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Toyota mulling Cummins diesel for Tundra?

When Bloomberg spoke to Toyota USA Sales CEO Kazua Ohara recently, we highlighted his comments on the possible return of the Toyota Supra. However, the interview started with Ohara discussing the Tundra, and how it would take time to pinpoint and hone the pickup truck's brand image in the minds of consumers. That effort could get a boost, with a report in Edmunds saying that Toyota is "evaluating" the addition of a Cummins turbodiesel to the Tundra's engine options.
The Cummins powerplant is one of two options for the moment, the other being a hybrid powertrain. If the oil-burner got the thumbs-up, Toyota would follow the recent example of Nissan, which announced it would put a Cummins turbodiesel into its 2015 Titan. While the two Japanese companies make a closer comparison since they're both talking about Cummins applications in light-duty trucks, if it happens, it could be seen as further diluting the once-exclusive tie-up that Ram trucks has had with Cummins even though Ram has used Cummins in its heavy-duty truck.
Toyota hasn't said when it will decide on which direction to take, but either will be a move for the better in the view of segment watchers; PickupTrucks.com said the first of its top-five fixes for the Tundra would be a better engine, perhaps a diesel-electric hybrid from Toyota's Hino unit. Cummins told Edmunds it can supply a second manufacturer with the 5.0-liter diesel that Nissan will be using, so we wouldn't be surprised to see it end up in a Toyota or somewhere else.

Economy-car buyers increasingly get the best deal on technology

One of the great things about technology is – with the exception of Apple products – consumers get more for their money every year. For example, the first 1GB USB drive I bought in 2005 cost me $30. Today you can get 10 for that price, delivered to your door thanks to Amazon. The same goes for car tech. Features such as navigation and Bluetooth started out on high-end vehicles before trickling down to entry-level cars. Same with driver assist features ranging from rearview cameras to forward collision warning with automatic emergency braking — so now it's not only rich people who are protected in car crashes. I've found that this democratization of tech has reached a point where amenities on low-cost cars can be as good — and sometimes even better — than those on vehicles costing tens of thousands of dollars more. While attending a media event for the launch of the all-new 2019 Toyota Corolla Hatchback, I was impressed by the car's cool styling and go-kart performance. Equally noteworthy is the amount of standard tech on the low-cost hot hatch. (Pricing will be announced later this month, but expect it to come in a bit higher that the current Corolla iM's roughly $19,000 base.) Even the base SE CVT trim of the 2019 Corolla Hatchback comes with an 8-inch touchscreen and Toyota's Entune 3.0 infotainment system. Among other features, Entune 3.0 provides Wi-Fi capability, Amazon Alexa connectivity, the Entune App Suite for integration of smartphone apps such as Pandora and Yelp and, for the first time in a Toyota, Apple CarPlay (but no Android Auto). The 2019 Corolla Hatchback is also the first North American vehicle to get the second-generation Toyota Safety Sense (TSS) suite of driver assists that's also standard on the base model. TSS 2.0 includes Toyota's Pre-Collision System (forward collision warning with automatic emergency braking) with new daytime and low-light pedestrian detection and daytime cyclist detection features, lane keeping and lane departure alert with steering assist, auto high beams, adaptive cruise control, and road sign detection. While the 2019 Corolla Hatchback sets a new benchmark in standard tech on a budget-mobile, competing cars aren't far behind. The 2018 Honda Fit LX, for example, includes forward collision warning with automatic emergency braking, lane departure warning and assist and adaptive cruise, while the automaker's Lane Departure Mitigation and Lane Watch camera system is added the two top trims.

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.