一億輛車首尾相連有多長？以 4.5 米車長計算，足以環繞地球 11 圈，若算上更長車型，最多可達 12 圈——呢係上汽集團過去七十余年所走過嘅路，亦係與一億用戶同行嘅距離。

呢條路，注定唔係坦途。1955 年初創之時，邊個諗過會有一億次交付？可七十余年裏，上汽就係在一道又一道嘅轉彎處，將每一次猶豫變成咗篤定，將每一次挑戰釀成咗從容——好似極咗《小美滿》裏面嗰句「既然是路一定有轉彎，邊個風景都漂亮」。

而走到今日，站喺一億輛嘅坡頂上，前方係智能電動時代嘅深水区，係全球化競爭嘅新棋局，上汽冇喺回望中停留唔前，而是伸出手去夠更遠嘅遠方——正如《明天會更好》所唱，「唱出你嘅熱情，伸出手你雙手」。

2026 年初夏，上海北外灘世界會客廳，江風裹住濕潤嘅暖意。「繡球花」小合唱團嘅小朋友站成錯落嘅階梯，清亮嘅童聲先唱起《小美滿》嘅輕快，又轉入《明天會更好》嘅悠揚。就喺呢啲歌聲入面，一輛智己 LS9 Hyper 緩緩駛上舞臺，鑰匙被交付俾上汽第一億位用戶——Momenta 行政總裁曹旭東。上汽，成為咗中國汽車工業歷史上首個達成呢個里程碑嘅汽車集團。

揀選呢兩首歌，似乎係一種唔經意嘅默契。《小美滿》唱係把尋常日子過成詩，把一路嘅顛簸都看作風景——呢正係上汽七十余年從手搓鳳凰到合資合作、從自主創新到智電轉型嘅寫照麼？每一步都唔容易，但每一步都走得踏實而心安。《明天會更好》唱嘅則係向前嘅力量，係伸出手去擁抱未知嘅勇氣——呢正係上汽此刻正喺做緊嘅事麼？從傳統製造商向生態科技型企业轉身，從中國走向全球 170 餘個國家同地區，一億輛唔係終點，而是下一程嘅新啓程。

歌聲未落，遠喺倫敦，實習醫生 Natalia Nobes 亦接過咗 MG4 EV Urban 嘅鑰匙，正式成為上汽集團第 100,000,001 號車主。祖父嗰台經典 MGB 係佢童年回憶入面最耀眼嘅一抹紅，如今佢終究握住咗屬於自己嘅方向盤。

喺同樣一日，類似嘅故事還喺全球範圍內不斷上演。喺印度尼西亞雅加達，足球名將埃吉·毛拉納·維克里正式成為五菱 Eksion 嘅車主；喺新加坡 DHL 供應鏈先進區域中心，高級副總裁 Herbert Vongpusanachai 接過上汽大通 eDeliver 5 嘅鑰匙——從安亭到柳州，從藍田到太原，從南京到上海，交付燈光喺全球數十座城市同時亮起。

每一把鑰匙嘅轉動，都係「一點一滴小美滿」喺普通人生活中嘅真實響，而每一次出發，都喺「敲醒沉睡嘅心靈」，將更好嘅明日帶到更多角落。

繼續領跑中國汽車業

據上汽集團發布嘅最新銷量數據，5 月份上汽集團實現整車銷售 34.9 萬輛，1-5 月累計銷售 165.1 萬輛。

作為對比，今年前 5 個月，比亞迪集團嘅累計銷量為 140.5 萬輛；吉利集團嘅累計銷量為 118.22 萬輛。

上汽集團繼續領跑中國汽車行業。

相比銷售總量嘅上升，上汽集團喺各個細分市場嘅表現更值喺關注：今年 5 月，上汽自主品牌銷量達 26.3 萬輛，同比增長 14.7%；今年前五個月，上汽自主品牌累計銷量達 117.3 萬輛，同比增長 8.6%。

更為值喺提嘅係，自主品牌喺上汽集團嘅銷量佔比正喺快速提升，數據顯示，1-5 月上汽自主品牌嘅銷量佔比達到咗 71.1%，比去年同期提升咗 7 個百分點，大型汽車集團靠合資品牌支撐嘅歷史正喺改寫。

