May 28, inside the Shanghai North Bund World Living Room, the atmosphere was fervent. Meanwhile, the footage on the large screen at the Chengdu Jixiang Buick branch venue, thousands of miles away, jumped in sync with the main venue. As the IM LS9 Hyper slowly drove into the center of the stage, and as Momenta CEO Cao Xudong received the car key from the Chairman of SAIC Motor, applause rang out on the scene — this was not only the moment of delivery to the 100 millionth user of SAIC Motor, but also the first time a vehicle enterprise in China's automotive industry welcomed a cumulative production and sales volume breaking 100 million vehicles.

As an automotive editor, witnessing this historical node at the Chengdu branch venue, the feeling was quite complex. Over the past few years, China's automotive market has experienced a transition from growth to stock, with price wars, elimination battles, and surging trends of going global alternating on stage. Against this broad backdrop, a local car enterprise able to cross the threshold of 100 million vehicles must necessarily possess a deep logic beyond a single product cycle or any single tech explosion.

SAIC's history almost overlaps with China's automotive industry history. In 1955, the Shanghai Internal Combustion Engine Parts Manufacturing Company was established; in 1958, workers hammered out the first "Phoenix brand" sedan with hammers. Over the subsequent seven decades, SAIC witnessed the entire process from nothing to something, from weak to strong. In 1983, the first Santana was hand-assembled off the line, opening the curtain of China's automotive joint venture cooperation, and also driving the establishment of a modern parts system.

In 1997, Shanghai GM was established, the "Shanghai Speed" of building a factory and launching cars in 23 months is still talked about by the industry to this day; the China's first joint venture professional automotive design and R&D center built at the same time marked SAIC's transformation from pure manufacturing to building technical capabilities. In 2006, the independent brand Roewe was born; in 2016, the world's first Internet car Roewe RX5 went on sale; in 2020, the high-end smart electric brand IM Motors was established. This timeline clearly outlines the evolution trajectory of a car enterprise from learning, chasing, parallel, to local leading.

But historical accumulation is just the foundation. The achievement of 100 million vehicles requires the continuous release of system capabilities. SAIC's system architecture covers six major sectors: whole vehicles, parts, mobility, services, finance, international business, and innovation technology, forming a tightly coordinated full value chain closed loop. In January-April 2026, SAIC's cumulative sales reached 1.302 million units, ranking first among China's car enterprises for four consecutive months, with independent brands accounting for nearly 70%, new energy vehicle sales reaching 412,000 units, and overseas market sales of 459,000 units, a year-on-year growth of 50.2%. These data indicate that SAIC's growth does not rely on the pulling power of a single sector, but is the result of multiple engines including independent and joint venture, passenger and commercial, domestic and overseas all working simultaneously.

Specific to the product level, the full brand matrix displayed at the delivery ceremony site was impressive. For independent brands, Shangjie Z7, Huajing S, Roewe M7, MG4 Semi-Solid State Battery Version, Wuling Starlight 560, Maxus eDeliver5, Hongyan Heavy Trucks, Yuejin Dana T1, Sunwin All-Electric Bus, Iveco Juxing EV, and other models cover full scenarios from personal travel to commercial operations, from urban logistics to public transport. Joint venture brands concentrated on displaying the results of "Joint Venture 2.0": Volkswagen ID. ERA 9X global premiere equipped with Momenta R7 Reinforcement Learning World Model, delivery exceeded 7,000 units in one month after launch; Audi E7X plans to become Audi's first global model achieving L3-level autonomous driving landing; Buick Zhijing E7 is built based on the "Xiaoyao" Super Fusion Architecture, delivery broke 10,000 units in one month after launch. From "Market for Technology" to "Technology Co-creation", SAIC's role in joint venture relationships has undergone a substantive shift.

Accumulation at the technical level is the core power supporting this system's operation. The first 100 million vehicle delivery model, IM LS9 Hyper, can be regarded as a concentrated presentation of SAIC's technical accumulation over seven decades. It is equipped with full-line drive-by-four-wheel steering first in its class, 520-line ultra-vision LiDAR, NVIDIA Thor Chip, Full-Domain 800V High-Voltage Platform, and Star Super Extended-Range System, comprehensively pre-installing redundancy capabilities for L3 and above high-level intelligent driving. SAIC Gold Badge Hurricane Tri-Motor first launch has propelled it into the Performance 3-Second Club, and the "Intrinsic Security" technology jointly premiered globally with Purple Mountain Laboratories expands the car safety boundary from traditional physical safety to the field of information and system security. It is worth noting that the 100 millionth user is exactly Momenta CEO Cao Xudong, SAIC's core strategic partner in the intelligent driving field. The intelligent driving technology deeply co-created by both parties has empowered multiple independent and joint venture brands. This coincidence of "Partner Becomes Car Owner" reflects SAIC's open and collaborative industrial philosophy in the era of smart electric vehicles.

