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Next-gen Toyota 86, Subaru BRZ could arrive by 2021

If these rumors are true, a small but dedicated core of fans could be in for a treat. According to Japan Times — and citing unspecified "sources" — Toyota and Subaru are developing a next-generation 86 and BRZ, with a possible launch around 2021. The new car(s) would reportedly have more power, improved handling and newer safety features. According to the report, the rear-drive sports coupes could do away with the current 2.0-liter engine in favor of one with a larger 2.4-liter displacement. The Japan Times sources say the next-gen 86 will also have a lower center of gravity, which will translate to an improvement on the car's already impressive cornering stability. Theoretically, the 2.4-liter in question could be the new FA24 mill used in the upcoming Subaru Ascent crossover that's turbocharged to produce 260 horsepower and 277 pound-feet. That output would be a mammoth jump from the current Toyobaru pair, and it seems doubtful that's what possible second-generation cars would get. Nevertheless, it's at least consistent with recent comments from Toyota engineer Tetsuya Tada that indicated a more powerful, turbocharged 86/BRZ would not be possible unless there was a new, next-generation model. In an interview with Australia's CarAdvice, Tada said, "I do like turbos, however if we come up with a turbo version of the 86 and boost up the power that would result in the necessity of changing the basic configuration completely, to come up with a car that I would be satisfied with." "One characteristic of the 86 is that in terms of the front balance it's slightly front loaded so it makes the handling more fast and agile," he continued. "So if we were to come up with a turbo version, we would have to go change the weight balance between the front and the rear. That means we have to come up with a completely new platform, so it's not about just changing or slight modification in the engine parts." Note that "we have to come up with a completely new platform" does not equal "we are coming up with a completely new platform." He could be talking strictly hypothetically, it could be a wink-wink nudge-nudge implication that his team is already hard at work, or things could've just been a bit fudged in translation. In any event, as hopeful as we are about the possibility of a new generation of Subaru BRZ and Toyota 86, we can't help but maintain a healthy dose of skepticism that the partnership will continue as the Japan Times report suggests.

Automakers paying Chinese dealers for lower-than-expected sales

The Chinese dealers vs. foreign manufacturers story won't quit. It began with a story on the struggles faced by FAW-Toyota joint venture dealers, with supposedly 95 percent of the showrooms losing money, and 10 percent of them doing so poorly that they'd have to exit the business. The problem is mandated sales targets, most set when the country's economy was racing. Now that things have slowed, China's dealers are swimming in unsold cars and the costs to keep them. In the case of FAW-Toyota, dealers asked Toyota to hand over 2.2 billion yuan ($355 million) to help address the situation. That was followed by a report noting the issues that Honda, BMW, and Nissan dealers are having with the same issue, revealing that the Chinese Automobile Dealers Association (CADA) had taken the highly unusual step of writing to the Chinese government to complain. Now Reuters reports that CADA is not only pressing its case even harder, it's being open about it: it announced that BMW agreed to pay dealers 5.1 billion yuan ($820 million) to alleviate poor profits last year. Unnamed sources said Audi has thrown 2 billion yuan into the kitty for subsidies, and Daimler has contributed "about 1 billion yuan" to its dealers. The battle isn't just about 2014, but how business will be run in 2015 as well: Chinese Porsche dealers have requested the automaker lower its 2015 target of 64,000 cars, which would be a 40-percent increase on its 2014 sales of 46,931 vehicles. One analyst called it "shocking" that the CADA has taken its fight public, while CADA comments continue to imply that dealers have been railroaded to the cliff's edge without recourse. "Due to the difference in status," it's deputy secretary said, "individual dealers are not willing to, or don't dare to, talk frankly with the carmakers...." Both parties need one another, so they'll figure out a way to make it work – but that could mean acknowledging the Chinese market is behaving more like a mature one, not an emerging one. News Source: ReutersImage Credit: Lintao Zhang/Getty Images Earnings/Financials Audi BMW Porsche Toyota Car Dealers Luxury

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.