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Suzuki will road-test EVs in India, start production with Toyota in 2020

NEW DELHI — Japan's Suzuki Motor Corp will start testing prototypes of electric vehicles in India by October, its chairman said on Friday. "We will start road-running tests using a fleet of 50 EV prototype vehicles in India from next month in order to develop safe and easy-to-use EVs for Indian customers," Osamu Suzuki said at the Global Mobility Summit at New Delhi. The company would then launch EVs in India around 2020 in cooperation with Toyota, he added. However, Suzuki said that for EVs to become popular in India, there had to be well-developed charging infrastructure. "In this regard, we look forward to proactive leadership from the Indian government," he said. The government of Prime Minister Narendra Modi has a plan to electrify all new vehicles by 2030, a target many experts call ambitious. EVs are expensive due to the high cost of batteries which are still not manufactured in India, and carmakers say a lack of charging stations could make the proposition unviable. Suzuki, parent of India's top-selling automaker, Maruti Suzuki, would start production of lithium-ion batteries for automobiles at its plant in western India from 2020, Suzuki said. India is one of the world's fastest-growing car markets, but EV sales are negligible compared with millions of petrol and diesel cars sold every year. Suzuki said to meet India's environmental challenges, the government would have to look at hybrid and CNG (compressed natural gas) vehicles also.Related Video:

Junkyard Gem: 1991 Lexus ES 250

When the Lexus LS 400 first appeared here in late 1989 (as a 1990 model), sellers of German-made luxury sedans broke out in the shaky sweats and car shoppers flocked to see — and buy — this well-built statusmobile that retailed for about 60% of the price of the cheapest S-Class. Not attracting nearly as much attention at the time was the other introductory vehicle of the Lexus brand: the ES 250. Sold here for just the 1990 and 1991 model years, the first-generation ES was the most Camry-like of its kind and the hardest to find today. Here's a '91 in a San Francisco Bay Area yard. All of the ESs for the model's first couple of decades were based on the Camry, so they benefited from the Camry's famous reliability while suffering from its not-so-exciting image. Toyota made a good effort to make the 1990-1991 cars look something like their LS big brothers, but their Camry origins are quite obvious from most angles. Later ESs got more distinctive body panels and sales got stronger when that happened. Power came from this 2.5-liter V6, which was the hairiest engine available in the 1991 US-market Camry. 159 horsepower, which was pretty good for a car like this in the early 1990s. A five-speed manual transmission could be had in the ES 250 and ES 300 through the 1993 model year, but those early-1990s American car shoppers wishing for a midsize luxury sedan with three pedals generally opted for an Audi or BMW, with most of the rest settling on the Acura Legend. I'll keep looking out for a five-speed ES in a car graveyard, of course, but finding any first-gen ES has been a tough challenge in itself. This one got within 252 miles of the 200,000 mark, not bad for a typical 1991 car but also not especially impressive for a member of the Camry family. The interior was much nicer than what you got in any Camry, but junkyard shoppers have hit this one hard and its opulence no longer shines through. Toyotas had some variation of this switch from the late 1970s and into our current century. This version comes straight out of the Cressida. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. That Lexus noise-testing room sure is impressive! This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings. Good in the rain, too. This content is hosted by a third party. To view it, please update your privacy preferences. Manage Settings.

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.