喺飛躍發展嘅自主品牌入面，上汽大通同上汽乘用車嘅表現最為搶眼：5 月上汽大通銷售 2.6 萬輛，同比增長 43.7%，1-5 月累計銷售 10.9 萬輛，同比增長 24.4%；上汽乘用車 5 月銷售咗 10 萬輛，同比上升 37.7%，1-5 月累計銷售 43.4 萬輛，同比大漲 42.5%。

喺自主品牌興起嘅同時，新能源車亦迎來咗「全線大漲」：今年 5 月，上汽新能源車銷售 18.2 萬輛，同比增長 46.5%；1-5 月累計銷售 59.5 萬輛，同比增長 13.2%。

其中，智己汽車 1-5 月累計銷售 3.2 萬輛，同比大漲 114.6%；上汽乘用車新能源車累計銷售 17.4 萬輛，同比激增 195%；上汽大通新能源車累計銷售 3.4 萬輛，同比增長 63.3%；上汽通用五菱新能源車累計銷售 25.5 萬輛。

除咗自主新能源表現搶眼之外，合資新能源亦開始奮力向上。5 月上汽通用新能源車銷售 1.3 萬輛，同比大漲 75%，旗下新車至境 E7 上市首月就實現咗交付破萬嘅成績。同樣嘅故事亦喺上汽大衆身上上演，5 月上汽大衆新能源車銷售近 1 萬輛，同比增長 34.3%；剛剛上市嘅 ID.ERA 9X 累計交付超過 7000 輛。

喺國內市場承壓，中國汽車瘋狂湧入海外市場嘅大背景下，出口強勢嘅上汽集團依然表現搶眼。數據顯示，今年前 5 個月，今年 1-5 月，上汽海外市場累計銷售 58.9 萬輛，同比增長 45.9%。

上汽最大嘅海外銷售市場係歐洲，今年前 5 個月，名爵喺歐洲市場累計銷售咗 15 萬輛，同比增長 20%，繼續坐穩「中國品牌歐洲銷量冠軍」嘅寶座。

懂車更懂用戶

之所以能夠引領中國汽車行業，係因為上汽好懂消費者。

2026 年 5 月 28 日，上汽集團迎來咗全球第一億台車型嘅交付，呢係中國汽車產業發展嘅里程碑事件，亦係上汽集團實力嘅最好展現。

自 1955 年，上海內燃機配件製造公司成立開始，上海汽車工業正式起步，1958 年，第一輛「鳳凰牌」轎車問世，實現上海轎車製造「零嘅突破」。1983 年第一輛手工組裝嘅桑塔納下線，上汽正式開啟合資合作之路。

此後，上汽又喺 1997 年組建起上海通用（今上汽通用），並同步建設咗中國第一家合資嘅專業汽車設計研發中心，為中國汽車人才嘅培養貢獻咗極大嘅力量。2006 年自主品牌榮威誕生，2016 年推出全球首輛互聯網汽車榮威 RX5；2020 年高端智能電動品牌智己汽車成立，向智電時代全面進軍。

從無到有，從有到優，上汽集團不僅係中國汽車工業發展嘅親歷者，更係有力嘅推動者——每一步都像歌入面唱嗰樣，「既然是路一定有轉彎」，但上汽喺每一個彎道都從容轉向，把每一個轉角都變成咗風景。

而呢入面嘅每一次發展，都係對用戶需求嘅最好響應。技術嘅溫度，最終落進每一個用戶嘅日常。售價僅六萬多元嘅榮威 i6 全系標配 8155 芯片同豆包大模型，華境 S 全系搭載華為乾崑智駕 Pro，尚界 Z7 系列配備 ADS 4.1 同 896 線激光雷達——讓每一次通勤少一分焦慮，每一次泊車多一分從容，呢係「懂車更懂你」最樸素嘅註腳。

喺上海安亭、喺廣西柳州、喺陝西藍田、喺江蘇南京、喺山西太原，一個又一個嘅車主分別拿到咗大衆 ID. ERA 9X、華境 S、五菱 榮光純電版、依維柯 聚星 EV、紅岩 i·傑獅重卡嘅鑰匙，開啟咗新嘅人生旅程。

