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Toyota C-HR stays sharp from prototype to production

Scion is dead. While the troubled brand was given 13 years to make a case for itself, it never quite succeeded. And that's a shame, because we're pretty confident that this, the production-spec Toyota C-HR would have been one of its biggest hits. Instead, when it arrives in the US, it will be as a Toyota... where it will still likely be a big hit. The new small CUV made its debut after literally years of teasing concepts, the most recent of which was shown late last year in Los Angeles, where it was badged as a Scion. After seeing that car, it's quite clear that Toyota has strained itself to translate its style to the real world. Up front, there's clear inspiration from the Toyota Auris/Scion iM. But aside from the front, the C-HR's biggest inspiration appears to be the Nissan Juke. View 14 Photos It's like Toyota has tried to go even further, though. Its wheel arches are flared even more aggressively and they feed into a strong character line on the lower portion of the doors. In back, Toyota's designers seem to have just rotated the Juke's taillights 180 degrees while they sit below an extremely fast rear window. Said window is integrated into today's latest design trend, a floating roof. Mechanically, the C-HR rides atop Toyota's New Global Architecture, which is Japan's answer to Volkswagen's MQB architecture. Power comes from a hybrid drivetrain, good for a relaxed 120 horsepower. If you don't want hybrid power, Toyota will sell the C-HR with the Euro-market Auris' turbo 1.2-liter engine, but we almost certainly won't see that here in the US. Instead, American drivers will probably be left with nothing but a 2.0-liter, naturally aspirated four-cylinder. That engine will be exclusively paired with a continuously variable transmission that sends power to either the front- or to all four wheels. So there's Juke inspiration, but not in the driving character. Toyota says it will build the C-HR Hybrid in Turkey. We don't know if that facility will handle US-market vehicles or just Europe, but we wouldn't be surprised to see additional facilities come online to produce this stylish little bugger. Related Video: TOYOTA C-HR Toyota's Fresh New Take on the Crossover 2016 Toyota Motorshow Geneva Making its world debut at the 2016 Geneva motor show, the C-HR gives Toyota a powerful new presence in the crossover market.

Toyota has now sold over 7 million hybrids

You take your victories where you can. In Toyota's case, that means disclosing the cumulative total of hybrid sales since the first Prius was sold in Japan in 1997. And that number is impressive. During its monthly conference call discussing sales, Toyota representatives noted that the automaker has sold over 7 million hybrids during the past 17 years. The Japanese automaker started selling the Prius in the Japan in 1997 (and in US in 2000) and firmly established itself as the world's largest hybrid maker. Today, Toyota sells four Prius models as well as gas-electric versions of the Camry, Avalon and Highlander in the US. Of course, such big sales aren't always easy to match, and Toyota's been lagging behind 2013's numbers all year. Including its Lexus division, Toyota's green-car sales including the low-volume RAV4 electric vehicle fell 10 percent from a year earlier in September to just over 21,000 vehicles. Through the first three quarters of the year, Toyota's green-car sales were down 9.1 percent to almost 247,000 vehicles. That still dwarfs any other automakers' green-car numbers. Toyota crossed the 6 million hybrid threshold in January when it doubled the 3 million total from March 2011. Toyota will start selling its first mass-produced hydrogen fuel-cell electric vehicle in Europe next summer, and hopes that it will repeat the long-term success that the Prius has enjoyed, according to Automotive News Europe. For a transcript of the September sales call, click here.

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.