Complete Vehicle

On July 16, as a right-hand drive GAC Trumpchi M8 PHEV slowly rolled off the production line, GAC Group officially reached the milestone of producing its 30 millionth complete vehicle. From the first complete vehicle rolling off the line to breaking through the 30 million mark, GAC has traversed a 29-year development journey. This number is not merely a report card on the scale of a car manufacturer, but also encapsulates the evolution of China's automotive industry: from starting with joint ventures and growing independently to breaking through in new energy globalization. In the current era of deep industry reshaping and escalating competition, GAC's 30 million moment combines the persistence of the manufacturing original intention with transformation strategies for the future, offering a referenceable practical path for the high-quality development of Chinese car companies.

The underlying support for the 30 million scale is the long-term persistence on quality and safety. As one of the earliest car companies in China to carry out joint venture cooperation, GAC systematically absorbed mature experiences of Honda's comprehensive quality management and Toyota's lean production in its early development, and combined it with its own practice for fusion innovation, forming a quality management system with unique characteristics. This quality gene runs through the entire chain from R&D to manufacturing. Before the launch of each new car, it must undergo extreme environment tests such as 'Five Highs, One Mountain, One Dust' (high cold, high heat, high altitude, etc.), complete 'Two Winters and One Summer' on-site road tests, covering over a thousand verification sub-items for the whole vehicle; at the production end, represented by the GAC AION Smart Eco Factory, digital intelligent manufacturing guarantees the stability of mass production quality, becoming the world's first new energy vehicle lighthouse factory. Safety technology and service guarantee are increased simultaneously, forming the second line of defense of quality. The eight key systems of the Xingling Security Guard System feature dual redundant designs, the Magazines Battery installed on 1.5 million vehicles with over 160 billion kilometers of safe driving, and the industry-first independent brand 'Three Responsibilities' policy, forming a complete closed loop from technology bottom layer to service bottom line. In the stage where China's car market shifts from incremental to stock, the core ruler of user choice is returning to the essence of products. GAC's 30 million user trust accumulated over 29 years is essentially holding the bottom line of manufacturing that 'quality is not waived', which is also the core foundation of China's automotive industry from becoming large to strong.

Another signal of this milestone ceremony is the comprehensive acceleration of GAC's electrification and intelligence transformation. The 29,999,995 to 29,999,999 complete vehicles shown on site are all new energy models, covering six brands: GAC Honda, GAC Toyota, GAC Trumpchi, GAC AION, GAC Hyper, and Qijing Auto; and the right-hand drive Trumpchi M8 PHEV as the 30 millionth vehicle was finally delivered to a Thailand owner's hands, linking the two major trends of new energy transformation and globalization going out. Data confirms the actual results of the transformation. In the first half of this year, GAC Group's overall sales were 773,100 vehicles, a year-on-year increase of 2.35%; among them, new energy vehicle sales increased by 68.8% year-on-year, and overseas exports broke through 120,000 vehicles, a year-on-year increase of 132%. Under the industry background where the fuel car market is generally under pressure, new energy and exports are becoming the dual engines pulling growth. This growth is built on long-term R&D investment. As of now, GAC's cumulative R&D investment has exceeded 62 billion yuan, and its global R&D team has over 6,800 people. From Xingyuan Power's three technical routes, to the Quark Electric Drive with efficiency breaking 99%, to the completion of the all-solid-state battery pilot production line and the continuous evolution of Xingling Architecture, technical reserves are gradually being converted into product competitiveness. Unlike the path of some car companies betting solely on independent new energy, GAC promotes dual-line transformation of joint ventures and independence, forming a collaborative and complementary new energy matrix. In the current situation where joint venture car companies are generally facing transformation pain, this model retains the quality and manufacturing advantages of the joint venture system, and uses the technology vitality of the independent sector to drive overall upgrades, exploring a feasible direction for the electrification of joint venture brands.

The accumulation of 30 million users further validates the industry consensus of 'user-centric'. Current car market competition has long extended from the product end to the full lifecycle experience, and user operation capability has become an important component of the brand moat. GAC's practice lands on mechanism and service ends. On the mechanism level, it regularly holds face-to-face exchanges of 'User Open Mic', establishes demand full-process closed-loop management, and sets up a dedicated user insight department, guaranteeing user voices reach the decision layer from the organizational structure. On the service network level, it promotes channel sinking to counties, plans to add 1,000 county-level authorized stores this year, launches 'Super Steward' to achieve rapid response, and improves user experience with efficiency improvement. To address the charging pain points of new energy users, GAC built a '9 Vertical 10 Horizontal' charging network, with over 27,000 self-operated charging piles, achieving 'a station within 1 kilometer straight line' in core urban areas, alleviating user anxiety with infrastructure perfection. From 'selling products' to 'operating users' is a common transformation direction in the industry, and GAC's practice shows that user operation is not marketing jargon, but needs to be implemented in a full chain from organization, channels to ecosystem. 30 million users are both the accumulation of past reputation and the starting point of the future user ecosystem. Only by truly placing user demands in the core position can scale effects be converted into continuous brand value.

Looking back at the node of 30 million vehicles, GAC's development track is a microcosm of the upgrade of China's automotive industry, from learning advanced manufacturing experience through joint ventures, to independent mastery of core technology to achieve overtaking by changing lanes, and then participating in global competition with new energy products. In 29 years, Chinese car companies have completed the leap from catching up to running side by side, and then to leading in some fields. Behind the number of 30 million is the era trend of the entire industry from scale expansion to value leap. 30 million is not the end, but the starting point of a new round of competition.