開放融合，向生態科技型企業轉型

一億輛嘅背後，亦上汽集團全球化佈局嘅結果。

目前，上汽喺海外建立咗超 100 個零部件生產基地、超 3000 個經銷商網絡，建成倫敦等 3 大研發創新中心及泰國、印尼、印度、巴基斯坦 4 個生產製造中心，並組建咗中國第一、全球領先嘅整車物流自營船隊——安吉物流擁有各類滾裝船 42 艘，8 條國際航線覆蓋東南亞、歐洲、美洲等主要市場。上汽產品同服務已遍佈全球 170 餘個國家同地區，海外累計銷量突破 700 萬輛。

能夠喺全球範圍內持續熱銷，係上汽始終秉持「懂車更懂你」用戶理念嘅結果。懂車，係對核心技術嘅極致追求；懂你，係把每一項前沿科技精準落地為用戶可感知、可享受嘅美好出行體驗。

為咗能夠讓消費者享受到更優異嘅用車體驗，上汽與全球頂尖嘅合作夥伴攜手並進，持續升級。

喺十幾年時間入面，上汽拿出咗近 1900 億元嘅研發投入，獲得咗超 24000 項有效專利，構筑起上汽最寬嘅技術護城河。

喺技術路線上：上汽從傳統製造商，轉型為以「智慧腦、健壯身、強勁心」定義智能電動車嘅科技企業；以創新技術為錨，快速構建起一個足夠硬核嘅技術標籤與一條日見清晰嘅商業護城河。

而行業唯一乘用車/商用车 L4 雙牌照；「端到端」智駕大模型量產；與 OPPO、豆包打造領先智能座艙；智己全球首搭千問大模型，尚界全系標配華為乾崑智駕，以及行業首創嘅「主/被動一體」安全系統、數字底盤、線控轉向、「恆星超級增程」同 MG4X 配備嘅半固態電池等等，都係上汽加速轉變嘅結果。

一系列技術嘅加持，亦讓產品有更多嘅競爭力，喺過去嘅 5 月，上汽集團旗下共有十餘款新車上市，半固態電池、線控轉向、AI 大模型等先進技術全面量產。唔只如此，上汽仲喺加速相關生態嘅佈局，開始從「製造商」向「生態科技型企业」轉變。

公開資料顯示，自 2021 年上汽啟動戰略直投以來，已經累計投資超 180 億元，推動 24 家企業 IPO。而喺 2025 年新增投資入面，近七成集中喺 AI、人形機器人、高端製造等「新質生產力」領域，呢充分展現咗上汽對前沿技術同產業變革嘅前瞻佈局。

對內圍繞座艙、底盤、動力等核心業務強化關鍵部件佈局，強化內生發展動能，對外深化協同，投資 AI、機器人等新興賽道，積極開展前瞻佈局，拓展未來增長空間。

此外，上汽大衆 ID. ERA 9X 用上 Momenta 嘅智駕方案，上汽首位具身智能人形機器人員工——「能仔 1 號」，喺別克至境 E7 電池量產線上崗等，亦都係上汽開放融合發展嘅結果。

一億輛，唔係終點，而係新嘅起跑線。當「繡球花」合唱團嘅小朋友唱完最後一句，江面上嘅餘暉正好灑喺智己 LS9 Hyper 嘅車身上。嗰啲歌聲入面嘅「小美滿」，會隨著每一輛車駛向唔同嘅家庭、唔同嘅國度；而「唱出你嘅熱情，伸出手你雙手」嘅行動哲學，則藏喺每一個方向盤後面嘅眼神入面，藏喺每一座海外工廠嘅流水線上，藏喺每一次技術突破嘅實驗室燈光入面。上汽用七十余年證明：偉大嘅旅程，從來唔係靠等待更好嘅明日，而係靠無數個日子入面，把雙手伸向遠方，把車輪駛向未來。車輪不息，歌聲不止——呢大概就係中國汽車工業最動人嘅敘事。

当下15万级纯电紧凑型SUV市场竞争激烈,深蓝S05与海狮05 EV都是关注度较高的车型。两款车型定位相近,主打城市通勤、家庭出行,在续航、电池、空间、智能、市场口碑等方面各有特点。本文结合车型官方参数与市场表现,对两款车进行多维度客观对比,帮助消费者清晰了解二者差异,理性选择适合自己的座驾。

