SKU: 31225074568

Tie Rod End Set for Mitsubishi Lancer, Citroen C4 & Mitsubishi ASX - CI1317

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Description

Tie Rod End Set for Mitsubishi Lancer, Citroen C4 & Mitsubishi ASX - CI1317Vehicle Fitment & Part Details Tie rod end set for selected Citroen C4 Aircross, Citroen C4 Cactus, Mitsubishi ASX, Mitsubishi Lancer and Mitsubishi Outlander applications, cross referenced to listed OE numbers. Confirm compatibility by matching the listed fitment details and any OEM reference numbers supplied. Verify VIN engine. Key Details SKU CI1317 Component Tie Rod End Set Configuration Set Specs Ball Pin Thread: M10x1. 25; Housing Thread: M14x1.

Vehicle Fitment & Part Details

Tie rod end set for selected Citroen C4 Aircross, Citroen C4 Cactus, Mitsubishi ASX, Mitsubishi Lancer and Mitsubishi Outlander applications, cross-referenced to listed OE numbers. Confirm compatibility by matching the listed fitment details and any OEM reference numbers supplied. Verify VIN/engine.

Key Details

SKU
CI1317
Component
Tie Rod End Set
Configuration
Set
Specs
Ball Pin Thread: M10x1.25; Housing Thread: M14x1.5; Small Cone: 13.45 mm; Big Cone: 15 mm; Length: 78 mm

Listing Highlights

  • Listed for selected Citroen C4 Aircross, Citroen C4 Cactus, Mitsubishi ASX, Mitsubishi Lancer and Mitsubishi Outlander applications shown in the fitment table.
  • Cross-referenced to listed Citroen, Mitsubishi and Peugeot OE numbers for compatibility checking before ordering.
  • Supplied specifications include thread dimensions, cone dimensions and length for part matching.

OEM Reference Numbers

  • Citroen: 1607502480
  • Citroen: 381774
  • Citroen: 4422A002
  • Mitsubishi: MN161077
  • Mitsubishi: MR548285
  • Mitsubishi: 4422A052
  • Peugeot: 1607502480
  • Peugeot: 381774
  • Peugeot: 4422A018

Alternate OEM Search References: 1607502480, 381774, 4422A002, MN161077, MR548285, 4422A052

Product Specifications

Specification Value
Ball Pin Thread M10x1.25
Housing Thread M14x1.5
Small Cone 13.45 mm
Big Cone 15 mm
Length 78 mm

Vehicle Fitment

Includes 10 supplied applications covering selected Citroen C4 Aircross and C4 Cactus models, plus Mitsubishi ASX, Lancer and Outlander MK II applications. Use the full table below to confirm make, model, year range, engine, power and any other rendered columns before ordering.

View Full Vehicle Fitment (10 applications)
Make Model Chassis / Platform Years Engine Power
Citroen C4 Aircross 2012- 1.6 HDi DV6C 84 kW
Citroen C4 Aircross 2012- 2.0 4B11 110 kW
Citroen C4 Cactus 2014- 1.2 VTi 82 EB2 60 kW
Citroen C4 Cactus 2014- 1.2 THP 110 EB2DT 81 kW
Mitsubishi ASX 2009- 2.0 Mivec 4B11 110 kW
Mitsubishi Lancer 2007- 2.0 Mivec 4B11 113 kW
Mitsubishi Lancer 2007- 2.0 Mivec 4B11 110 kW
Mitsubishi Lancer 2007- 1.5 4A91 80 kW
Mitsubishi Lancer 2007- 2.0 Mivec 4B11 115 kW
Mitsubishi Outlander MK II 2006-2013 2.4 Mivec 4B12 125 kW

Fitment Notes

  • Always match OEM reference number(s) and vehicle details before ordering. Verify VIN/engine.

Compatibility Verification Notes

  • Confirm compatibility using VIN, engine code, chassis / platform, OE reference and original part comparison before ordering.
  • Match the supplied fitment details to your vehicle, including make, model, year range and any listed engine information.
  • Compare the supplied identifiers to the original part, including OE reference, thread dimensions, cone dimensions and length where supplied.
  • Open-ended dates, such as "2012-", reflect supplier catalogue data and must be confirmed against the vehicle before ordering.
  • This listing is for part identification and compatibility checking only. Installation must be carried out according to the vehicle manufacturer's service information by a suitably qualified person.

Common Questions

Will this tie rod end set fit my vehicle?
This part (CI1317) is listed for the fitments shown on this page. Confirm by matching the fitment details. Verify VIN/engine.

