On May 28, 2026, SAIC Motor's "Global 100 Millionth User Vehicle Delivery Ceremony" was held at the World Living Room of the North Bund in Shanghai. Over ten passenger car brands and nineteen models under SAIC, through the method of "Global Relay Delivery", traversed mountains and seas, crossed continents, and connected globally, making SAIC Motor the first Chinese automotive group to accumulate production and sales exceeding 100 million vehicles, casting a new milestone for the Chinese automotive industry.

In 1955, Shanghai Internal Combustion Engine Parts Manufacturing Company was established, marking the start of Shanghai's automotive industry. In 1958, workers hammered out the first "Phoenix" sedan, achieving a "zero breakthrough" in Shanghai's sedan manufacturing. For over 70 years, SAIC has witnessed and driven the entire process of China's automotive industry from nothing to something, from weak to strong: Santana rolled off the line in 1983, opening joint venture cooperation; Shanghai GM was established in 1997, creating the "Shanghai Speed" of 23 months from factory construction to vehicle launch; the independent brand Roewe was born in 2006, and the world's first internet car Roewe RX5 was launched in 2016; the high-end intelligent electric brand IM Motors was established in 2020.

Running through this journey is SAIC's user philosophy of "Understanding Cars, Understanding You Better". From the Santana localization community to Joint Venture 2.0 technology co-creation, from internet cars to full-by-wire chassis, solid-state/semi-solid-state batteries, and AI large models on vehicles — every leap is an upgrade of the "Understanding Cars" capability, and a continuity of the original intention of "Understanding You". 100 million vehicles, but also the concentrated fulfillment of 100 million users' trust.

The first 100 millionth vehicle delivery model, IM LS9 Hyper, is a masterpiece of SAIC's over 70 years of technical accumulation, ushering in a new era of the "New Three Major Components" for new energy vehicles. It is equipped with next-generation chassis technology, the industry-first full-by-wire four-wheel steering; next-generation intelligent driving hardware, 520-line ultra-view LiDAR + NVIDIA Thor chip, next-generation three-electric systems — whole-domain 800V high-voltage platform and Star Super Range Extender. Fully pre-embedded redundant capabilities for continuous evolution towards L3 and above high-level intelligent driving.

At the same time, IM LS9 Hyper is the first to equip SAIC's Gold Label Hurricane three-motor, calmly joining the Performance 3-Second Club; furthermore, collaborating with Purple Mountain Laboratories, globally launching "Intrinsic Security" technology, expanding the automotive safety boundary from "Physical Safety" to "Information and System Security", which is an essential security cornerstone of the AI era.

Behind the 100 million vehicles is SAIC's full-value chain closed loop covering six major sectors: passenger vehicles, components, mobility, services, finance, international operations, and innovative technology. From January to April 2026, SAIC's cumulative sales reached 1.302 million units, ranking as the China automotive sales champion for four consecutive months. Among them, independent brand sales reached 910,000 units, accounting for nearly 70%; new energy vehicle sales 412,000 units; overseas market sales 459,000 units, a surge of 50.2% year-on-year.

At the delivery ceremony scene, SAIC's full brands and full product matrix collaborated and exerted strength. Independent brands went all out: Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-Solid State Battery Version, Wuling Starlight 560, Maxus eDeliver5, Hongyan Heavy Truck, Yuejin Dana T1, Sunwin Pure Electric Bus, IVECO Juxing EV, etc. were successively delivered, covering multiple scenarios such as personal travel, family life, commercial operations, and logistics transport.

Joint venture brands concentratedly displayed "Joint Venture 2.0" results: Volkswagen ID. ERA 9X will globally launch equipped with the Momenta R7 Reinforcement Learning World Model, delivering over 7,000 units within one month of launch; Audi E7X plans to become Audi's first global model to implement L3-level autonomous driving landing; Buick Zhijing E7 is built based on the "Xiaoyao" Super Fusion Architecture, delivering over 10,000 units within one month of launch.

Starting from the main venue in Shanghai, the delivery scenes were continuously lit up in multiple domestic cities such as Nanjing, Liuzhou, Taiyuan, as well as in countries such as the UK, Indonesia, and Singapore, pioneering a new narrative method for Chinese automotive brands.

Behind this is the deep foundation of SAIC's global layout. SAIC is a pioneer of Chinese automotive enterprises "Going Global": owning over 100 parts production bases overseas, over 3,000 dealership networks, built 3 major R&D innovation centers including London, and 4 production and manufacturing centers in Thailand, Indonesia, India, and Pakistan; Anji Logistics owns 42 Ro-Ro ships of various types, 8 international routes covering Southeast Asia, Europe, and the Americas.

NOWadays, SAIC's products and services are distributed in over 170 countries and regions, with cumulative overseas sales breaking 7 million units. In 2025, SAIC launched the overseas "Glocal Strategy" (Global + Local), accelerating the shift from "Product Going Overseas" to "Value Chain Going Overseas", letting "China Smart Manufacturing" further go global.

The final focus of "Understanding Cars, Understanding You Better" is the travel life of every real user. "GetApp" founder Luo Zhenyu, as Huajing S No. 001 Experience Officer, from New Year's Eve speech praising Huawei Qiankun Intelligent Driving to entering the factory to witness the roll-off; Former German national football team member Yang Chen chose ID.ERA 9X, because its Golden Range Extender and Long-termism coincide; Cao Kailiang ordered a car for the whole family, then idol Jay Chou happened to become the Buick MPV Family Spokesperson; Charity blogger Liu Jia cut hair and gave company for left-behind children in Guangxi mountains for five consecutive years, Buick assisted immediately, he was moved by the Zhijing E7 "Perfect Cockpit". From self-media bloggers to village secretaries, from charity guardians to logistics enterprises — every user is a microcosm of real life, this is the most vivid interpretation of "Understanding Cars, Understanding You Better".

100 million vehicles is the phased answer sheet of SAIC's over 70 years of development, and is more of a new starting line for SAIC facing the intelligent electricity future "Second Entrepreneurship". In 2014, SAIC actively implemented the important instruction of "Developing new energy vehicles is the inevitable path for China to move from a car big power to a car strong power", taking the lead in comprehensive transformation. Twelve years later, from the "Leading the Charge" in intelligent electricity transformation to the "Ten Thousand Horses Galloping" in independent joint ventures, passenger/commercial use, domestic/overseas, SAIC will continuously use "Understanding Cars, Understanding You Better" as the user philosophy, letting technology innovation truly benefit every user.

From 1955 to 2026, from the first user to the 100 millionth user, from startup exploration to industry leadership — SAIC will continue to walk the 100 Million Mile Path together with global users and global partners, co-creating a new future for beautiful mobility.

Influenced by disturbances in the Middle East situation and a sharp rise in international fuel prices, the Australian automotive market is undergoing profound structural changes. Local residents' vehicle usage costs and living costs continue to rise, driving consumer demand to accelerate towards high cost-performance electric models.

Against this backdrop, Chinese automakers quickly seize the market with mature new energy technologies and affordable pricing, achieving significant sales growth and continuously squeezing the survival space of Japanese automakers. This year, Australia's vehicle imports from China exceeded imports from Japan for the first time, marking a fundamental shift in the Australian car market landscape that has persisted for many years.

Chinese Automakers Break Through Strongly, Traditional Japanese Advantages Continue to Loosen

The Australian car market has long been dominated by Japanese brands like Toyota, but market influence has accelerated in changing since the beginning of this year. Data from automotive research institution Cox Automotive shows that from January to April this year, BYD became the automaker with the largest sales growth in Australia, selling 13,269 more new cars year-on-year. Chery, Geely, Great Wall, and Jaecoo followed closely, jointly joining the top five spots for sales growth in Australia.

Sealion 7; Image Source: BYD

In stark contrast, Toyota, the market leader in Australia, saw a significant drop in sales, decreasing by 17,502 year-on-year, the largest decline in the industry. Japanese brands such as Mitsubishi, Nissan, and Mazda, as well as American Ford, all experienced varying degrees of sales contraction.

In recent years, the layout pace of Chinese automakers in Australia has continued to accelerate, with market penetration achieving leapfrog growth. From 2022 to date, the number of Chinese models on sale in Australia has grown more than five times, reaching 70 models, with a total of 11 Chinese automakers and 22 brands taking root in the local market.

From January to April this year, the overall sales share of Chinese brands in Australia rose to 25%, a significant leap from less than 15% in the same period last year. In contrast, Japanese automakers, despite occupying 40% of the Australian market share in the first four months of this year, having deep roots, and Toyota remaining the highest-selling automotive brand in Australia, growth has basically stalled under the continuous impact of Chinese cars, and market share is being gradually eroded.

Image Source: Toyota

The trend of changing the global automotive industry landscape is becoming increasingly obvious: this year, the total volume of cars imported by Australia from China exceeded the number imported from Japan for the first time, which includes both domestic Chinese brand models and foreign brand models produced in factories in China.