Globalization layout is another important dimension of SAIC's system capability. As the earliest and largest representative of China's automotive enterprises "Going Global", SAIC has over 100 parts production bases and over 3,000 dealer networks overseas, building London's 3 major R&D innovation centers and Thailand, Indonesia, India, Pakistan 4 manufacturing production centers. Anji Logistics possesses 42 Ro-ro ships of various types, with 8 international routes covering Southeast Asia, Europe, and the Americas. Currently, SAIC's products and services are spread over more than 170 countries and regions, with cumulative overseas sales breaking 7 million units. MG has ranked as the European sales champion for Chinese brands consecutively for 11 years, with 2025 European annual sales breaking 300,000 units, becoming the first Chinese car brand with cumulative sales breaking one million in Europe and the UK. In March this year, MG held a Tech Day in Frankfurt, Germany, premiering the world's semi-solid state battery and Hybrid+ Hybrid Technology, the latter's overseas monthly sales has broken 20,000 units. After launching the overseas "Glocal Strategy" (Global + Local) in 2025, SAIC is accelerating from "Product Going Global" to "Value Chain Going Global".

If technology and systems are rational hard power, then user stickiness is emotional soft power. At the delivery ceremony, SAIC displayed multiple sets of user stories: Guode APP Founder Luo Zhenyu as the Huajing S No. 001 Experience Officer, from praising Huawei Qiankun Intelligent Driving in the New Year's Eve Speech to entering the factory to witness the offline; Former German National Team Player Yang Chen chose ID.ERA 9X, because its Golden Extended Range and Long-termism Philosophy coincided; London Intern Doctor Natalia inherited her grandfather's MG sentiment; The returning couple brought MG memories from their time in the UK back to the domestic market; Public Welfare Blogger Liu Jia provided haircutting and companionship to left-behind children in Guangxi Mountainous Areas for five consecutive years, Buick provided assistance immediately, he was moved by Zhijing E7's "Full Score Cabin". These stories have no deliberate emotional stirring, but clearly convey one message: SAIC's user stickiness does not come from marketing scripts, but comes from products and services responding to real needs in different scenarios.

Returning to the initial question: Why was SAIC able to become the first car enterprise in China to break 100 million cumulative production and sales? The answer may perhaps be summarized in a few elements without shortcuts — sufficient long time accumulation, sufficiently wide system coverage, sufficiently deep tech investment, and sufficiently fine user insights. These elements taken out individually, many car enterprises are doing, but those able to continue for over seven decades and maintain balanced development in various dimensions are not common.

100 million vehicles is a milestone, but also a new starting point. In 2014, SAIC was the first to fully transform to new energy; twelve years later, from the "Leading the Pack" of "Smart Power Transformation" to "Thousands of Horses Galloping" of independent and joint venture, passenger and commercial, domestic and overseas, SAIC has consistently carried the user concept of "Know Cars Better, Know You Better" throughout. From 1955 to 2026, from the first user to the 100 millionth user, SAIC's next journey is just beginning.

Auto Circle On Cars

From an industry perspective, SAIC's 100 million vehicles is not only a breakthrough in scale numbers, but also marks the capability leap of China's automotive industry from "Joint Venture Dependence" to "Independent Dominance". It is worth noting that SAIC did not rely on a single hit product or short-term trend, but through seven decades of systematic construction, formed hard-to-replicate comprehensive advantages in dimensions such as technology, manufacturing, supply chain, and globalization. The next-generation tech cluster represented by IM LS9 Hyper, as well as the cumulative sales of over 7 million in overseas markets, prove that SAIC already possesses the basic base to compete on the same stage with multinational giants. After 100 million vehicles, how to convert scale advantages into continuous innovation efficiency and brand premium will be the core proposition of SAIC's "Second Entrepreneurship".

These past few days, I have been closely watching a major move by Beijing Off-road, the BJ30 Traveller's "5 Countries Fuel Saving Challenge". To be honest, we have seen many fuel saving competitions, but stretching the line of battle to 5 countries globally, and then back domestically for a live on-site broadcast, this scale is indeed rare. This live broadcast lasting more than three hours has concluded. How was the result? One sentence summary: The 70,000 RMB big boxy SUV, the 100km fuel consumption really went into within 5L!

