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Datsun expands low-cost revival with new Mi-Do in Moscow [w/video]

Those who were disappointed when Datsun changed its name to Nissan over three decades ago may have been pleased to see the marque revived last year, even as a budget brand. Nissan's counterpart to its ally Renault's Dacia budget brand, Datsun has been steadily expanding its lineup of low-cost transportation for developing markets with the debut of the Go hatchback in India, the Go+ minivan in Indonesia and the On-Do sedan in Russia. And now it has returned to Moscow to reveal its fourth model, the Mi-Do.
Based closely on the On-Do sedan (which itself is based on the Lada Granta) the Mi-Do takes on a five-door hatchback bodystyle but with no more frills. It uses the same front-drive chassis with the same wheelbase as the sedan, but its chopped tail makes it a good foot and a half shorter overall. Into that compact shape, Datsun has fitted dual airbags, ABS and... well, that's about it. It's got a 1.6-liter, eight-valve inline-four kicking out a grand total of 87 horsepower to either a five-speed manual or a four-speed automatic. Bare bones, this is.
While delivery of the first On-Do sedans commences next month (with the first example going to an IT specialist in Omsk), the Mi-Do is set to begin delivery early next year. Scope out the video and press release below from the Mi-Do's reveal at the Moscow Motor Show.

Nissan adds 500 jobs in Mississippi for Murano production [w/video]

Nissan is bolstering its workforce at its Canton, MS factory, adding 500 workers for this fall's production kickoff of the heavily redesigned Murano crossover.
"The addition of Murano to our portfolio, coupled with the continued growth and success of the Canton plant, will move us even closer to our goal to build more than 85 percent of the vehicles we sell in the US right here in North America," said senior vice president of manufacturing, supply chain management and purchasing for Nissan's North American ops, John Martin.
The Murano will eventually be exported to over 100 markets and will be built alongside the current Xterra, Frontier, Titan and Armada. The addition of 500 jobs to the Canton facility elevates its total workforce past 6,000 people.

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.