In the first four months of this year, Australia imported 107,196 vehicles from China, up 60% year-on-year; imported 94,500 vehicles from Japan, down 23% year-on-year; China surpassed Japan for the first time to become Australia's largest automotive import source country; meanwhile, Australia imported 72,689, 47,492, and 17,569 vehicles from Thailand, South Korea, and Germany respectively, all lower than the import scale from China, and the market competitiveness of Chinese cars significantly improved.

Cox Automotive analyst Mike Costello analyzes that Australia's new car annual sales are stable at around 1.2 million units, the market volume is solid, and with more Chinese automakers continuing to enter the field, the market share of traditional automakers will be further squeezed. "Chinese rise, Japanese decline" has become one of the core trends of the Australian car market.

Mike Costello said: "Simply put, the current market pattern shows the characteristics of rising market share for Chinese automakers and declining market share for Japanese automakers. Japanese brands still have substantial overall depth, but the overall growth rate of the Australian car market is only a few percentage points."

Oil Prices and Cost-Performance Resonate, Chinese Enterprises Lead the Australian New Energy Track

In this round of market changes, new energy vehicles have become the core force leveraging the change in the pattern. Previously, Australia's electrification progress lagged behind the global mainstream market for a long time, with consumers preferring traditional fuel vehicles. However, the skyrocketing oil prices triggered by the Middle East situation, combined with government car purchase subsidy policies, significantly activated local new energy consumption potential, and the electric vehicle market welcomed explosive growth.

In March this year, sales of electric vehicles in Australia accounted for nearly 20% of total passenger car and SUV sales, and market penetration speed significantly accelerated. Industry predictions suggest that sales of electric vehicles in Australia in 2026 are expected to reach 150,000 units, achieving an increase of about 50% compared to last year.

Relying on dual advantages of technology and price, Chinese automakers have already occupied a dominant position in the Australian new energy track. Data shows that Chinese automakers hold a 54% share of the Australian pure electric vehicle market, and the share in the plug-in hybrid market is as high as 76%.

In terms of specific sales dimensions, Tesla Model Y slightly leads the pure electric vehicle sales list, with BYD Sealion 07 (Sealion 7) following closely; in the overall electric vehicle sales list, BYD leads by a wide margin with cumulative sales of 14,406 units, leading the second-place Tesla's 8,485 units.

Image Source: Tesla

The new energy trend has covered the entire market of new and used cars. According to data from the Australian Automobile Dealers Association, the transaction volume of local used electric vehicles doubled in March compared to February, and market consumption heat continued to heat up.

James Voortman, CEO of the Australian Automobile Dealers Association, stated that rising oil prices, policy subsidy support, combined with the entry of a large number of high cost-performance Chinese electric vehicles, multiple factors jointly accelerated the popularization process of local pure electric and hybrid models.

James Voortman said: "Many people ignore one point: electric vehicles pouring into the Australian market have seen a significant price drop, and one core reason is the entry of a large number of high cost-performance Chinese models. Lowering the threshold for car purchase, no need to bear high fuel costs daily, and combined with policy subsidies, for consumers planning to buy new or used cars, electric models already possess extremely strong purchase attraction."

Compared to the high usage costs of traditional fuel vehicles, Chinese hybrid and pure electric models balance the core advantages of low purchase price and low-cost maintenance, precisely matching the current Australian public's need to reduce living expenses.

Mike Costello stated: "Currently, there is increased pressure on people's living costs, and more and more people tend to choose electric vehicles, and Chinese automaker products just fit these two major market demands. Chinese vehicle pricing is generally more advantageous, hybrid and pure electric vehicle technologies are mature, and product strength is outstanding."

From a market logic perspective, the fuel-saving and durability advantages of Japanese fuel vehicles are gradually being offset by the comprehensive cost-performance of electric vehicles in the era of high oil prices, which is also one of the core underlying logics of the continued weakness of Japanese brands and the rapid rise of Chinese automakers. As the electrification wave continues to deepen, the market position of Chinese brands in the Australian market is expected to be further consolidated.

Satu ratus juta kenderaan, apakah konsepnya?

Jika 100 juta kenderaan disusun berbaris, ia hampir boleh mengelilingi khatulistiwa Bumi sebanyak 10 pusingan. Jika diberikan kepada sebuah kumpulan automotif China, ia dinamakan SAIC.

Pada Mei 2026, Kumpulan SAIC secara rasmi menghantar kepada pengguna pertama miliari di dunia, menjadi kumpulan automotif pertama dalam sejarah automotif China yang mencatatkan jumlah hasil dan jualan terkumpul melebihi 100 juta kenderaan. Ini bukan satu drama solo seorang jenama, sebaliknya sebuah penampilan kolektif tahap sistem.

Pada saat ini, SAIC Maxus sebagai teras utama kenderaan komersial ringan bagi Kumpulan SAIC, bersama jenama utama Maxus dan jenama Yuejinnya sendiri, naik ke zon penghantaran estafet: Jenama Maxus menghantar 100 juta dan 9 kenderaan, Jenama Yuejin menghantar 100 juta dan 12 kenderaan. Dua jenama ini, bersama-sama menampung separuh daripada pencapaian 100 juta penanda aras kenderaan komersial ringan dalam kumpulan.

Berbeza dengan kemajuan solo jenama kereta persendirian, SAIC Maxus mengikut jalan "sinergi dua jenama, pertumbuhan dwilaluan tenaga baharu". Jenama Maxus dengan pandangan "Dunia Maxus", melengkapkan penyegaran jenama; Jenama Yuejin dengan watak "Kejayaan sepanjang laluan" kuda gelap, menerobor pantas dalam trek kenderaan ringan tenaga baharu. Setiap mempunyai kelebihan, menghasilkan kesan 1+1>2.

Dunia Maxus: Penyegaran Jenama, Pemimpin Tenaga Baharu

"Maxus Global, Maxus Berkualiti, Maxus Teknologi, Maxus Ekosistem" – Empat kekuatan utama ini sedang mendorong Maxus ke kedudukan "Pemimpin Kenderaan Komersial Ringan Global".

Pada November 2025, jenama Maxus melancarkan LOGO "Zonghui" baharu, serentak menyegarkan misi jenama: "Membangun perusahaan pengguna dengan teknologi terajuh dan rantai ekosistem penuh". Ini bukan sekadar penambahbaikan visual, sebaliknya pusingan lengkap dari pemikiran produk ke pemikiran pengguna. Seterusnya, strategi Maxus Ekosistem dilaksanakan sepenuhnya, menyempurnakan Alian Ekosistem Pengubahsuaian Global, memperdalam kerjasama strategik dengan Huawei dan CATL, serta menjadi yang pertama dalam industri menawarkan "7 hari percubaan percuma", pusat pengalaman pengguna kedai 8S, dan lain-lain model perkhidmatan inovatif.

Dalam transformasi tenaga baharu, jenama Maxus juga mendahului. Penetrasi tenaga baharu domestik屡屡 memecahkan 50% setiap bulan, memimpin jauh dalam perusahaan kenderaan komersial ringan tradisional. Pada April 2026, kenderaan ringan super ekstensi pertama dalam industri – Dana Super Ekstensi – dilancarkan, dilengkapkan dengan bateri Tianxing 50 darjah CATL, julat muktamad CLTC 312 km, julat gabungan 1260 km, dipadankan dengan alat tambah julat super Xingpai isipadu separuh, berat kurang 70kg, 1 liter minyak boleh menjana 3.3 unit elektrik, penggunaan tenaga 100 km serendah 2.65L, benar-benar merealisasikan "Kereta Elektrik Kos Rendah + Kereta Minyak Tanpa Kebimbangan".

Dari aspek globalisasi, jumlah eksport kenderaan ringan Maxus kekal nombor satu jenama China, jumlah eksport pikap premium juga di tangga teratas. Di pasaran premium seperti Eropah, Australia, Singapura, kadar pasaran terus memimpin jenama China. Pada Mei 2026, jualan luar negara memecahkan 10,000 sebulan, meningkat 40% berbanding tahun sebelumnya, DHL, J&T Logistics dan gergasi global lain terus membeli semula, mengesahkan kekuatan keras "Dunia Maxus".

Satu Jalan Yuejin: Watak Kuda Gelap, Teroboran Hijau Kenderaan Ringan Tenaga Baharu

Jika jenama Maxus mewakili "Keadaan" dan "Jauh", maka jenama Yuejin mentakrifkan "Cepat" dan "Terus". Sebagai pembawa utama kenderaan ringan di bawah SAIC Maxus, jenama Yuejin dengan kadar pertumbuhan jualan "Terjual panas 40,000 unit pada 2025, meningkat hampir 128% berbanding tahun sebelumnya, bahagian kenderaan ringan tenaga baharu hampir 57%, melonjak 222% berbanding tahun sebelumnya", menjadi "kekuatan kuda gelap" yang tidak boleh diabaikan dalam penanda aras 100 juta pengguna kumpulan.