Don't scroll away in a hurry, I know someone will say "it is another optimistic gauge under ideal conditions". But this time, we have to accept the data.

Five countries actual test endorsement, not just pure luck

Before this live broadcast at Yanqi Lake, Beijing Off-road had already sent the car to South Africa, Poland, Indonesia, UAE and Mexico. What concept do these 5 places represent? Dry deserts, humid rainforests, high altitude, urban congestion, unpaved rough roads... basically ran through all the extreme driving environments encountered on Earth.

Those local car bloggers are no pushovers, directly using local real driving scenarios to stress test the BJ30 Traveller. What was the result? The whole vehicle structure, 3-motor HEV hybrid system, chassis hardware, all held up. Cross-country full-domain road test, the 100km fuel consumption was also firmly around 5L.

With this foundation, only then could the domestic live broadcast dare to play for real.

Three major road condition actual tests, congestion generates low fuel consumption

This live broadcast I paid special attention to the urban congestion segment, this is our daily commuting most headache place. BJ30 Traveller in Beijing business district + residential areas stop and go, frequent idle, low speed creeping, in general fuel boxy SUVs, fuel consumption would have already soared to 8, 9 liters.

But its set hybrid + 3-motor 6-mode + electric 4WD architecture is indeed smart. Motor priority drive, engine only intervenes when needed. During traffic jams, it is almost like an electric car running, idle consumption? Non-existent.

Finally actual test, 2WD version official comprehensive fuel consumption 5.85L/100km, 4WD 6.45L/100km, but in this on-site challenge, directly broke the 5L barrier. I calculated a bill, according to driving 20,000 km a year, gas price 8 yuan, compared to the same level fuel boxy SUV can save 3,000 to 4,000 yuan in gas money. Three years down the line, saving a flagship mobile phone is not a dream.

Highway segments are also no slouch. 2820mm wheelbase, back row folded directly becomes 1.92 meters big bed room, Polish blogger even can lie sideways into the trunk filled with equipment. Fuel saving and can carry, this is the way a home SUV should be.

Country road gravel, unpaved roads more verify its passability: 215mm ground clearance, ATS all-terrain system, millisecond electric 4WD, light off-road conditions easily handled. 5 countries experts collectively praise, not without reason.

Comparison reveals differences, is HEV the best solution for boxy SUVs?

To be honest, now there are many boxy SUVs on the market, but BJ30 Traveller this set of HEV hybrid road, I think more and more feel it is right.

Compared to traditional 2.0T fuel cars, it has stronger power, lower fuel consumption; compared to PHEV plug-in hybrid, it doesn't need to find charging piles, body is lighter, off-road battery layout safer. 70,000 RMB level price point, has both boxy SUV's tough look, and sedan fuel consumption performance, this is its continuous 23 months domestic light hybrid SUV sales first real reason.

Live broadcast finally also threw a surprise egg. June 12, BJ30 Traveller Highlight Edition officially launched. Configuration upgrade, power optimization, new exclusive colors, reportedly also has special edition exclusive colors. Current model has achieved all-road fuel consumption break 5L, all-around capable, new model plus mark, this wave indeed worth looking forward to.

Final Thoughts:

One city mountain water test fuel consumption, 5 realms trial prove strength. From South Africa gravel road to Beijing city evening peak, BJ30 Traveller with solid actual live broadcast told us, 70,000 RMB level big boxy SUV, can also make fuel saving into basic skill.

On May 28, 2026, the World Living Room at the North Bund in Shanghai witnessed a historic moment for China's automotive industry. SAIC Motor's '100 Millionth Global User Delivery Ceremony' grandly launched, relying on a global brand matrix covering the globe, initiating a global relay delivery across cities and continents. Thus, SAIC Motor officially became the first company in China's automotive industry with cumulative production and sales exceeding 100 million vehicles, setting a new record in China's automotive industry development, and carving a new milestone in the leapfrog development of the national automotive industry.

Behind the production and sales of 100 million complete vehicles is SAIC's unwavering commitment to industry over more than 70 years, the transformation upgrade from a stumbling start to global leadership, and the best witness of trust from tens of millions of users and partners walking globally. From hand-crafting the first sedan to mass-producing 100 million-level vehicles, from joint venture exploration to independent brand rise, from leading in traditional fuel cars to breaking through in smart new energy, SAIC has completely experienced and promoted the entire process of China's automotive industry from nothing to something, from weak to strong, from establishing itself domestically to roaming globally.

