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Ford overlooks the Big Apple in the 2015 Mustang Convertible [w/video]

Ford has done it again. Like in April of 1964, there is once again an all-new Mustang Convertible sitting on the observation deck of New York City's Empire State Building. This has been in the making for a little while, with the first report that Ford would recreate the sky-high publicity stunt coming out a few weeks back.
The process of getting the Mustang up there wasn't exactly easy. A Troy, MI-based company chopped up the new droptop, a necessary evil to get the Mustang on the Empire State Building's only freight elevator that runs to the 86th floor observation deck. But it was slightly more involved than just taking the car apart. The company, DST, built a mockup of the ESB's freight elevators, and then practiced its cuts on a second pre-production Mustang Convertible (measure twice, cut once).
The result of all this work are the images you see above. Yes, sitting in the crisp, morning air of midtown Manhattan, over 1,000 feet up, is this brilliant, Triple Yellow Mustang. Take a look up top for our gallery of images from today's event. You can also scroll down for videos and images of the process leading up to the ESB debut.

Ford lowers MPG ratings on six vehicles

Ford has announced that it will be lowering the fuel economy ratings on a number of its 2013 and 2014 model year vehicles after an error was discovered in the company's internal testing data. The EPA has been notified.
Worryingly for Ford, the vast majority of the vehicles affected are hybrids, including the C-Max, Fusion and MKZ in both hybrid and plug-in varieties (where applicable). Also covered as part of the rerating is the entire lineup of 2014 Fiesta engines, with the exception of the ST, including the turbocharged, three-cylinder EcoBoost.
The C-Max was originally rated at 47/47/47 mpg, but dropped to 43/45/40 last year and now to 40/42/37.

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.