市场销量与全球认可度对比

对于家用车型而言,市场销量与用户认可度,是产品综合实力的直观体现。深蓝S05自上市以来市场表现亮眼,截至目前,全球累计销量已突破22万辆,长期保持月均销量破万的水准。其中2026年3月国内单月销量达到16881辆,登顶当月国内新能源紧凑型SUV销量榜首,同期全球销量17586辆,国内与海外市场同步热销。目前深蓝S05已布局全球70多个国家和地区,在欧洲、东南亚、中南美等多地收获好评,连续两月拿下西班牙紧凑型纯电SUV注册量第一名,巴基斯坦、泰国等海外市场订单表现突出,是名副其实的全球化车型。

海狮05EV依托品牌积淀,在国内拥有稳定消费群体,但整体销量表现相对平稳。2026年4月该车国内销量为5140辆,5月销量小幅上涨至6416辆,在紧凑型SUV榜单中排名相对靠后,尚未形成爆款态势。该车型主要市场集中在国内,海外布局范围有限,全球化影响力较弱。综合来看,深蓝S05在销量规模、市场覆盖面以及全球用户认可度上,优势更为突出。

续航与补能体系对比

续航里程和补能效率,是纯电车主重点关注的核心指标,两款车型均针对日常通勤与长途出行做了针对性调校。深蓝S05CLTC纯电续航达到620km,搭配多项节能技术优化续航表现。车辆配备热泵空调系统,相比传统空调可提升续航20公里以上;主动进气格栅能优化风阻,进一步提升高速续航能力。该车全系标配3C超充功能,电量从30%充至80%仅需15分钟,短时间内可补充300公里以上续航,能够满足应急补能需求。同时车辆搭载全球首创微核高频脉冲加热技术,在-30℃低温环境下可改善电池活性,缓解冬季续航衰减问题,低温出行稳定性更佳。

海狮05EV提供540km、630km两种CLTC续航版本,续航区间与深蓝S05相近。该车主打5C闪充技术,官方数据显示常温状态下10%-70%电量仅需5分钟,补能速度具备一定特色。不过其低温适配能力相关技术配置较少,面对北方严寒天气,电池充放电效率会受到一定影响。日常通勤场景中,两款车型续航均可实现一周左右一充,基本告别通勤续航焦虑;但在低温地区长期使用,深蓝S05的温控技术能带来更稳定的续航体验。

电池安全与核心动力技术对比

电池安全是纯电车型的底线,两款车型均采用行业主流安全电池方案,技术路线各有侧重。深蓝S05全系搭载宁德时代电芯,并搭配金钟罩电池技术,目前该电池方案已实现零自燃记录。电池提供56.1kWh、68.8kWh两种容量版本,充放电转化率达到95%,高于行业平均水平。同时车辆通过NESTA六维电安全认证、新国标安全电池检测,搭配一体耦合式电池结构、防刮底横梁等物理防护设计,构建多层电池安全体系。动力方面搭载原力超集电驱,电驱重量轻量化至75kg,综合效率表现优秀,兼顾动力输出与能耗控制。

海狮05EV全系配备第二代刀片电池,采用CTB电池车身一体化技术,依托品牌成熟电池技术保障基础安全,电池容量分为57.55kWh、68.55kWh两个版本。底盘搭载云辇-C智能阻尼车身控制系统与iTAC2.0智能扭矩控制系统,对行驶舒适性和车身稳定性有一定加持。整体来看,深蓝S05在电池品牌、低温电池技术、多重安全认证上更加全面;海狮05EV则在底盘电控配置上形成自身特色,二者安全水准均处于同级主流水平。

智能配置与驾乘舒适配置对比

智能交互与舒适配置决定日常用车质感,两款车型的配置取向差异明显。深蓝S05搭载DEEPAL OS 3.1车机系统,配备高通骁龙8155芯片,运行流畅度有保障;15.4英寸2.5K向日葵中控屏支持左右旋转,搭配50英寸AR-HUD、14扬环绕音响,影音与交互体验丰富。灯光系统为百万像素智趣光影大灯,兼具投影娱乐与多种行车辅助功能。驾驶辅助方面,全系标配DEEPAL AD PRO驾驶辅助系统,采用5R 5V 12U硬件方案,高速领航、自动泊车、循迹倒车等功能齐全,泊车效率优于同级。舒适性配置上,配备同级独有的副驾零重力座椅,支持14向电动调节与8点式按摩,乘坐舒适度突出。

