 new vehicles by 2025: Ford making big push in China

SHANGHAI — Ford will launch 50 new vehicles in China by 2025, including 15 electrified vehicles, the U.S. firm said at an event in Shanghai on Tuesday, as it looks to rev up sales growth in the market and shift towards cleaner electric cars. Ford's sales in China have been weak in recent months, and the company is scrambling to come up with electric and hybrid vehicles to comply with strict Chinese quotas over production and sales for so-called new energy vehicles, or NEVs. The U.S. automaker is undergoing a broad review of its China operations, part of a strategic re-think under new Chief Executive Officer Jim Hackett, which will likely see the company focus on electric commercial vans as well as electric cars. "Between now and 2025, we will launch 50 new vehicles in China, and of those 50 new vehicles, 15 of them will be all-new electrified vehicles," said Peter Fleet, Ford's head of Asia Pacific, pointing to big growth in the "utility" segment. Fleet also said Ford's China revenue would grow by 50 percent over the same period. China is pushing automakers toward electric and hybrid petrol-electric vehicles, setting tough quotas for NEVs that come into play in 2019, and has signaled a longer-term shift away from traditional internal combustion engine cars. The major shift in the world's largest auto market has jolted some automakers, sparking a spate of recent electric vehicle (EV) joint ventures in the market. Ford has announced an EV tie-up with China's Anhui Zotye Automobile Co Ltd. "We've never seen change like we do today," said Ford Executive Chairman Bill Ford. "Everything is being disrupted" by the development of autonomous vehicles, trends such as ride-sharing and electric vehicles, he added. "It's clearly the case that China will lead the world in EV development, and so we at Ford are investing enormous amounts of money both here in China and globally to bring electrification into fruition." Reporting by Adam JourdanRelated Video: Image Credit: Reuters Auto News Green Plants/Manufacturing Ford Lincoln Electric Hybrid Shanghai Jim Hackett

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.