Pertumbuhan jenama Yuejin bukan laju buta, sebaliknya dibina di atas asas teknologi dan produk yang kukuh. Pada Mac 2026, Yuejin melancarkan secara global "Arkitek Tianyuan". Sebagai arkitek kenderaan ringan pintar tenaga baharu global untuk kenderaan komersial SAIC, arkitek ini menjadikan enjin belakang elektrik sebagai teras, membolehkan pelbagai mod pengisian semula cas/penukaran/ekstensi tenaga, menggabungkan pemanduan pintar dan kabin pintar, tepat mengikuti dan memimpin trend pengiktirafan dan jaringan industri. Berdasarkan warisan kualiti ketenteraan 68 tahun, Yuejin dengan sokongan arkitek "Tianyuan" yang proaktif, melancarkan siri kenderaan ringan tenaga baharu Dana T2/T3, meliputi senario penuh penghantaran express, pengedaran supermarket, operasi bandar, pengangkutan antara bandar. Di antaranya, Dana T3 juga memperoleh "Anugerah TOP Jualan Kenderaan Ringan 2025", memimpin trek terspesialisasi dengan kekuatan keras.

Saluran dan perkhidmatan adalah kekuatan perkembangan keras jenama Yuejin, dari aspek saluran terminal, jenama Yuejin SAIC Maxus membina rangkaian saluran "Senario + Digital", mengoptimumkan susunan saluran untuk senario logistik berbeza, melaksanakan model "Tempahan Kumpulan + Kerjasama Jangka Panjang" di pasaran hujung B, cepat merebut pasaran pelanggan besar. Pada 2025, jenama membina 44 saluran aras pertama, 2026 akan terus memperdalam liputan bandar daerah. Model "Pengurusan Halus" ini membolehkan Yuejin menyelesaikan penenggelaman pasaran dengan kos lebih rendah, kecekapan lebih tinggi, benar-benar melayani kelompok kecil dan mikro yang mahu kaya.

Dua Medan Pertempuran, Satu Corak Asas

Kekuatan SAIC Maxus terletak pada: Tangan kiri boleh tandatangkan pesanan besar Eropah dengan DHL, tangan kanan boleh membantu kurier kecil bandar kaunsel menjimatkan wang.

Di pasaran domestik, jualan siri Dana Maxus terus memecahkan rekod, jualan Mei hampir 6,000 unit, benar-benar "ledakan besar" di pasaran kenderaan ringan tenaga baharu, menjadi model bintang di pasaran logistik penghantaran bandar dan bidang inovasi pengusahaan kereta haiwan peliharaan, kereta susu teh; Di pasaran global, jenama Maxus berdepan secara langsung dengan syarikat lama berabad-abad di Eropah, Australia, ASEAN, DHL, J&T Logistics gergasi global ini mengundi dengan kaki, membeli kereta Maxus benar-benar berlari keluar kecekapan operasi.

Jenama Yuejin juga tidak bermain kosong, benar-benar membantu pengguna mikro dan kecil yang menjalankan penghantaran kiraan kecil: TCO maksimal bermaksud menjimatkan beberapa sen per kilometer, setahun lebih ramai satu kereta. Pada 2025, "Di Shang Tie" yang menghantar hampir 10,000 unit siri Dana T, dalam armada Pos China, Shunfeng, bayang-bayang Yuejin semakin banyak.

Satu belah "Mencipta Kaya Rakyat", satu belah "Gergasi Global", tidak kira pengguna berada di mana, tidak kira apa saiz pengguna, dua jenama SAIC Maxus sentiasa memegang keperluan pengguna "Mencari Wang, Jimat Wang", berpegang pada corak asas "Rakan Mencipta Kaya".

Kesimpulan: 100 Juta Hanya Permulaan, Dua Jenama Teruskan Maju

100 juta kenderaan, adalah koordinat baharu bagi industri automotif China. Tetapi bagi SAIC Maxus, ini lebih seperti satu tembakan pistol permulaan.

Jenama Maxus terus mengolah pasaran kenderaan ringan, pikap dan MPV, jenama Yuejin meneruskan pengurusan halus di pasaran kenderaan ringan, tetapi matlamat akhir adalah sama – membolehkan keupayaan mencipta kekayaan kenderaan komersial, benar-benar sampai ke setiap pengguna, membantu pengguna mencari wang dan hidup lebih baik.

Layar ring telah lalui ribuan gelombang, di hadapan masih laut luas langit tinggi.

Every month at the start, the day when car companies release sales rankings is full of buzz. However, the May performance report released by BYD left many people gasping.

A monthly sales volume of 383,000 units, ranking first in the new energy market for 60 consecutive months, is a picture that was unimaginable in the past in the history of China's automotive industry. But what is more worth paying attention to than sales figures are some subtle changes behind this report card.

The battlefield behind 380,000 units is not just in the showroom

In BYD's May sales data, the Dynasty and Ocean networks remain the absolute main force, with a combined total of over 330,000 units supporting half of the sales. However, the trend changes of these two high-end brands, Fangchengbao and Denza, signal a more positive outlook.

Fangchengbao sold over 30,000 units in a single month, with year-on-year growth close to 140%. The reason behind this is actually not difficult to understand. The arrival of the Flash Charge version models allowed users who were originally interested in hard off-roading but hesitated on refueling efficiency to finally find a reason to make up their minds and pay. In the past, many people might have felt that charging these body-on-frame vehicles was too slow, making them feel unsure about going out for fun. Now, charging speed is basically the same as refueling, so why not buy one that is quieter and more cost-effective?

Denza's sales figure of 16,303 units wasn't as explosive as Fangchengbao's, but it continued to maintain growth. You have to know that Denza's customer group is actually more "picky", and after the launch of the N9 Flash Charge version, many potential customers who were looking at Li Auto L9 and AITO M9 are slowly shifting towards Denza.

As for Yangwang with a monthly sales of 286 units, year-on growth directly doubled. For Chinese brands in the price range above one million, it is no longer a question of "whether anyone buys", but "whether it is worth buying". Yangwang's customer group mostly owns more than one luxury car at home. Their choice of Yangwang is undoubtedly also a trust in BYD's electrification and intelligent technology.

Looking at these data points together, it is not difficult to find that the mainstream Dynasty and Ocean are still responsible for volume, while Fangchengbao and Denza are responsible for satisfying upgrade needs in the 250,000 to 500,000 yuan range, and Yangwang stands at the tip of the pyramid as a banner of brand technology. The benefit of this pyramid structure is that no matter how the market fluctuates, BYD can find its growth points in different price bands. The May performance report proved the resilience of this product matrix.

“Daring to take responsibility”is not just a slogan, but a rebuilding of user trust

Remember the "Dare to Act" launch event in late May, where BYD threw out the phrase "Daring to take responsibility is true safety". And just within three days of launching the "dual backstop" of City Pilot and Intelligent Parking, the daily active user volume of City Pilot for vehicles equipped with the God's Eye A, B systems directly increased by 50%. This increase illustrates a fact: users do not want to use intelligent driving, they were just previously afraid to use it. Previous intelligent driving systems, in many scenarios, would directly hand over control to the driver when encountering unexpected situations, making many people not want to drive again after using it once or twice.

Looking at the data for intelligent parking, it is even more exaggerated. After the safety backstop was launched, the function usage rate skyrocketed from 21% to over 90%. This contrast is so huge it seems unbelievable, but it truly reflects the ordinary user's real attitude towards automatic parking: it is not that they do not need it, but that they dare not trust it. Especially in some complex parking spaces, such as multi-level garages, narrow alleys, or places with low obstacles, previous systems often failed to identify accurately or went on strike halfway. Users would not touch it again after being scared twice. Now that BYD says "I will take responsibility if something happens", user mentality has completely changed.

“Daring to take responsibility, that is true safety”, the point of this sentence lies not in "safety", but in "daring". Because in the current industry environment, the brand that dares to take responsibility for its intelligent driving system can be counted on one hand. Most car companies wrap themselves tightly with various disclaimers, saying they are L2+, L2++, but if something really happens, the responsibility is all the driver's. BYD this time put the two words "take responsibility" on the table, essentially challenging a tacit rule of the industry, and also trying to rebuild user trust in intelligent driving.

From a business logic perspective, this is also a smart strategy. BYD currently has over 3.15 million vehicles equipped with assistive driving, and the God's Eye system generates more than 200 million kilometers of data daily. Such a large data scale means its system iteration speed will far exceed brands with smaller vehicle holdings. With enough real-world test data, there is the confidence to take responsibility. This logic is not wrong.

The significance of overseas monthly sales of 160,000 lies not just in the numbers

May's overseas sales volume for BYD broke through 160,000 for the first time, with year-on growth of 80.7%. The continuous hot sales of Seagull, Song PLUS, and Yuan series in overseas markets show that Chinese brand small electric vehicles and compact SUVs already possess the ability to compete directly with Japanese and German brands on price-performance ratio and product strength. Especially in markets like Southeast Asia, South America, and the Middle East, consumer acceptance of electric vehicles is rapidly improving, while local domestic brands' product strength cannot keep up, which gives BYD a very good window period.

