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Nissan EV design is diverging in three directions

As the movie awards season kicks into high gear, Nissan design chief Shiro Nakamura appears to be implying that his company's electric-vehicle design prospects are about to go from Philomena into The Wolf of Wall Street territory. Nakamura, speaking with Motor Authority at the Detroit Auto Show last week, allowed that the design of the five-seat Nissan Leaf is fairly conservative and will remain so given that the model continues to be the most practically-minded EV from the company. In the near future, though, Nissan is planning to head in different directions. Specifically, an all-electric sports car and a two-seat commuter vehicle that could come with in-wheel electric motors that will allow the designs to get more radical. How radical? Well, we've heard Nissan may bring the BladeGlider concept (pictured) it unveiled at the Tokyo Motor Show late last year to production. It has a narrow front and wider rear and a 1+2 seating arrangement. Beyond that, Nissan has the two-seat Esflow concept vehicle it showed off in 2011 that could provide some hints, since it's expected that some of the design components from that car will be worked into the upcoming production models.

Nissan previews new Sport Sedan Concept ahead of Detroit debut

When the Cobo Center opens its doors in a couple of weeks for the Detroit Auto Show, there'll be plenty of new metal on display - and this is the latest.
Nissan announced today that it will bring a new Sport Sedan Concept to the Detroit show, releasing the short statement below accompanied by the teaser image above. Expected to hint at the next Maxima, the concept "previews a new energetic design direction that amplifies Nissan's legendary approach of applying sports car principles to a sedan."
That's about all Nissan is saying for now, so we'll have to wait a while longer to find out more. But the concept will be joined on the show floor by the IDx Freeflow and IDx Nismo concepts that'll be showcased for the first time in North American after their debut at the Tokyo Motor Show over a month ago.

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.