70 Years of Passing the Torch, Witnessing China's Automotive Industry's Striving Journey

SAIC's development context is a condensed history of China's national automotive industry growth. In 1955, Shanghai Internal Combustion Engine Parts Manufacturing Company was established, pulling open the curtain for Shanghai automotive industry development; in 1958, generations of automotive predecessors, relying on craftsmanship and perseverance, knocked out the first 'Phoenix' sedan with hand hammers, achieving a 'zero breakthrough' in Shanghai sedan manufacturing, planting the seed of original intention for the national car-making cause.

Since the Reform and Opening-up, SAIC has boldly stood at the forefront of the industry, leading the way in opening up to the outside world and innovation exploration. In 1983, the Santana officially rolled off the line, opening a new chapter for China's automotive industry joint venture cooperation, accelerating the industrialization and standardization process of domestic automobiles; in 1997, Shanghai GM landed and went into production, with a surprising speed of 23 months from factory construction to car production, creating the 'Shanghai Speed' renowned in the industry, setting new records for global auto companies' factory construction and production.

Entering the New Era, SAIC targeted the independent innovation track, continuously breaking technical barriers. In 2006, the independent brand Roewe was born, raising the flag of innovation for national automobile brands; in 2016, the world's first internet car Roewe RX5 was launched, leading the wave of automotive intelligent transformation; in 2020, the high-end smart electric brand IM Motors was established, precisely laying out the high-level smart electric track, assisting China's automotive brands in advancing towards high-end and technological levels.

Over 70 years of wind and rain, SAIC has always adhered to the core user concept 'Knows Cars, Knows You Better'. 'Knows Cars' means the extreme pursuit of deepening core technologies and polishing product quality, from Santana localization technology attacks to joint venture 2.0 era technology co-creation, to the landing of cutting-edge technologies such as full-steer-by-wire chassis, solid-state/semi-solid-state batteries, AI large model vehicle applications, etc.; every technology iteration shows hardcore car-making strength; 'Knows You Better' means always standing on user needs, converting cutting-edge technology into perceptible and experienced beautiful travel scenarios, letting technology serve people and technology warm the travel. The 100 million production and sales milestone is essentially the concentrated fulfillment of 100 million user trusts, the best proof of SAIC's unchanged original intention.

100-Million-Level Benchmark Model Lands, Gathering Industry Top Technology Achievements

The global 100 millionth vehicle delivered this time is SAIC's painstakingly crafted IM LS9 Hyper. This model condenses SAIC's 70+ years of car-making technology accumulation, is a masterpiece of brand technology iteration, officially opening the new era of new energy vehicles 'new three major components', redefining high-end smart electric travel standards.

In the core hardware layer, IM LS9 Hyper is equipped with next-generation top technology configurations, with strength reaching industry benchmark standards. Chassis level, equipped with the first-ever full-steer-by-wire four-wheel steering technology in its class, balancing handling precision and driving stability; Intelligent Driving level, equipped with 520-line ultra-vision LiDAR and NVIDIA Thor chip, building an all-around, high-precision intelligent perception system, fully pre-embedding L3 and above high-level intelligent driving continuous iteration redundancy capabilities; Three-electric level, relying on full-domain 800V high-voltage platform and Star Super Range Extender System, achieving dual breakthroughs in energy efficiency and range.

Performance and safety fields, the model has numerous highlights. The new car first equips SAIC Gold Badge Hurricane Three-Motor, successfully entering the Performance 3-Second Club, bringing ultimate driving experience; at the same time, collaborating with Purple Mountain Laboratories, globally launching 'Intrinsic Safety' technology, expanding the automobile safety boundary from traditional physical safety to information and system safety, building a solid foundation for automobile safety in the AI intelligent era, protecting users' all-scenario travel.

Worth noting is that the first 100 millionth user this time was Momenta CEO Cao Xudong. As a core strategic partner of SAIC in the intelligent driving field, the intelligent driving technology co-created deeply between the two sides has fully empowered SAIC's independent and joint venture multiple brands, realizing technology landing and user inclusiveness. The special delivery of 'Partner becomes Car Owner' is not only a simple new car delivery, but also a vivid embodiment of intelligent car ecosystem collaborative win-win and deep resonance of technology concepts.

Full Chain and Full Domain Empowerment, Building a Global Hardcore System Strength

The 100 million production and sales miracle is by no means a breakthrough of a single product or single market, but the concentrated manifestation of SAIC's full value chain, full brand, and global system strength. For many years, SAIC has built a complete closed loop of coordinated development of six major segments: vehicles, parts, mobility and service, finance, international operations, and innovation technology, forming a stable, efficient, and sustainable industrial ecosystem.