More worth paying attention to is the performance of the SHARK pickup, with wholesale volume breaking 4,000 units for two consecutive months. Although not particularly large in the global pickup market, for a Chinese brand pickup, this is already a milestone. Pickups are a necessary vehicle model in markets like Southeast Asia, Australia, and the Middle East, and the profit margin is much higher than sedans and SUVs. If SHARK can establish a foothold in this category, it will greatly help improve BYD's overseas profit structure.

Of course, the overseas market is not a smooth path. Tariff barriers in the European market, policy blockades in the US market, and different charging standards and regulatory requirements everywhere are all problems BYD needs to solve step by step. But the May data at least shows that BYD's globalization is being promoted solidly. From the Thailand factory to the Brazil base, from Uzbekistan to Hungary, BYD's manufacturing map is spreading globally.

Conclusion

With the launch of the Tang in June and subsequent Flash Charge version models, BYD's product rhythm and market response capability will be further tested. Whether the overseas market can maintain a standard above 160,000 units will also be an important observation point in the coming months. Anyway, this May report is already weighty enough. It is not only a new high in numbers but also a signal, indicating that BYD is shifting from "selling cars" to "taking responsibility". In this market full of uncertainty, this shift may be more meaningful than the sales figures themselves.

Less than half of 2026 has passed, but one thing can be concluded in advance: without the support of overseas markets, the production and sales data of China's automotive industry this year will look very bad.

First, let's look at the domestic market.

Jan-April, domestic passenger car cumulative retail sales reached 5.604 million, down 18.5% year-on-year. Among them, fuel vehicle sales fell by approximately 19.8%, while new energy vehicles also declined by 17.2%. April retail sales alone were 1.384 million, down 21.5% year-on-year and down 16.0% month-on-month.

This is not a problem of a specific segment, but rather the entire market is contracting.

Now let's look at exports.

For the same period, China's cumulative auto exports reached 3.25 million, a year-on-year increase of 50.6%. New energy vehicle exports were nearly 1.5 million, accounting for 48%, up 69% year-on-year.

In April alone, passenger car exports accounted for 36% of manufacturer sales, compared to only 19% at the same time last year. It was precisely the strong performance of exports that stabilized the slowdown in the domestic market.

In Jan-April this year, China's auto production and sales overall declined year-on-year by 4.8% to 5.5%. Although this negative growth is rare in recent years, it is still a single digit. Without exports, this number would look much worse.

Auto exports are no longer an optional peripheral business; they are profoundly changing the business structure of Chinese automakers.

So the question arises: Where exactly did these cars go?

Let's look at two rankings first.

In the top ten exports of all passenger car categories, Brazil ranks first, and Russia ranks second.

In the top ten new energy vehicle exports, Brazil is still first. 280,000 and 210,000 vehicles—these two numbers added to Brazil's account, with year-on-year growth rates reaching 226.1% and 220.9% respectively.

What does this mean?

BYD alone exported nearly 90,000 units to Brazil in the first quarter of this year, including battery electric and plug-in hybrid models. Great Wall Motor has already built two factories in Brazil, with the second one having an annual capacity as high as 200,000 units.

But the signal truly worth remembering is not these numbers.

In April this year, BYD sold 14,911 units in Brazil, surpassing Volkswagen to take the first place on the total monthly retail sales list for the first time.

The Brazilian market has long been dominated by European, American, and Japanese brands. This is the first time Chinese new energy vehicle brands have surpassed traditional fuel giants in monthly sales.

The psychological impact of this event in Brazil is no less than when Apple first surpassed Nokia in China back then.

And this result was not unexpected.

First, Chinese automakers entered densely. GAC, Chery, Geely, Leapmotor, and Changan have already laid out their plans in Brazil, with a solid grassroots foundation.

Second, local production is accelerating. BYD's factory in Camaçari has already exceeded 4,100 employees and will soon add another 1,600 to start the third shift.

Third, although the policy environment in Brazil has tariffs, it does not engage in backdoor deals. The product competitiveness of Chinese cars is strong enough; no extra privileges are needed, only fair rules.

From 2026 onwards, Brazil will no longer be an overseas market in the conventional sense; it has become the second home market for Chinese automakers.

Local market refers to the qualitative change from "export destination" to "production and sales integrated market", representing a fundamental shift in the logic of China's automotive going global.

Now let's look at Europe.

In the all-category rankings, the UK ranks third with 151,000, up 99.3%; Belgium ranks fourth with 130,000, up 40.3%; Italy ranks seventh with 92,000, up 121.2%.

If looking at the new energy rankings alone, Italy grew by 460.7%, Germany by 295%. From the UK to Spain, growth rates were all above 80%.

The data for the European market is very impressive. Behind this lies a key factor: Chinese-style hybrid.

Data from the China Passenger Car Association shows that in the export structure in April, the share of plug-in hybrids has reached 18%, up 4 percentage points year-on-year.

This is a move of avoiding the strong and striking the weak adopted by Chinese automakers facing tariff barriers from Europe and the US.

The EU began implementing anti-subsidy tariffs on April 15, raising the comprehensive tax rates for BYD, Geely, and SAIC to 27% to 45.3%. This greatly weakened the price advantage of pure electric models.

However, hybrid models equipped with engines are not subject to the same degree of tariff constraints. Chinese automakers quickly adjusted their strategy to penetrate the European market with hybrid models.

No need for direct confrontation, but to find loopholes within the rules.

This ability to adapt flexibly is built on the strong R&D and manufacturing capabilities of Chinese automakers. This is also the biggest hidden advantage of China's automotive going global.

Amidst the growth, two markets declined: the UAE down 13.2%, and Mexico down 46.6%.

The UAE's new energy data is still surging, balancing the trend, but Mexico's decline is more pronounced.

Analysis reveals two reasons.

Subjectively, the substitution rate of local production in Mexico is increasing.

More and more Chinese automakers are building factories in Mexico, so the volume of complete vehicle exports naturally declines. This is essentially not a bad thing, but rather a necessary stage for the upgrade of China's automotive going global.

Objectively, the uncertainty of US policies has increased investment risks in the Mexican market. The closer to the US, the harder the business, and this does exist.

In the future, when looking at China's auto export data, one cannot simply assume something is wrong when seeing a decline in a certain market. First, check if the power of local production has become stronger, rather than looking at new things with old eyes.

In the rankings, only Malaysia from Southeast Asia ranks tenth.

This does not mean the Southeast Asia market is declining. On the contrary, the current performance of Southeast Asia is a typical case of "surface slowdown, actual transformation".

In 2025, the market share of Chinese brands in Thailand, Indonesia, and Malaysia reached 22%, 22.8%, and 26% respectively, with Japanese brand shares falling completely.

In January this year, the share of Chinese brands in Thailand's pure electric market approached 50%.

The export volume did not make the top ten not because Chinese cars could not sell there, but because a large number of products have achieved local production and are no longer counted in the data in the form of complete vehicle exports.

This is a signal sent in advance: in the future, the "cooling" of many markets may actually be an "upgrade".

Through these data, we can see deeper industrial changes.

On one hand, exports drive wholesale.

The China Passenger Car Association clearly pointed this out. Since the beginning of this year, exports have continued to strengthen, forming a clear trend of "exports driving wholesale". Top automakers rely on exports to digest capacity and reduce inventory backlog.

On the other hand, 2026 is the watershed from complete vehicle exports to supply chain going global. Whether active or passive, Chinese automakers are shifting from simply selling products to building factories, supply chains, and after-sales service systems in target countries.

Finally, and most crucially, the logic of making money has finally been established, and the model of making money has finally been proven.

In the past, when discussing going global, everyone was used to calculating sales volume and market share.

But from Jan-April 2026, the automotive industry profit margin was only 3.4%, at a historical low. If we simply copy the domestic price wars overseas, blindly pursuing sales growth without contributing to profits, that is fake globalization.

True globalization is like Toyota, building sustainable profitability in different markets.

BYD and Great Wall's localization in Brazil, Chery's deep cultivation in Europe, Geely's precise efforts in emerging markets, are all essentially doing the same thing: shifting from scale-oriented to profit-oriented.

The destinations of Chinese automotive exports in the first four months of 2026 tell us that Brazil, Russia, and the EU are all very important, but whoever can let us complete the loop of industry chain, service chain, and marketing chain faster beyond just selling cars is the true favorable land.

Like Southeast Asia.

When closely observing this global shift in production capacity, the most intriguing aspect has never been the change of ownership of the factories themselves, but rather the quiet shift in industrial discourse behind it.

When documents showing that XPeng Motors recently completed the acquisition of 90.1% equity in Indonesia's core electric vehicle manufacturing entity appeared on the screens of the Indonesia Stock Exchange, the significance of this transaction went far beyond the landing of a new production base.

In just a month, Dongfeng and Stellantis Group prepared local production for their French factory, Leapmotor connected with existing capacity in Spain, and together with BYD, Great Wall, Chery and other automakers continuously laying out idle capacity across the globe, a series of moves are outlining a new profile for Chinese automakers going global.