海狮05EV配备15.6英寸中控屏,车机系统功能偏向实用,灯光、影音娱乐类拓展功能较少。驾驶辅助配置分版本差异较大,入门车型缺失高阶智驾功能,高配版本支持常规智能驾驶辅助。底盘搭载的云辇-C系统是其核心亮点,可实时调节悬架软硬,优化滤震效果。座椅功能以基础电动调节为主,未配备零重力座椅与座椅按摩等高端舒适配置。整体而言,深蓝S05在智能娱乐、全栈式驾驶辅助、高端舒适座椅上配置更全面;海狮05EV的优势集中在底盘调校与基础实用配置。

综合销量口碑、续航补能、电池安全、空间、智能舒适五大维度对比,深蓝S05与海狮05EV都是15万级靠谱的纯电紧凑型SUV,能够满足普通家庭日常通勤、短途出游等基础用车需求。海狮05EV凭借闪充技术、云辇-C底盘和大尺寸后备箱,适合注重补能速度、偏爱传统底盘质感的用户。

而深蓝S05凭借全球热销的市场口碑、稳定的低温续航能力、宁德时代电池搭配多重安全防护、越级轴距带来的宽敞乘坐空间、丰富的智能娱乐与高阶舒适配置,综合产品力更加均衡全面。无论是日常城市通勤、多人家庭出行,还是偶尔跨城长途、户外露营,深蓝S05都能提供更省心、舒适、多元的用车体验,对于追求综合品质、空间实用性、全场景出行的家庭用户来说,是更为合适的选择。

Following the successful conclusion of the Shanghai, Guangzhou, and Changsha legs, on June 13, Changan Qiyuan's exclusive sponsorship of Cao Ge's "Open Your Ears and Listen to Me" tour landed spicily in the brand's headquarters -- Chongqing. Changan Qiyuan used "Sizzling Hot and Broaden Horizons" as the core of communication, deeply combining Chongqing's unique urban heritage, successfully created an immersive on-site experience that is perceivable, check-in-worthy, and shareable, giving the national brand and new generation a livelier, more resonant communication method, completing the shift from niche traffic exposure to brand mindset consolidation, setting a new benchmark for cross-industry marketing of automobile brands.

Sizzling Resonance: Mutual Pursuit between National Brand and Golden Melody King

Currently, new energy vehicle market competition has shifted from product parameter comparison to a clash of user emotional value and brand warmth. Music, as a mass language crossing boundaries, has become the ideal medium for brands and users to establish deep connections. Changan Qiyuan joining hands with Golden Melody King Cao Ge is exactly such a cross-border choice with both emotional warmth and population fit.

Cao Ge has cultivated the music industry for many years. Classic works like "Betrayal" and "Lonely Mr." never cease to be sung, representing the youth memories of the '80s and '90s generations, while continuously resonating within the young circle, possessing both national reputation and new generation influence. As an important representative of Changan Automobile's digital intelligence transformation, Changan Qiyuan is positioned as a "National Premium New Energy Brand", always focusing on user groups who love life and pursue quality. They embrace the travel innovation brought by smart technology and cherish emotional connections with warmth, having a natural closeness to music and stars. Based on this highly fitting user mindset, Changan Qiyuan joined hands with Cao Ge to start a music cross-border journey, using music as a bond and passion as resonance, allowing brand warmth to naturally penetrate boundary circles, truly realizing deep emotional links between brand, product, and users.

Sizzling Breaking Circles: Passionate Collision between Mountain City Characteristics and Product Experience

From Shanghai, Guangzhou, to Changsha, Changan Qiyuan has continuously leveraged the emotional penetration power of the music circle and Cao Ge's influence, constantly unlocking new scenarios for brand and young user communication. Every stop is not just a stage performance, but an emotional connection face-to-face, heart-to-heart with users, continuously conveying the brand's original intention: "Making the Mobile Home Fully Happy".

For this Chongqing leg, Changan Qiyuan maximized the brand's home turf momentum of the "Headquarters". Chongqing's bold and hot city IP, three-dimensional and scattered mountain city topography, plus the internet-famous city attribute that everyone loves to check-in and share, provided perfect soil for offline scenario marketing. Using "Sizzling Red" as the main visual style, creating a theme exhibition booth, deeply integrating Chongqing's city temperament with the product's young expression, forming strong visual memory points.

