1931 on 2040-cars

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Ford is building this sweet back-to-basics SUV in Brazil

We're use to forbidden fruit teasing us in Europe. Hatchbacks and diesels from Renault, Citroën, Peugeot, Skoda, SEAT and Alfa Romeo have been a regular torment that we've grown accustomed to over the years. This vehicle, though, is one piece of forbidden fruit we aren't entirely sure we can get over. We need it.
It's called the Ford Troller T4, and if you accidentally read that as either "reborn Ford Bronco" or "Americanized Land Rover Defender," we wouldn't be rushing to correct you. It's a basic, badass SUV, and is the first new vehicle to come from Troller since Ford gobbled it up in 2007. For those with longer memories, you'll recognize this vehicle from the concept that preceded it, the Ford T-R Concept. The production model remains remarkably true to the T-R, as well as past Trollers, but it's a slightly more modern look overall, with LED taillights, contrasting colors
You'll have to bear with us on the details, as we've been forced to rely on the notoriously literal Google Translate to convert the original Portuguese into English, which means some of the details were lost along the way.

Roush getting back into sport compact business with Focus ST mods [w/video]

Roush Performance offers a whole raft of parts for folks looking to tune their Ford Mustang and F-150 models, and now Focus owners can start getting in on the hotted-up action, too. Owners of the 2012-13 Focus and 2013 Focus ST can now get a Roush cold-air intake system, and ST owners can also opt for a high-performance cat-back exhaust.
Although all of these components are now available for order, the parts will ship sometime in July; no word yet on pricing. Down the road, Roush will also offer styling upgrades for the Focus as well as performance tuning upgrades such as engine controller, suspension, wheels and tires. Scroll down for a quick video of what the Focus ST exhaust sounds like, as well as a Roush press release.

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.