But if we turn the clock back ten years, no one would have guessed the picture we see today.

Once, automotive giants from Europe, America, Japan, and South Korea came to China with blueprints and capital to build new factories, spreading production capacity to the world's largest emerging market. Today, Chinese automakers bring new energy technology and capital, take over the idle capacity they left behind, take root locally to produce, and reactivate machines one by one that were sleeping.

Localization Transformation Comes Naturally

The latest data from the General Administration of Customs is bright enough; in the first quarter of 2026, China's new energy vehicle exports approached one million units, surging more than double year-on-year. In other words, for every ten new energy vehicles sold globally, six carry a 'Made in China' label.

But as ro-ro ships for exports run more densely, new problems are also accumulating at the docks. Logistics costs crossing the ocean are getting higher, and the anti-subsidy tariffs imposed by the EU directly push up terminal prices. Waiting for ships to arrive at port before delivery to consumers involves a cycle of often two or three months. Market hotspots change on a whim, and distant water cannot quench immediate thirst.

"The 1.0 era of exporting goods relying on ro-ro ships can no longer hold the ambitions of Chinese automakers." This is how an industry insider describes it. Against this backdrop, those idle factories that traditional automakers put on the balance sheet to 'gather dust' suddenly became desirable treats in the eyes of Chinese automakers.

From the industry's perspective, building a new factory from scratch not only requires heavy investment and a long cycle, but also has to deal with a series of uncertainties such as land, approvals, and labor. Acquiring or cooperating to utilize existing mature factories overseas can significantly shorten the production capacity landing cycle, quickly achieve local production and supply, avoid trade barriers, and also show sincerity for long-term investment to the local market.

Whether it is to consider avoiding tariffs or to realize sharing with local industries and stakeholders, localized production has changed from a long-term plan to a realistic issue that Chinese automakers must face.

So we have also seen a series of industrial turnovers.

Idle factories originally tagged as 'non-performing assets' by traditional automakers have come back to life in the hands of Chinese automakers. In the old Ford factory in Camaçari, Brazil, the retrofitted production line rolls out thousands of BYD vehicles every month; workers who were originally going to be laid off have returned to their posts; the former GM factory in Rayong Province, Thailand, has now become the core production base for Great Wall Motor in Southeast Asia...

It can be said that behind the dense takeover of overseas idle capacity by Chinese automakers lies the restructuring of production capacity brought about by the electrification transformation of the global automotive industry.

In recent years, traditional automotive companies in Europe and America have been under obvious pressure in electrification transformation. Demand for fuel vehicles continues to decline. Electrification transformation involves heavy investment and a long return cycle. The production capacity utilization of a large number of traditional fuel vehicle factories is insufficient, becoming low-efficiency assets for enterprises. Long-idle factories not only require continuous investment in depreciation, labor, and maintenance costs but also tie up a lot of energy for enterprise transformation.

For these traditional automakers, opening idle capacity for cooperation with Chinese automakers is essentially an asset optimization. It revitalizes existing assets to gain revenue, stabilizes local employment, maintains supply chain operations, and secures a buffer space for their own electrification transformation. It is a win-win deal where everyone gets what they need.

From the perspective of global industrial division of labor, behind this production capacity flow is the shift of the value center of the automotive industry.

In the past, these mature overseas factories were the core assets of traditional automakers' global expansion, representing manufacturing capabilities and market discourse power in the fuel vehicle era. In the electrification era, traditional fuel capacity gradually became a burden for transformation. Chinese automakers, relying on new energy technology advantages, complete supply chain systems, and high cost-performance product competitiveness, take over these existing assets, turning them back into bridgeheads to enter the local market.

What New Wine Can the Old Bottles Hold?

Revitalizing idle capacity sounds light, but for Chinese automakers, it is actually a difficult exam more challenging than exporting complete vehicles. Taking over the factory keys is just the first step; whether one can make the cars, sell them, and survive is the real test.

The most intuitive challenge comes from 'acclimatization issues'.

Factories in each country have their own 'rules'. For example, European factories have strict working hour systems, trade unions have significant discourse power, wage increases and process changes require half a day of negotiation; environmental protection regulations and certification standards in the South American market are completely different from domestic ones, and a slight lack of attention could cross the red line; even workers' operational habits are different. Highly efficient management methods honed in domestic factories may not even work when applied to overseas factories.

If only the production line modification is implemented, but the localization construction of the operational system and service network is ignored, it is difficult to achieve stable production and continuous profitability.

The head of the German Association of the Automotive Industry said straightforwardly: 'Factories are just skeletons; service and brand are the soul. Without a soul, even the newest production lines cannot produce cars that sell well.'

Guest Professor Zhang Xiang from Huanghe Science and Technology University also pointed out that after entering overseas markets, Chinese automakers need to complete the localization reconstruction of the entire chain from production to service. Especially for Chinese automakers used to efficient domestic supply chains and rapid decision-making, how to adapt to regulatory environments and cultural differences in different countries and establish operational systems that conform to local rules is a more difficult topic than obtaining production capacity.

So taking over idle capacity is just getting the ticket to enter the game. Whether you can win this battle depends on whether Chinese automakers can calm down and learn to live on others' land. As Chery Chairman Yin Tongyue said, 'Overseas factories are not tools for short-term sales promotion, they are touchstones. They test the enterprise's true global capabilities.'

However, having said that, closely observing this global shift in production capacity, the most intriguing aspect has never been the change of ownership of the factories themselves, but rather the quiet shift in industrial discourse behind it.

Thirty years ago, when the Chinese auto market first opened, the script was: European, American, and Japanese automakers brought technology and money to open factories in China, transferring their capacity to the low-cost Chinese market. We gave up the market to exchange for technology, and they took profits and occupied the market.

At that time, the rules of the global automotive industry were set by them, and they decided where production capacity would flow. In the past decade or so, Chinese automakers also completed their own technical accumulation and product upgrades through acquiring core technologies of bankrupt overseas automakers. From acquiring Rover and Saab to Volvo, the Chinese automotive industry completed the technical pursuit from 0 to 1.

It can be said that the switch to the electrification track has completely rewritten the script.

Chinese automakers laid out plans in advance, gathered a complete supply chain, leading three-electric technologies, and rapid iteration product capabilities, leaving traditional European and American automakers behind. They transitioned slowly, dared not close fuel factories lightly, and could not afford new EV production lines, so they could only watch idle capacity and step-by-step yield the market.

From another angle, behind the flow of global automotive capacity to Chinese automakers is the transfer of discourse power in the global automotive industry.

Of course, we must also see that shifting to 'local production' is just the new starting point for the globalization of Chinese automakers. From operational challenges of acclimatization to long-term construction of brand awareness, this 2.0 journey of Chinese automakers going global is destined not to be smooth sailing. But it cannot be denied that those old factories originally silent across the globe have started the rumble of machines again because of the arrival of Chinese new energy vehicles.

Looking back from the crossroads of industrial change, this reversal of production capacity flow is like a mirror, reflecting the vivid trajectory of the 100-year change in the global automotive industry, and even more predicting that a new era of automobiles is slowly opening its curtain. In the future, there will be more and more locally produced Chinese electric vehicles running on the global roads, and this is the best footnote that the Chinese automotive industry has written for the world's industrial change.

6 月 9 日，比亞迪深圳總部六角大廈，來了一批客人——比亞迪的股東。

這天，比亞迪舉行了 2025 年股東大會。比亞迪董事會主席、總裁王傳福直面股東的犀利提問，也給出了一系列好消息：

• 第二代刀片和閃充電池產能在爬坡，今年汽車銷量取決於電池產量；
• 今年海外銷量有望超越原定 160 萬輛的目標；
• 未來 L3、L4 一定會提前落地，一旦法規落地，比亞迪將把 L3 產品，“比亞迪將快速騰飛”；
• 到 2030 年，比亞迪在規模上，能夠做到真正的全球第一……

這些“好消息”的詳情和理由是什麼？一起看一下。

01

今年銷量

2026 年開年，比亞迪的勢頭並不好。

根據 6 月 1 日的銷量快報，前 5 個月累計銷量 140.5 萬輛，同比下跌 20.3%。

不過，5 月比亞迪賣出 38.35 萬輛汽車，同比略增 0.26%，環比大漲近 20%。尤其是同比增幅时隔 10 個月轉正，這意味著比亞迪走出了頹勢。

王傳福指出，今年新能源車購稅減半，導致去年很多消費者提前消費。因此，1 月 2 月的新能源車消費大跌。而比亞迪只做新能源車，受到的影響巨大。但是，經過 3 月、4 月的努力，並且正逢油價上漲，因此銷量回升。

另外，比亞迪發布的第二代刀片電池和閃充技術，輿論和消費者的反應熱烈，但銷量沒有太多反應。這是為什麼？

王傳福表示，二代刀片電池和閃充技術解決了電動化一大痛點，受到了來自國內外的很高評價。但他直言目前產能還不夠，產能正在以每月兩萬到三萬的增量在爬升。

他透露，今年公司的銷量將取決於電池的產量。“隨著我們電池的產能提升，相信今年會有很好的產量。更大的產量將會在明年，明年我們的產能一旦爬坡好以後，相信國內國際兩個市場將同時發力。”