Market data confirms strong strength; January-April 2026, SAIC's cumulative sales reached 1.302 million units, ranking first in China's automotive industry sales for four consecutive months. Among them, independent brand sales were 910,000 units, accounting for nearly 70%, independent brand rise trend is significant; new energy vehicle sales 412,000 units, continuing to lead the new energy track; overseas market sales 459,000 units, a year-on-year increase of 50.2%, global development momentum is rapid.

During this global relay delivery ceremony, SAIC's full brand matrix appeared together and exerted effort in coordination. Independent brands fully covered diverse travel scenarios, Shangjie Z7, Huajing S, Roewe M7, MG4 semi-solid-state battery version, Wuling Starlight 560, Maxus eDeliver5, Hongyan Heavy Truck, etc., more than 10 models were delivered centrally, covering personal commuting, family travel, commercial operation, logistics transportation and other full-scenario needs. Joint venture brands heavily showed 'Joint Venture 2.0' innovation results, Volkswagen ID. ERA 9X, AUDI E7X, Buick Zhijing E7, etc., new models, relying on high-level intelligent driving, super architecture, ultimate cockpit advantages, were hot sellers from the time of listing, showing new vitality of joint venture transformation.

Starting from the Shanghai main venue, delivery signals were lit synchronously in Nanjing, Liuzhou, Taiyuan and other domestic multiple cities, as well as overseas countries such as UK, Indonesia, Singapore, creating a new narrative for China's automotive industry global delivery. As a pioneer of China's automotive industry 'Going Global', SAIC has deepened overseas markets for many years, laying out more than 100 overseas parts production bases, over 3000 global dealer networks, built 3 overseas R&D and innovation centers, 4 overseas production and manufacturing centers, relying on 42 roll-on roll-off ships, 8 international routes, building a global logistics system covering Southeast Asia, Europe, and America.

Currently, SAIC products and services are distributed in over 170 countries and regions worldwide, overseas cumulative sales exceeded 7 million units. The underling MG brand has ranked first in China's brand European sales for 11 consecutive years, leading the breakthrough of cumulative sales of over 1 million in Europe and UK markets. Relying on the 'Glocal Global Localization Strategy', SAIC is accelerating the leap from 'Product Going Global' to 'Value Chain Going Global', making China's smart manufacturing, China's standards, and China's services go to the world.

User-Centric, Writing a Warm Travel Report

70+ years of deep cultivation, SAIC has always adhered to the original intention of 'Knows Cars, Knows You Better', integrating user needs into R&D, production, sales, service full chain, making every product fit real life, every service warm user travel. This delivery ceremony, many users of different identities and fields became the best witnesses of SAIC's original intention.

Dedao APP Founder Luo Zhenyu in the capacity of Huajing S No. 001 Experience Officer, personally witnessed SAIC's car-making strength; Former National Team Player Yang Chen favored Volkswagen ID. ERA 9X's hardcore quality, consistent with the brand's long-termism concept; Public Welfare Blogger Liu Jia deep cultivated mountain area public welfare, moved by Buick Zhijing E7's full-score cockpit humanistic design; there are also countless ordinary users such as social media creators, village party secretaries, logistics practitioners, etc., choosing SAIC due to trust, rushing to walk together due to love. Every user's choice is a vivid interpretation of SAIC 'Knows Technology, Knows Life Better'.

100 million vehicles is SAIC's 70+ years of struggle and forward progress stage answer, more is the brand moving towards smart electric drive new era, starting a new starting line for 'second entrepreneurship'. Since 2014 leading the new energy transformation layout, SAIC has always closely followed national industry strategy, deep cultivating smart electric innovation, persisting in technology breakthrough, achieving the leap from single point breakthrough to full domain leading, forming a prosperous development pattern of independent and joint venture parallel, passenger and commercial coordination, domestic and overseas linkage.

From 1955 initial startup to 2026 100-million summit, from first user to 100-million users, from local exploration to global navigation, SAIC used over 70 years of time to write the striving legend of China's automotive industry. Standing on a new starting point, SAIC will continue to adhere to original intention, deep cultivate innovation, walk together with global users and industry partners on the 100-million journey, continuously empowering travel upgrades with hardcore technology, assisting industry takeoff with China's smart manufacturing, co-creating a new future of global beautiful travel.