What OEM part numbers does this cross-reference?
Cross-reference numbers are listed in the OEM Reference Numbers section above. Match at least one to your original part before ordering.

How do I confirm this is the correct tie rod end set?
Match the listed OE reference numbers, ball pin thread, housing thread, cone dimensions, length and vehicle fitment details before ordering.

How do I confirm fitment if there are multiple variants?
Compare the supplied fitment details, OE reference numbers, original part details and any listed variant information before ordering. Verify VIN/engine.

Shipping Notes
  • Free Standard Shipping on $100+ Orders to the USA.
  • Except Preorder products are shipped in 48 hours.
  • Delivery to the USA:
  1. Standard Shipping : 3-10 business days
  • If time is of the essence, please consider selecting expedited delivery for faster service.
Exchange/Return Notes
  • We offer a 30-day return/exchange service after receiving.
  • Final sale items are not eligible for returns or exchanges.
  • To process your return/exchange, please contact us at [email protected]
  • Please click here for more details>>> Return & Exchange Policy
SKU: 31225074568

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Whislin ducks
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These are the best for dry mouth at night. They mostly stay stuck. I say mostly because I have had a few come apart. I think that was my fault.
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Reviewed in the United States on February 20, 2026
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scott
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Reviewed in the United States on April 10, 2026
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GVG
San Leandro, US
★★★★★ 5
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Reviewed in the United States on May 24, 2026
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moangu
Natrona Heights, US
★★★★★ 4
Indicators framework done right
Format: Paperback
I have found this book really useful. I would say it could be useful also for anyone working in a large organization and dealing with the challenges, virtues and downsides of performance indicators methodologies, both for career development within the organization and for the organization's success. The book confirms the need to read Andrew Grove's (1983) High Output Management. And it reminds us that Peter Drucker's (1954) The Practice of Management is still relevant. I would highlight several ideas promoted by the book: First, regarding OKRs: the benefits of the transparency of OKRs, with all OKRs visible to the entire organization, from the CEO down to the lowest level employees; the recommendation of dual planning (annual and quarterly); the role OKRs should have on engagement, commitment and motivation; the importance of constructing and cascading OKRs in a meaningful way as opposed to by rote (set them and forget them), enthusiastic compliance instead of bureaucratic compliance; the need to have two kinds of goals (committed and aspirational); the need to encourage staff to define a portion of their OKRs, to let them develop their own objectives, a healthy proportion of alignment (top-down) and autonomy (bottom-up); the key role of culture and the impossibility sometimes of changing it without staff renewal; the recommendation to separate bonuses from the OKR cycle; the flexibility to adjust or discard OKRs mid-cycle; the real risk of big organizations at any time of having some significant percentage of people working on the wrong things; Second, all the discussion regarding performance management, the recognized futility and sometimes demoralizing effect of annual performance reviews, is very insightful. Other thoughts, not original from this book, but worth recalling: ideas are easy, execution is everything; the ideal number of direct reports to a manager should be somewhere between 7 and 20; the most important things need to get done first or they won't get done at all; not everything that can be counted counts and not everything that counts can be counted; transparency and accountability are two related but clearly different concepts, the latter rather an outcome, the former totally an output; moral suffers when people know they can't succeed. Unfortunately, the book has its shortcomings, most of them associated with the testimonies of OKR virtues. Particularly interesting is the case of Zume Pizza, presented as a success case (and OKR as one of the critical factors of that success story). However, we know now that the company bankrupted a few years after the book was published, showing that even the most successful venture capitalist is not always right, his knack for business not always foolproof. And also showcasing that OKRs might be necessary but certainly not sufficient. At any rate, since the book is complemented by a website (https://www.whatmatters.com/) I wish the author shared there a post-mortem, assessing what happened and the relationship between OKRs and that failure. On the other hand, the case of Bono's NGO could have been spared. Zero value added. And, maybe, also the one about the Gates Foundation. Both examples are part of the book's evangelizing, metaphor-ridden and inspirational tone, where billionaires are presented as driven only for the possibility of bringing happiness to humanity and not as real people, that take most of their decisions in the pursuit of money, power or fame.
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Reviewed in the United States on August 16, 2025
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mary Leach
Draper, US
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Format: Kindle
Use of OKRs is fantastic in any size business. Global goal setting and feedback- everyone in the company on the same page! Get ideas from all levels to solve problems and see improvements. Love it. Get input from everyone. Super great examples of how it works. Very good summary of each chapter at the back for quick refresh. Every business owner should read this book to make that company run well.
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Reviewed in the United States on November 7, 2025

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