比亞迪的二代刀片和閃充電池技術，正逢新能源車消費的一個新階段——增程、插混的佔比不斷下降，純電佔比越發提升，到今年 4 月底已經達到三分之二的比重。

而消費者此時，對於續航里程已經不再擔憂，但對於補能便利性、冬季續航和補能，仍有疑慮。因此，比亞迪的二代刀片電池和閃充技術，以及“閃充中國”的閃充站建設，正逢其時。

數據來源：終端上險數

尤其是，比亞迪雖然引領了插電風潮，但是在純電市場，自身佔比和全行業不同。無論是 2025 年還是 2026 年前 5 月，比亞迪乘用車中，插混佔比都過半。

不過，伴隨二代刀片電池和閃充技術，比亞迪的純電將加大力度推廣。有比亞迪人士透露，如今接受的訂單中，純電佔比已經達到六七成，這正是二代刀片和閃充技術加持的結果。

02

智駕前景

除了二代刀片電池和閃充技術，比亞迪 5 月 28 日的智能化戰略發布會，同樣引發行業關注。

在問答環節，也很多股東關注智能化問題。

對於當前 L2+ 的智駕輔助系統，王傳福堅持了和合作夥伴共同發展、共同創新的態度，也強調了自身優勢。

“整車智能就是具身智能，比亞迪率先提出全民智駕，就是希望 AI 的技術成果能夠在汽車上快速落地。比亞迪现在有 315 萬台智駕車型在全球落地，每天有兩億公里行駛里程的數據，為比亞迪未來更高級別智能駕駛落地提供了很好的基礎。”

王傳福在自動駕駛上表達了樂觀的態度。“根據現在 AI 技術的發展，大家可以看得到，未來 L3、L4 一定會提前落地。”

王傳福提到，比亞迪已經從晶片、算法、數據、生態等多方面為此做好充分準備，一旦法規落地，比亞迪就將推出全新的、符合 L3 相關（要求）產品，並從中國走向全球，包括在歐洲、南美洲、東南亞、中東等地區的訓練中心都已做好準備。他說，“一旦法規落地，比亞迪將快速騰飛。”

03

海外和總量

今年比亞迪汽車銷量雖然下滑，但是亮點很顯眼——出口。

前 5 月比亞迪海外銷量 61.4 萬輛，同比增長 64.7%。

王傳福表示，在海外市場，中國新能源車有很強競爭力。無論是從價格、企業、技術等方方面面都超越了當地的同行，因此獲得很好的的成長。“原來年初我們定的是 160 萬（海外銷量目標）。我看應該會超越。”

不過，王傳福強調了出口要穩健增長，提出了本地化生產、服務的策略，比如在巴西、匈牙利、泰國的工廠，帶動當地的供應鏈，拉動就業、稅收、體現社會責任。“我們希望能夠維持穩定的、持續的發展。”

基於國內外市場的預期，王傳福表示，未來三到五年，比亞迪都將保持持續增長。預期到 2030 年，比亞迪將“獲得很大的增長”，“五年之後，比亞迪在規模上，能夠做到真正的全球第一”。

在股東大會上，有一個插曲。2025 年就參加的一名股東再度參會，抱怨股價被低估，投資被套。王傳福回應說，“我們的潛力大家都很認同，但是現在我們的股價還沒能反映。我代表管理層理解並感謝大家的支持。”

王傳福說，希望股東保持耐心，“一定會實現股東更好的回報”。

【第一商用車網 原創】

今年以來，福田汽車海外業務延續了去年的強勁增長態勢，「全面國際化」戰略已步入新階段。

2026 年 5 月份，福田汽車整體銷量超 5.8 萬輛，同比增長 17.3%；其中，海外銷量再度取得突破，單月銷量 1.8 萬輛，同比增長 64.3%，1-5 月累計銷量達 8.9 萬輛，同比增長 38%，繼續領跑中國商用車出口。這份成績單不僅是數字的攀升，更是其多年來堅持戰略定力、深化屬地運營的必然結果，標誌著福田的全球化進程已從規模擴張，穩步入高質量發展的收穫期。

具體請看第一商用車網帶來的最新報道。

結構性增長 推動 5 月銷量再創新高

5 月，福田汽車海外市場單月銷量突破 1.8 萬輛，同比增長 64.3%，繼續領跑中國商用車海外出口行業。累計來看，2026 年 1-5 月，福田海外出口總量已超 8.9 萬輛，同比提升 38%，在去年高基數的基礎上依然保持著強勁的增長動能，顯示出其全球市場佈局的韌性與活力。這一連串的積極信號，為其全年海外目標的達成奠定了堅實基礎。

高增長的背後，是出口結構的持續優化與高附加值車型的全面發力。5 月數據延續了此前高端化轉型強勁的勢頭，其中，以歐曼重卡為代表的高端產品線增長尤為突出。5 月，在非洲、中亞等戰略市場的大單交付驅動下，歐曼重卡產品線增幅也再創新高。此外，福田卡文 CAVAN C1 近期亮相德國 IFAT 展，獲得歐洲市場高度關注，也為高端新能源產品出海再添助力。

從區域市場來看，福田的全球化版圖呈現出「多點開花、全面突破」的喜人局面。歐洲市場高端化戰略成效初顯，隨著 TUNLAND V9 皮卡獲得國際大獎帶來的品牌效應，以及電動輕卡在西班牙的批量交付，1-5 月歐洲訂單繼續保持高位增長。而在非洲，隨著奈及利亞丹格特集團超千輛大單的陸續交付，以及南非屬地化工廠的產能釋放，福田已成為該區域基礎建設與物流運輸的關鍵參與者。這種由點及面、從傳統動力到新能源的全譜系突破，讓福田海外市場增長的基礎更為紮實。

屬地化運營構建競爭壁壘

銷量持續領跑的秘訣，在於福田對海外市場規律的深刻洞察與「長期主義」的紮實耕耘。與簡單的貿易模式不同，福田將「把全球場景裝進數據庫」作為產品競爭力的原點。依托遍及全球的海外技術中心，福田已建立起覆蓋 59 個國家、140 個高頻市場的「全球適應性寶典」，將高溫、高寒、多塵等 16 類典型場景轉化為 49 個重點模組、91 項量化性能要素的技術標準，從而確保每一款投放海外的產品，都能精準適配當地複雜的工況與用戶習慣。

這種基於大數據與場景驅動的研发模式，讓福田徹底告別了「被動滅火」式的售後整改。例如，針對非洲市場重載與長下坡工況，福田從選型與驗證要求入手，為重卡車型提供了完整的解決方案；而在沙特的高溫沙漠環境中，通過優化空調系統與熱管理方案，使客車的製冷效果顯著提升。正是這種對細節的極致追求，使得福田產品贏得了丹格特集團、中亞港口運營商等全球頂級客戶的信任，屢屢斬獲千輛級大單，將技術標準轉化為實實在在的市場份額。

更為關鍵的是，福田的屬地化運營已從「產品適應性改進」升級為「全產業鏈扎根」。无论是在巴西、泰國的製造基地，還是南非、沙特的 KD 工廠，福田不僅實現了本地化生產，更帶動了供應鏈、服務與人才的全面本地化。在南非，依托伊莉莎白港工廠，福田為當地提供了定制化的重卡與皮卡產品；在泰國，第 2000 輛重卡的下線標誌著其已深度融入當地物流體系。今年 3 月，福田與中遠海運特運成立合資公司，構建起自主可控的海運供應鏈體系，進一步築牢了全球化發展的物流底座。這種深度綁定的產業生態，有效規避了貿易壁壘，構建了競爭對手短期內難以複製的「護城河」。

「全面國際化」戰略引領 加速邁向世界一流商用車企業

從「產品出海」到「品牌出海」，再到如今的「生態出海」，福田汽車清晰的戰略路徑是其持續引領行業的關鍵。面對全球產業變革，福田堅定推進「全面國際化」戰略，將海外業務定位為核心增長極並給予資源配置。2026 年以來，福田在戰略執行上穩步推進，通過強化市場、產品、服務與技術平台的協同效率，實現了對全球市場需求的快速響應。

面向未來，福田的全球化佈局仍在向縱深推進——在產業端，印尼、沙特等重點市場的屬地化工廠將加速投產，關鍵零部件的本地化配套比例也將進一步提升。這不僅有助於降低生產成本與風險，更能深度融入當地產業鏈，從單純的車企轉型為區域交通解決方案的提供者。同時，福田正積極協同國內優秀的供應鏈夥伴「抱團出海」，共同構建更具韌性的全球產業體系。

在技術與產品維度，福田的「全面新能源化」與「全面智能化」戰略正加速向海外延伸。依托自主三電核心技術，福田正加速推動電動、混動及氫燃料商用車產品的海外市場覆蓋，並將智能化技術與本土化需求深度融合。從新加坡上市的純電動輕卡 eMiler 與新一代中卡 Auman D 系列，到登陸歐洲的 TUNLAND V 系列混動皮卡，福田的高端化與新能源產品矩陣已在海外多個區域落地。近日，福田品牌還正式登陸蘇里南，進一步完善了其中美洲及加勒比地區的戰略佈局。可以預見，隨著戰略的持續推進，福田不僅將在銷量規模上領跑，更將在全球商用車價值鏈中佔據更核心的位置。

結束語

從 5 月的亮眼業績回望，福田汽車的全球化之路已駛入快車道，它用實踐證明，中國商用車企完全有能力憑藉技術創新與體系化運營，在全球舞臺與國際巨頭同台競技。2026 年時間過半，福田海外業務正以不可擋擋的勢頭，向著全年目標全力衝刺。

Satu lagi pengeluar kereta Jepun hampir menghadapi krisis besar.