In addition, Changan Qiyuan not only set up a Cao Ge co-frame check-in booth, narrowing the distance between stars, fans, and the brand, but also combined with trend modification culture, setting up a new Q05 Itasha painting exclusive check-in area, adapting to young user social sharing needs, igniting a brand "Sound Wave" craze. Changan Qiyuan integrated the three-dimensionality of the "Mountain City", the emotional sense of "Sizzling Hot", and the communication sense of "Internet Celebrity", into the offline booth and interactive experience, making the product a touchable, photo-worthy, shareable social symbol on site, successfully enabling young users to achieve a mindset conversion from "Seeing the Brand" to "Remembering the Brand".

Global Pattern: Accelerating from Local Hot Sales to Global Stage

As an important representative of Changan Automobile's digital intelligence transformation, Changan Qiyuan has always adhered to the positioning of a "National Premium New Energy Brand", with the brand image of "Responsible, Warm, and Capable", continuously deepening user value and brand warmth. At the Chongqing stop, Changan Qiyuan not only accompanied Cao Ge and fans throughout the journey, but also conveyed the brand's concept of "Making the Mobile Home Fully Happy" in daily travel and on-site interactions.

It is worth mentioning that Changan Qiyuan's all-new Q05, as a strategic model built for the global market, with the superior product value of "All CATL Batteries, Great Intelligence, Spacious Vehicle", became the on-site check-in focus, echoing the brand's positioning of "National Premium".

Continuously gaining user recognition in the market. In May, Changan Qiyuan overall delivery was 34,528 units, among which the all-new Q05 delivered 15,954 units, retaining the compact SUV sales champion title; on May 28, the all-new Q05 launched in Thailand, only 3 days, order numbers broke through 3,000 units, blockbuster strength extended from domestic to overseas.

Cross-border Deep Plowing: Building New Brand Upward Momentum with Five-Dimensional Linkage

Changan Qiyuan joining hands with Cao Ge's tour is not a simple brand exposure, but through a combination of "In-depth IP Binding + Local Scenario Customization + Product Landing Conversion + User Long-term Operation", exploring a more distinctive cross-border marketing system, creating a five-dimensional linkage marketing closed loop of "Music + Celebrity + Brand + Product + User", becoming a benchmark landing project for Changan system digital brand transformation. After the Chongqing stop, the tour will continue to land in Hefei, continuously releasing cross-border momentum to help brand upward.

Looking at Changan Qiyuan's brand upward journey, cross-border marketing has long become Changan Qiyuan's brand distinct background color. From adopting the national treasure Mang Cancan, joining hands with Tongliang Dragon Football, Portuguese National Team, to J-10C cross-border co-branding, "Angry Birds" global IP co-creation, to this time deeply integrating music tour with city culture and user scenarios, Changan Qiyuan has always carried out diversified cooperation around user interests and lifestyles, continuously enriching the interaction forms between brand and users. Subsequently, Changan Qiyuan will continue to take high-quality products and thoughtful service as the cornerstone, continuously deepening the cross-border operation system, deepening the emotional bond between brand and users, joining hands with the vast user base to rush to the new future of intelligent travel.

This is the best of times, this is the worst of times.

Recently, the China Association of Automobile Dealers released some worrying data. The auto dealer inventory warning index for April stood at 62.1%, above the growth and decline line; meanwhile, the inventory coefficient is also rising, with the integrated inventory coefficient for auto dealers in April reaching 1.89. Industry insiders point out that long-term high inventory will encroach on dealers' operating funds, increase their interest expenses and liquidity risks, and may exacerbate the contradiction between dealers and original equipment manufacturers (OEMs).

Coincidentally, it is not just passenger cars that have been hit hard. The latest data released by the China Association of Automobile Manufacturers has also sounded a warning for the commercial vehicle industry—its overall inventory coefficient has risen above the warning line of 1.8, and the inventory cycle in some heavy truck market segments has exceeded 90 days. To digest inventory, a new round of price wars has quietly broken out in multiple regions, with terminal discount margins expanding again.

As a media outlet that has long focused on the automotive industry, Car Culture saw a historical mirror spanning 170 years in this spreading price competition—In 1854, the 'Coketown' dominated by interests written by Charles Dickens in 'Hard Times' has never truly disappeared.