6 月 5 日，北京越野搞咗一場直播，主題叫做「5 國·破 5 燃擎節油挑戰」。三個多鐘頭，全網圍觀，淨係做咗一件事：實測 BJ30 旅行家究竟幾省油。

點樣樣？百公里油耗唔到 5 公升。一輛方盒子 SUV，長咗硬派越野個樣，跑出咗混動轎車嘅油耗。呢個成績，唔係實驗室跑嚟嘅，係真實路況、全程直播、一刀未剪。

五國先測，國內再驗，閉環驗證唔玩虛嘅

呢場節油挑戰唔係臨時起意。早喺國內直播之前，北京越野就聯合南非、波蘭、印尼、阿聯酋、墨西哥五國嘅汽車達人，橫跨唔同氣候、地貌、路況，對 BJ30 旅行家進行咗長途試煉。從沙漠到雨林，從高速到碎石路，整車底盤、混動系統、可靠性全維度驗證。

海外實測積累咗大量真實行駛數據，為國內直播做咗背書。呢次國內直播，路線設喺北京，由北汽藍谷出發，經過城市擁堵路段、高速巡航、鄉道砂石路，最後揭曉油耗成績。海內外聯動，形成完整嘅「真實場景驗證閉環」——唔玩實驗室數據，只認實際路況。

城市塞車唔費油，三擎混動係核心

好多人對「方盒子」嘅刻板印象係：造型硬朗，油耗都係咁硬朗。BJ30 旅行家用實測將呢個印象打破咗。

城市擁堵路段，頻繁啟停、怠速蠕行，係傳統燃油車油耗飆升嘅元兇。但 BJ30 旅行家搭載嘅三擎 HEV 混動系統，採用「混動 + 三擎六模 + 電四驅」組合，電機優先驅動，發動機只喺高效區間介入。低速蠕行基本靠電，塞車唔堵心，都唔堵油。

官方公布嘅兩驅版綜合油耗 5.85L/100km、四驅版 6.45L/100km，呢次實測直接幹進咗 5L 以內。7 萬級嘅價格，日常通勤成本比好多 A0 級小車仲低。

2820mm 軸距，後排放倒秒變 1.92 米大牀

省油只係基本功。BJ30 旅行家另一個殺手鐧係空間。2820mm 嘅超長軸距，後排腿部空間非常充裕，坐滿人乘坐都唔擠。車廂後尾箱方正规整，帳篷、露營炊具、戶外大件輕鬆塞入去。後排放倒後形成 1.92 米純平大牀，兩人躺平毫無壓力。

波蘭博主喺實測中親身體驗：車廂後尾箱塞滿裝備後，人都仲可以側躺入去。呢種「能裝」嘅屬性，對喜愛週末露營、長途自駕嘅家庭嚟講，好實用。

215mm 離地間隙+ATS 全地形系統，爛路唔怕

作為一台「旅行家」，佢仲要夠野。215mm 超高離地間隙，配合 ATS 多模式全地形控制系統同毫秒級電四驅，碎石路、坑窪非鋪裝路面、鄉道窄路，一鍵切換地形模式，四驅實時分配動力，輕鬆通過。

佢唔係硬核攀爬嘅越野車，但應付郊野露營、鄉村土路、輕度爬坡綽綽有餘。7 萬級價位，同時將省油、大空間、輕越野三件事都做到位，市面上唔多見。

高光版 6 月 12 日上市，配置再加碼

直播尾聲透露咗一個信息：6 月 12 日，BJ30 旅行家高光版將正式上市。新款喺現款基礎上，動力進階、小電瓶升級，內飾、智能舒適同配置全面優化，仲會推出專屬特別版車色。現款已經可以做到多路況油耗破 5L，新款喺硬核實力上再升級，值得期待。

【大胖講兩句】

BJ30 旅行家呢場節油挑戰，唔係噱頭，而係實打實嘅「真場景、真路況、真數據」。7 萬級方盒子，混動省油、大空間能裝、輕越野能野，再加上連續 23 個月自主輕混 SUV 銷量第一、72% 三年保值率同價位榜首嘅成績，佢已經用實力坐穩咗「輕越野家用 SUV 首選」嘅位置。6 月 12 日高光版上市，價格同配置都可能會有驚喜，想買方盒子又擔心油耗嘅朋友，可以關注一波。

May 29 to June 7, the 30th Greater Bay Area Auto Show was held at the Shenzhen World Exhibition and Convention Center (Bao'an). Deep Blue Auto showcased 6 star models from its lineup with a grand display

On May 22, Deep Blue Auto officially announced its partnership as the Global Official Partner of the Portuguese National Team. At the announcement event in Lisbon, the capital of Portugal, Deep Blue Auto delivered its global flagship model, Deep Blue S05, to the team, and simultaneously launched the 1,000 km European long-distance test vehicle launch ceremony.