20 Mei, Subaru secara rasmi mengumumkan laporan kewangan bagi tahun kewangan 2025 (April 2025 – Mac 2026).

Data menunjukkan, keuntungan operasi Subaru jatuh 90.1% — dari 405.3 bilion Yen pada tahun kewangan sebelumnya menurun mendadak ke 40.1 bilion Yen. Keuntungan bersih juga turun dari 338.1 bilion Yen ke 90.8 bilion Yen, menurun besar 73.1%.

Walaupun perolehan tahun ini sedikit meningkat 2.1%, margim keuntungan operasi mengalami penurunan terputus: dari 8.6% jatuh ke 0.8%. Ini bermaksud Subaru bagi setiap 100 Yen pendapatan yang dijana, keuntungan yang tinggal akhirnya kurang daripada 1 Yen, sepenuhnya 'menanggung kerugian hanya untuk menjana nama'.

Selain itu, tahun kewangan 2025, pengeluaran global menurun 7% tahun ke tahun, ke 880,000 unit; jualan global menurun 4.3%, ke 896,000 unit.

Keuntungan, pengeluaran, dan jualan semuanya merosot, Subaru jatuh ke dalam 'tiga ancaman', bagi jenama dengan jualan tahunan kurang daripada satu juta unit, sudah hampir berada di 'tepi hidup atau mati'.

Walau bagaimanapun, letusan salji keuntungan Subaru bukanlah kes tunggal, ia lebih seperti amaran kepada seluruh kem pengeluar kereta Jepun yang kehilangan kelajuan semasa tempoh pertukaran industri global, dan juga meramalkan bahawa model keuntungan pengeluar kereta Jepun sebelumnya kini menghadapi penyusunan semula yang serius dan mendalam.

Pada era kereta petrol, Subaru凭借 Enjin Bokser dan Sistem AWD, telah membina pengenal jenama yang unik. 'Orang yang tidak faham kereta membeli Toyota, orang yang faham kereta membeli Subaru' pernah menjadi kata mutiara dalam dunia kereta. Model seperti Forester dan Outback di bawahnya, telah mengumpulkan banyak pengguna setia di pasaran Amerika Utara dan Asia.

Di antaranya, Forester dilancarkan pada 1997 sehingga kini jualan global terkumpul melebihi 5 juta unit. Sehingga kini masih merupakan tenaga utama jualan Subaru.

Walau bagaimanapun, dengan kedatangan era tenaga baru, puncak jualan global Subaru telah terkunci pada tahun 2019.

Tahun ini, jualan global Subaru mencapai 1.042 juta unit. Di antaranya, pasaran Amerika Utara menyumbang kira-kira 700,000 unit, mewakili lebih daripada dua pertiga.

Pengikatan mendalam ini terus berlanjut sehingga hari ini — pada tahun kewangan 2025, dalam 896,000 unit jualan global Subaru, hanya pasaran Amerika Utara yang mencapai 708,000 unit, hampir 7 kali ganda pasaran tempatan Jepun.

Perlu diketahui, pada tahun 2011 apabila jualan Subaru di pasaran China terbaik, ia hanya menjual 57,000 unit. Sebagai jenama Jepun kecil, jualan ini sudah cemerlang, tetapi jelas, berbanding pasaran Amerika Utara, kehadiran Subaru di China masih terlalu kecil.

Tetap kerana ketergantungan tinggi terhadap pasaran Amerika Utara, menyebabkan penderitaan Subaru datang pada hari ini.

Mengenai kerugian besar tahun kewangan 2025, Subaru menyatakan, utamanya dipengaruhi oleh peningkatan tarif tambahan Amerika Syarikat dan pelaburan kenderaan elektrik tulen.

April tahun lalu, kadar tarif yang dikenakan Amerika Syarikat pada kereta import Jepun meningkat mendadak ke 27.5%, kemudian pada September, walaupun tarif diturunkan ke 15%, ia masih 6 kali ganda kadar 2.5% pengeluar kereta Jepun asalnya.

Subaru terkena kesan langsung, hanya dari satu perkara tarif menyebabkan kerugian keuntungan hampir 240 bilion Yen.

Sementara itu, harga keluli, aluminium dan logistik pengangkutan terus naik, menekan ruang keuntungan Subaru lebih lanjut. Sehubungan itu, Presiden Subaru Atsushi Osaki mengakui dengan jujur, perubahan keuntungan adalah hasil kerja bersama tarif, kadar pertukaran, bahan mentah, penurunan jualan dan kos pengelektualan.

Selain itu, Subaru juga menimbak beban kerugian impairment berkaitan kenderaan elektrik tulen 57.8 bilion Yen, utamanya kerana pelaburan pengelektualan awal tidak mencapai jangkaan. Sebelum ini, Subaru merancang melabur kira-kira 150 bilion Yen untuk penggantian pengelektualan, kini hanya mengalokasikan kira-kira 30 bilion Yen, tetapi kerana prestasi pasaran produk tenaga barunya tidak mencapai jangkaan, atas pertimbangan ini, melambatkan rancangan model elektrik tulen penyelidikan sendiri yang dijadualkan pada 2028, dan pada masa yang sama mengalihkan sumber penyelidikan dan pembangunan kembali sepenuhnya ke produk kereta petrol.

Perlu disebutkan, Subaru pernah berharap pada SUV elektrik tulen "Lan Kun" — yang dibuat bersama platform dengan Toyota bZ4X — kereta ini diperkenalkan ke China pada 2023, model 2026 diumumkan di Pameran Kereta New York 2025, tetapi prestasi pasaran tidak pernah mencapai jangkaan.

Pusingan strategi ini, juga merupakan sebab utama penurunan pengeluaran Subaru — untuk memajukan pengubahsuaian talian pengeluaran elektrik tulen, Subaru Jepun Kilang Yoshijima satu talian pengeluaran dihentikan sementara.

Sekarang, sasaran jualan kenderaan elektrik tulen Subaru telah sepenuhnya gagal, pelaburan berkaitan hampir sia-sia.

Sebab di sebalik, juga sangat serupa dengan Honda — permintaan pengelektualan di pasaran seperti Amerika Utara jelas menyejuk, dan Amerika Utara merupakan salah satu pasaran penting Subaru.

Sebelum ini, Ford CEO Jim Farley pernah mengeluarkan amaran — dasar pemotongan cukai kenderaan elektrik $7,500 kerajaan persekutuan Amerika Syarikat tamat tempoh pada 30 September 2025, bahagian pasaran kenderaan elektrik tulen Amerika Syarikat mungkin mengalami 'dipotong separuh'.

Fakta seperti yang katanya, Sukat Keempat 2025, jualan kenderaan elektrik Amerika Syarikat menurun 36% tahun ke tahun, tahap terendah setanding sejak Sukat Ketiga 2022. Di antaranya, Tesla November 2025 pasaran Amerika Syarikat jualan hanya 39,800 unit, menurun 23% tahun ke tahun, merekodkan rekod rendah hampir 4 tahun.

Mengenai Subaru agak menenangkan, dasar ini juga menyebabkan pengeluar kereta tradisional tempatan Amerika Syarikat menanggung kerugian besar — Ford Motor pada Disember 2025 mengumumkan memindahkan fokus dari kereta elektrik tulen sepenuhnya ke hibrid dan julat luas, untuk ini menimbak kos impairment sehingga $19.5 bilion. General Motors juga menyerahkan semua ekuiti kilang bateri Lansing, Michigan kepada rakan kongsi LG Energy.

Walau bagaimanapun, melihat seluruh kem pengeluar kereta Jepun, keruntuhan keuntungan Subaru bukan kes tunggal.

Honda yang disebut sebelum ini, tahun kewangan 2025 rugi bersih 414.3 bilion Yen, merekodkan kerugian tahunan pertama hampir 70 tahun dalam senarai. Sebab utama kerugian perniagaan pengelektualan melebihi 1.5 trilion Yen, secara langsung menarik turun prestasi sepanjang tahun.

Nissan Motor juga连续 dua tahun kewangan rugi bersih besar, tahun kewangan 2025 rugi 533.1 bilion Yen, dipaksa memecat pekerja secara global, menutup kilang.