As the global automotive industry accelerates its transformation towards new energy and intelligence, and Chinese automakers head to the global market at an unprecedented speed, ESG construction has long ceased to be a dispensable decoration in corporate annual reports; it is now a core capability determining whether an enterprise can weather the cycle. Among them, supply chain ESG is the key chain connecting the upstream and downstream of the industry, determining the health of the sector. In the current situation where the industry generally falls into the vicious cycle of 'trading price for volume', the sustainability report released by Foton Motor for 2025 provides a sample worthy of in-depth analysis for us to observe how Chinese commercial vehicle enterprises solve the inherent contradictions of industrial civilization.

The Reenactment of Dickensian History and Foton's Starting Point for Breakthrough

In classic works such as 'Hard Times', 'Oliver Twist', and 'David Copperfield', Dickens recorded the three core contradictions at the beginning of the Industrial Revolution with a pen that was almost journalistic documentary. Among them, in 'Hard Times', the factory owners in Coketown, in pursuit of profit maximization, alienated workers into attachments of machines, revealing the value distortion caused by capital's pursuit of profit; in 'Oliver Twist', the tragic fate of children from the lower classes exposed the reality that the dignity of workers was systematically ignored; the experience of 10-year-old David being exploited in the bottle washing factory in 'David Copperfield' reflected the cruel logic of cost pressure being transmitted unidirectionally downward in early supply chains.

These contradictions from 170 years ago still have clear projections in today's automotive industry. Taking the commercial vehicle industry discussed in this session as an example, from 2024 to 2025, the price war in the commercial vehicle market continued to escalate, with terminal price reductions for models in some market segments exceeding 10%. To maintain its own profits, some leading automotive enterprises directly transferred cost reduction pressure to upstream suppliers, requesting annual price reductions of more than 10%.

The result of this pressure being transmitted layer by layer is that the average profit margin of traditional non-core component enterprises was compressed to below 3%, with a large number of small and medium-sized enterprises struggling on the brink of break-even; downstream channel ends were also under pressure. Data from the China Association of Automobile Dealers shows that in 2025, the loss-making rate of commercial vehicle dealers nationwide reached 52.6%, with a profit contribution of -22.3% for new car sales business; while truck drivers at the end of the supply chain bore the pressure of continuously falling freight prices, with freight rates for some short-distance city distribution routes falling to 0.8 yuan/km, and the average freight rate for medium-to-long distance trunk transport dropping 42% compared to 2020.

This model of 'squeezing profits upstream, pressing prices downstream, and being squeezed at the terminal' is eroding the long-term competitiveness of the entire industry. Of course, Foton Motor is also in this industry environment. Its overseas exports in 2025 reached 164,000 vehicles, creating a new historical high, but it also faced multiple challenges such as the EU CBAM carbon tariff and increasingly strict supply chain ESG reviews in European and American markets; during the new energy transformation process, the industry average cost proportion of the three-electric systems exceeded 40%, and also faced cost reduction pressure.

But unlike most enterprises, Foton Motor did not choose to transfer pressure unidirectionally to the upstream and downstream of the supply chain, but instead took the construction of the whole chain ESG as the core handle for breaking the situation, attempting to explore a more sustainable development path.

Foton's Practice: Responding to Historical Propositions with Win-Win of the Whole Value Chain

The contemporary value of Dickens' works lies in the fact that it always reminds us that the ultimate purpose of development is people, not profit. The whole value chain ESG system built by Foton Motor, covering 'upstream suppliers-middle manufacturing-downstream dealers-terminal users', just responds to the three core propositions raised by Dickens back then.

To address the value distortion caused by capital's pursuit of profit, Foton constructs a symbiotic supply chain through green synergy. It is reported that the company established a supplier lifecycle ESG management system, incorporating environmental, social, and governance indicators into the entire process of supplier access, audit, evaluation, and exit. In 2025, Foton completed the certification of 58 green suppliers, covering core modules such as engines, gearboxes, and axles.

Unlike simply suppressing purchase prices, Foton helps suppliers reduce costs and increase efficiency through technical empowerment and resource sharing. Among them, the supplier rooftop photovoltaic plan is the most representative. In 2025, it assisted 283 suppliers in building a total of 1,901 MW of photovoltaic power generation facilities, directly reducing the energy costs of partners, while also promoting the low-carbon transformation of the entire supply chain.