Since 2026, Deep Blue Auto's market momentum has continued to surge. Sales in March and April exceeded 30,000 for two consecutive months, with several mainstay models firmly holding leading positions in their sub-segments. To date, global cumulative deliveries of Deep Blue Auto have exceeded 800,000 vehicles, solidifying its position as the sales champion among central enterprise new energy vehicles. This is not just a report card, but also market recognition of Deep Blue's technology route, providing consumers in the Greater Bay Area with solid confidence in car buying.

The Greater Bay Area is a core market for domestic new energy vehicle consumption and also a strategic area where Deep Blue Auto focuses its layout. At this auto show, Deep Blue Auto not only fully showcased its technical foundation for all-scenario mobility but also introduced exclusive June car buying benefits for Greater Bay Area consumers. By offering real discounts, it lowers the car buying threshold, allowing citizens to visit the show, choose cars, and enjoy major benefits all in one step.

During the event period from May 29 to June 14, users can enjoy extra exclusive gifts in addition to the manufacturer's original basic benefits: placing an order instantly gifts a Sapphire valued at 1,000 yuan on Deep Blue Mall, which can be used to redeem original factory vehicle accessories customized at will. Additionally, car buying users in the Shenzhen region can additionally enjoy the welfare of free compulsory traffic insurance.

Deep Blue S05: Global Best-selling SUV, First Choice for Bay Area Family Travel

As a fashionable flagship product built by Deep Blue Auto for the global market, Deep Blue S05 has achieved dual success in market performance and reputation. Not only has its monthly sales exceeded 10,000 since its launch, but global cumulative sales have exceeded 200,000 units. It has also won multiple international authoritative honors such as the German iF Design Award and Thailand Auto of the Year Award, making it a globally best-selling model that truly lives up to its name. This car is equipped with CATL battery cells and Golden Bell Battery technology across all trims, ensuring maximum safety protection and adapting to Shenzhen's hot and rainy summer climate. The 620 km CLTC ultra-long range is sufficient to meet daily commuting needs. Paired with 3C supercharging technology, the battery can be topped up from 30% to 80% in just 15 minutes, making weekend self-driving trips to surrounding Bay Area cities like Huizhou and Zhuhai stress-free.

Deep Blue L06 Max: Magnetorheological Chassis Support, Hardcore Interpretation of Driving Control Essence

The Deep Blue L06 Max, which focuses on an ultimate driving control experience, thanks to its outstanding product performance, has maintained high sales for two consecutive months and is favored by young users seeking driving pleasure. The model is equipped with a 3 million-level supercar-same magnetorheological chassis, with precise steering and excellent vibration filtering performance. Whether navigating Shenzhen urban main roads or speeding on Pearl River Delta mountain roads, it brings a smooth and effortless driving feeling. The Golden Bell Battery standard across all trims has cumulatively been installed in 700,000 units, maintaining a zero spontaneous combustion record and safeguarding every journey with reliable quality.

New Deep Blue S07 Huawei Qiankun Laser Version: High-End Perception Hardware Made Accessible, Calmly Traversing Complex Road Conditions

The new Deep Blue S07 Huawei Qiankun Laser Version breaks the price barrier of high-end intelligent assisted driving and popularizes high-end laser intelligent assisted driving configurations to mainstream price ranges. The vehicle is equipped with Huawei Qiankun Laser ADS 4 Pro Enhanced Version and All-Dimension Anti-Collision System, capable of calmly coping with Shenzhen Futian CBD rush hour traffic morning and evening, Nanshan Park dense roads, and narrow streets in the old city, etc., complex road conditions. Paired with 630 km CLTC long range and efficient energy replenishment technology, it ensures worry-free range for inter-city travel and comprehensively meets the diverse travel needs of Bay Area users.

Deep Blue S09: Smart Flagship Large 6-Seater, All-Round Capability for Business and Home

Positioned as a flagship large 6-seater SUV, Deep Blue S09 precisely matches the vehicle usage needs of high-net-worth groups in the Bay Area, balancing family outings and business reception in two major scenarios. The vehicle has an all-electric range of 310 km, equipped with 5C supercharging technology, requiring only ten minutes to complete a 30%-80% charge, with energy replenishment efficiency leading the same class. The entire vehicle standardizes Huawei Qiankun Intelligent Driving ADS 4.1 and HarmonyOS Cockpit across all trims, achieving full-dimensional intelligence in driving assistance and human-vehicle interaction. Industry-first middle-row horizontally sliding dual zero-gravity seats and integrated smart mobile center console, paired with variable space modes, whether weekend family camping leisure or business travel picking up and dropping off guests, deliver comfortable and luxurious riding experiences.