Toyota adalah satu-satunya dalam kumpulan Jepun yang mengekalkan ketahanan keuntungan, tetapi keuntungan bersih tahun kewangan 2025 juga turun besar 19.2% tahun ke tahun, dan tahun kewangan 2026 dijangka turun lagi 22%.

Dan menurut "Nikkei Asia Review", terutamanya dipengaruhi oleh konflik geopolitik Timur Tengah, Toyota, Honda, Nissan, Suzuki, Mazda, Subaru dan Mitsubishi Motors yang 7 pengeluar kereta utama Jepun keuntungan tahun kewangan 2026 dijangka masih turun besar — dalam tahun kewangan April 2026 ke Mac 2027, pengeluar kereta ini akan merealisasikan jumlah keuntungan bersih 3.9 trilion Yen, data ini berbanding tahun kewangan 2023 yang mencatatkan rekod tertinggi sejarah 7.54 trilion Yen turun besar 48%, hampir dipotong separuh.

Menurut laporan, situasi Timur Tengah menyebabkan pengangkutan Selat Hormuz terhalang, menaikkan harga keluli, aluminium, plastik petrokimia dan logam mulia, secara langsung menaikkan kos plat kereta, hiasan dalaman, bemper, tayar, dan lain-lain.

Sebelum ini, Toyota ketika mengumumkan laporan kewangan berkata, mengikut kadar pertukaran Dolar AS kepada Yen 1:150 kira-kira, faktor berkaitan Timur Tengah akan bersama-sama menegahkan keuntungan operasi berkurang 670 bilion Yen. Nissan Motor juga menyenaraikan kenaikan kos bahan terbitan petroleum sebagai salah satu sebab keuntungan jangkaan turun 15 bilion Yen.

Selain itu, laporan analisis Syarikat S&P Global berkata, 2025 pengeluar kereta Jepun di Emiriah Arab Bersatu, Iran dan 10 negara Timur Tengah lain jualan kereta baharu melampaui 870,000 unit, kira-kira 30% bahagian pasaran di rantau ini. Peralihan Selat Hormuz terhalang, juga secara langsung mempengaruhi jualan pengeluar kereta Jepun di pasaran Timur Tengah.

Sementara itu, bahagian pasaran keseluruhan pengeluar kereta Jepun di pasaran China dan Asia Tenggara juga menunjukkan penurunan.

Di pasaran China, Nissan telah 连续 7 tahun jualan menurun, Honda telah 连续 5 tahun jualan menurun, walaupun Toyota, jualan di China juga telah 连续 menurun 3 tahun, hingga kini jualan masih lebih rendah daripada 2020.

Di pasaran Asia Tenggara, termasuk Indonesia, Malaysia, Thailand, Vietnam, Filipina, Singapura enam negara ASEAN, kereta Jepun jualan kereta baharu 2025 berbanding 2019 secara keseluruhan menurun 22%.

Dan di pasaran Australia, 4 bulan pertama tahun ini, Australia import kereta dari China mencapai 107,200 unit, meningkat mendadak 60% berbanding tempoh yang sama tahun lalu; manakala import kereta Jepun hanya 94,500 unit, turun besar 23% tahun ke tahun.

Perlu disebutkan, Jepun sejak 1998 pertama kali kehilangan status negara sumber import kereta terbesar Australia.

Keterbelakangan jenama Jepun pada era tenaga baru, latarnya adalah corak pengelektualan yang berbeza antara panas dan sejuk di bawah perpecahan global.

2025, jualan kenderaan tenaga baru global mencapai 22.71 juta unit, meningkat 27% tahun ke tahun, kadar penetrasi naik ke 23.5%.

Di antaranya, China telah menjadi pemimpin yang tidak dapat dinafikan, 2025 jualan kenderaan tenaga baru tinggi mencapai 15.8 juta unit, kadar penetrasi melepasi 48%. Bahkan, BYD juga dengan jualan elektrik tulen 2.2567 juta unit menewaskan Tesla, mencapai teratas jualan elektrik tulen global.

Walau bagaimanapun, walaupun China hampir memacu populariti tenaga baru dengan sendirinya, bagi pengeluar kereta Jepun, untuk mempertahankan pasaran teras, dalam jangka pendek masih perlu bergantung pada kereta petrol dan pasar tradisional Barat-Eropah, di pasaran ini, elektrik tulen bukan arus perdana.

Merujuk data puncak 2022, asas kereta petrol tradisional pengeluar kereta Jepun, sangat bergantung pada pasaran Amerika Utara (bahagian jualan 38%, jauh melebihi China 17%), ditambah sumbangan pasaran Eropah 13%, pasaran Barat dan Eropah jumlah melebihi separuh, menjadi sokongan luar negara penting.

Tetapi realitinya, Eropah di bawah pendorong dasar pelepasan karbon yang ketat, kadar penetrasi tenaga baru masih kurang daripada 30%; manakala pasaran Amerika Syarikat lebih rendah lagi, hanya 17%, gelombang dasar dan permintaan lemah, secara langsung meningkatkan kepasifan dan risiko pengeluar kereta Jepun semasa tempoh pertukaran industri, juga menjadi pendorong utama Subaru, Honda terpaksa sementara lepaskan elektrik tulen.

Sebenarnya, bukan hanya kereta Jepun, banyak pengeluar kereta global juga memperlambat langkah elektrik tulen — Volkswagen lewatkan pengembangan keupayaan elektrik tulen, BMW, Mercedes-Benz juga mengecilkan garis hadapan, berundur ke pasaran elektrik tulen kelas tinggi keuntungan lebih tinggi; Toyota bersikeras "Hibrid + Hidrogen + Elektrik Tulen" tidak seorang pun dilepaskan.

Konflik teras di sebalik ini ialah: kos penyelidikan dan pembangunan serta pengubahsuaian talian pengeluaran yang sering ratusan bilion, bertemu dengan gelung harga global dipimpin oleh pengeluar kereta China, dalam keadaan perniagaan elektrik tulen umum rugi, agresif buta hanya akan menegahkan laporan kewangan.

Oleh itu, pengeluar kereta hanya boleh sementara tangguhkan susunan jangka panjang, prioriti menjamin keuntungan jangka pendek.

Walau bagaimanapun, jika pandangan diturunkan, dilema Jepun mempunyai masalah struktural yang unik: sebagai negara kuat kereta, mengapa Jepun tidak pernah menunggu satu pengeluar kereta baharu yang mengganggu?

Kunci rahsia sebenarnya terletak pada soalan — Toyota, Honda dan pengeluar kereta lain, dengan raksasa rantaian bekalan Aisin, Denso, selepas puluhan tahun susunan globalisasi, telah membentuk sistem monopoli yang sangat tertutup dari rantaian bekalan ke saluran penjualan.

Struktur kepentingan mapan yang besar dan kaku ini, menyebabkan logik modalnya sangat konservatif — dalam penggantian pengelektualan, teknologi gearbox, enjin tradisional digantikan oleh bateri, motor, sistem kawalan elektrik, kelebihan teknologi tradisional sebaliknya menjadi bebenak penggantian.

Oleh itu, modal lebih mahu mengekalkan asas raksasa sedia ada, bukannya mengambil risiko menaruh pada perusahaan baru yang masa depan tidak jelas.

Pemeliharaan berlebihan terhadap kepentingan sedia ada, membiarkan tanah pembaruan industri kereta Jepun menjadi kaku, kekuatan baharu sukar untuk berkembang dan menembusi.

Selain itu, sejak 1970-an, Jepun telah mula meneliti sel bahan api hidrogen, menyebabkan laluan elektrik tulen kekurangan sokongan dari dasar dan pengguna, dan pengguna Jepun gemar K-Car (kereta mikro) dan teknologi hibrid matang, ditambah kos bateri tinggi, kependaman kemudahan pengecasan rendah, model elektrik tulen kurang menarik kepada pengguna.

Sehingga Februari 2026, bahagian pendaftaran kereta baharu elektrik tulen Jepun dalam pasaran kenderaan persendirian keseluruhan hanyalah 1.4%. Hampir boleh diabaikan.

Secara keseluruhan, pengeluar kereta Jepun bukan sepenuhnya kehilangan asas teknologi, keraguan dan keterbelakangan dalam era tenaga baru, punca utama terletak pada kekurangan dorongan untuk membadai sendiri.

Kepentingan mapan raksasa, panduan dasar hidrogen kerajaan, penerimaan pasaran terhadap elektrik tulen rendah, ditambah dengan pengelakan semulajadi modal terhadap risiko, bersama-sama menyebabkan "Model Kekuatan Baharu" sukar untuk hidup di Jepun.

Kini Toyota, Nissan juga melalui import model kereta elektrik tulen China untuk melengkapi kelemahan, tetapi dalam latar belakang sistem monopoli tidak pecah, penggantian pengelektualan pasaran perlahan, laluan pertahanan untuk hidup pengeluar kereta Jepun masih sukar.