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Honda profit targets tumble in wake of Takata scandal

Takata's massive airbag inflator recall will likely do some damage to Honda's bottom line this year, according to the Japanese automaker's latest forecasts. The company will allocate 50 billion yen ($425 million) to fulfill costs related to the safety campaigns, Reuters indicates. The decision will reduce estimated operating profit by about 6.5 percent to 720 billion yen ($6.1 billion US) for the fiscal year ending March 31. In addition to lower profits, Honda also cut back its sales estimate for the year to 4.45 million vehicles from the previous 4.62 million, according to Reuters. This was largely due to lower-than-expected demand in Japan. "We are not seeing a big impact on sales in North America from the airbag issue," company vice president Tetsuo Iwamura (pictured above) told Reuters. The decreased forecasts come at the same time as the possibility of another death in a Honda vehicle from the Takata parts. According to Automotive News, a man in Florida died in a crash in his 2002 Accord, but investigators have not yet determined whether the inflator was the cause. However, the vehicle was included in a 2011 recall for the part and was not repaired. The family intends to file a lawsuit alleging the inflator ruptured, spraying metal shrapnel into the driver's neck. Reportedly, the owner was never notified of the recall. While the Takata inflator recall is affecting many companies with alleged links to at least five deaths and 139 injuries worldwide, Honda has it among the worst. Including vehicles covered under the previous regional repair campaign for the issue, the automaker needs to repair roughly 5.4 million vehicles just in the US. Honda has taken action by employing suppliers other than Takata to supply some of its replacement parts for the recall. The business is also reportedly switching airbag suppliers for the next-gen Accord and possibly the 2016 CR-V and Odyssey.

Acura NSX roadster finally on its way this year?

Autobild put together a slideshow forecasting various convertibles due to arrive from 2018 to 2023. The long-prophesied Acura NSX roadster graced the first slide, reportedly prepped for market launch later this year at a price of 200,000 euros. That's about 13,000 euros more spendy than the hardtop, a relative bargain. Don't call your Goldman private banker yet, though — that Autobild slide is likely as close as any of us will get to said roadster this year. We've been doing the hokey pokey with the droptop NSX for at least six years now. In 2012 an eager enthusiast corps thought a European patent might have revealed the convertible supercar, only to realize it was Acura protecting Tony Stark's screen gem in The Avengers (pictured). In 2016, Autocar reported that Honda viewed the NSX as a platform for experiment and tests of developing technology that "help [ Honda] understand where the brand is going." Those brand explorations meant Honda was "contemplating convertible, lightweight, non-hybrid and all-electric versions." In 2017, Internet snoopers happened on patent images for a droptop coupe first dubbed the "Baby NSX," then potentially the ZSX after more snooping dug up a trademarked name. Even though production plans for a "Small NSX" actually did exist, dated to before 2008, the Small NSX/BabyNSX/ZSX turned out to be the Honda Sports Vision GranTurismo entry when Honda couldn't make a business case for the genuine article. Here we are staring down the same wishing well. Last year Acura sold 137 NSXs in the U.S. through the end of Q1, and so far this year only 67 coupes found buyers in that time. We know the NSX is a halo car, but halos work to best effect when they're visible. So all we know now is that the talented hybrid would do well with any variant that would get it more visibility, of the top-down kind, the Type R kind, perhaps a road-legal, non-hybrid GT3 kind, or any other. Related Video:

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.