To address the imbalance of benefit distribution in the supply chain, Foton creates a community of interests through ecological empowerment. Faced with the survival dilemma faced by dealers, Foton completed transformation training for 1,658 dealers in 2025, innovatively launched a three-level channel system of 'Ecological Store, Smart Store, Retail Store', and built 8 dealer ecological ports.

This system helped dealers transform from a single vehicle sales dealer to a comprehensive service provider integrating 'sales + charging and battery swapping + used cars + leasing + maintenance and repair', opening up multiple profit channels for them. At the same time, Foton signed 'Integrity Commitment Letters' with all suppliers, establishing a relatively fair and transparent cooperation mechanism, guaranteeing the reasonable interests of each link in the supply chain.

In addition, to address the lack of dignity for workers, Foton permeates humanistic care throughout the whole chain. Within the enterprise, Foton implements a human engineering improvement plan, introducing customized effort-saving mechanical arms and hydraulic lifting tables in heavy labor posts such as tire assembly and battery installation, reducing manual handling of heavy materials by 30% year-on-year.

At the supply chain end, Foton requires all suppliers to strictly abide by labor laws and regulations, with full coverage of compliance and quality training for key suppliers in 2025 reaching 100%. At the terminal, Foton supported the 'Truck Driver Escort' special action through donations, focusing on the living conditions of logistics practitioners. These measures reflect the enterprise's respect for every worker in the supply chain.

People-Oriented, The Correct Approach for Chinese Cars Going Global

In fact, with Chinese automotive enterprises accelerating their global layout, we are facing not just a competitive pattern of 'price is king', but entering a new era where 'compliance is competitiveness'.

The EU 'Corporate Sustainability Due Diligence Directive' (CSDDD) clearly requires that enterprises must be responsible for human rights and environmental impacts of their entire supply chain; violators will face fines of up to 5% of global turnover; the EU Carbon Border Adjustment Mechanism (CBAM) officially implemented in 2026 directly incorporates carbon emission costs into the price system of imported goods. This means the development model relying on low-cost expansion is unsustainable, and supply chain ESG capabilities are becoming the pass to enter the international market for Chinese automotive enterprises.

Foton Motor's forward-looking layout has given it a certain head start in global competition. It is reported that through the construction of a whole value chain ESG, Foton proactively met the compliance requirements of major overseas markets: in Europe, Foton's electric light trucks and VAN models obtained WVTAEU whole vehicle type certification, which is one of the highest thresholds in the European market; plus the EU heavy vehicle carbon emission VECTO certification, this means Foton's carbon data has been recognized by European regulatory agencies, successfully entering the European green transportation system.

In addition, Foton Motor has deeply gained the recognition of global partners: local factories in Thailand, Brazil, and South Africa have been put into production smoothly; the global 12 millionth vehicle rolled off the line at the Brazil factory; in the Australian and African markets, Foton received bulk new energy bus orders; in the Middle East, it delivered 1,000 customized school buses to Saudi customers in batches.

Industry analysts point out that Foton Motor's model provides an important reference for the Chinese commercial vehicle industry; supply chain ESG is not a cost burden for enterprises, but an effective means to enhance supply chain resilience and long-term competitiveness. When enterprises no longer view upstream and downstream as opponents in a game, but as partners for joint growth, the results of their development can be shared by every participant in the supply chain, and the entire industry can achieve truly high-quality development.

Car Culture Says:

'This is the best of times, this is the worst of times.' Dickens' famous quote still applies to China's automotive industry today. We possess the world's largest automotive market, the most complete industrial chain system, and the most advanced new energy technology; this is the best of times; but we also face many challenges such as involution in price wars, prominence of supply chain contradictions, and increased pressure for global compliance; this is the worst of times.

170 years have passed, the technical form of industrial civilization has undergone earth-shaking changes, but how to balance capital pursuit of profit with social equity, and how to ensure that the results of development benefit everyone, remains the fundamental question we need to answer. Foton Motor's practice tells us that ESG is not only a digital report, but a more sustainable development concept with more humanistic touch. When more and more Chinese automotive enterprises plant the concept of people-oriented into supply chain construction, we can not only create more competitive products, but also output a fairer and more inclusive industrial civilization to the world, allowing Chinese automobiles to truly enjoy global reputation with the 'Chinese Solution'. （Written by | Ouyang）