Deep Blue L07: Benchmark Smart Family Sedan, Good Companion for Commuters

'Tech Smart Enjoyment Mid-size Sedan' Deep Blue L07 integrates trendsetting design, powerful power, and global intelligence into one. It is a powerhouse in the 150,000 yuan-level sedan market. It is equipped with the new-generation Yuanli Super Integrated Electric Drive and Intelligent Range-Extended System, with abundant power and excellent energy consumption performance. As a sedan in the same price range standardizing Huawei Qiankun Intelligent Driving across all trims, its intelligent driving coverage on highway sections exceeds 99.2%. When driving on inter-city highways like Guangzhou-Shenzhen and Dongguan-Shenzhen, it can effectively alleviate long-distance driving fatigue. Combined with the 20-direction all-dimension anti-collision system, layered protection guards daily commute safety, perfectly fitting the vehicle usage demands of Bay Area commuters.

Deep Blue G318 Worry-Free Crossing Version: Outstanding All-Terrain Capability, Explore Outdoors as You Wish

Deep Blue G318 Worry-Free Crossing Version breaks the boundary between rugged models and city vehicles, capable of handling outdoor crossing and also adapting to city commuting. The vehicle is equipped with dual motor real four-wheel drive, two mechanical differential locks, and an all-terrain driving system, with outstanding passability and trapped vehicle recovery capability, easily conquering complex road conditions such as northern Guangdong mountain areas and outdoor wilderness. And the same class's unique air suspension, CDC damping, and active magic carpet system also allows the vehicle to maintain smooth and comfortable driving on city roads. Whether it's a weekend team hiking and crossing to the East-West Chong coastline or a long holiday long-distance self-driving, this model can accompany throughout and unlock diversified travel fun.

Currently at the golden period for mid-year car buying. Whether preferring sports driving control, intelligent technology, home practicality, or outdoor off-roading, you can find an adapted solution here. Welcome to visit Shenzhen World Exhibition and Convention Center (Bao'an) Deep Blue Auto Booth 7-09 to experience the hardcore strength of the entire series of models up close, seize the good opportunity for car buying, and start a brand new smart travel life.

2026 年 5 月 26 日，國家知識產權局公布了一項發明專利——「一種發動機診斷方法、裝置及控制器」，申請人上汽集團，公開號 CN122082896A。兩天後，5 月 28 日，上海北外灘世界會客廳，上汽將第一億輛整車（智己 LS9 Hyper）交付給了 Momenta CEO 曹旭東，上汽也由此成為了中國首家累計產銷量突破一億輛的汽車集團。

 

值得一提的是，在億輛里程碑達成之前，上汽集團第 99999999 輛整車為上汽大眾 ID. ERA 9X，該車型上市僅一個月交付就破了 7000 輛，4 月更是躋身 30 萬以上增程式大型高端 SUV 前三，是上汽大眾「在中國，為中國」戰略與「全球智慧 + 中國速度」融合的亮眼成果。

 

專利公布與億輛交付發生在同一周，不完全是巧合。

 

一億輛意味著什麼？七十餘年，平均每天造出近四千輛車。但更值得關注的，是其中的結構變化：最近幾年新增的數千萬輛，大多搭載了自主電控系統，具備數據采集和上傳能力。它們散落在全球 170 多個國家和地區，在高原、極寒、擁堵、高速等各種真實工況中行駛。每一輛車的發動機運行數據，都是上汽研發體系中的訓練樣本，這是任何實驗室都无法複製的。

 

而那項發動機診斷專利，恰好提供了一個觀察的窗口，它指向一個正在發生轉變的邏輯：當車企的累計保有量達到億級，規模化就不再只是製造成本的攤薄工具，更會開始反哺技術研發。

 

01 一億輛的底氣

 

要理解一億輛的技術含義，得先看這一億輛是怎么積累起來的。

 

1958 年，上海工人用榔頭敲出第一輛「鳳凰牌」轎車，實現了上海轎車製造零的突破。1983 年，第一輛桑塔納手工組裝下線，開啟了合資合作，也帶動建立了現代化零部件體系。此後幾十年，上汽先後與大眾、通用等深度綁定，在「市場換技術」的浪潮中完成了製造體系、供應鏈管理和人才資源的原始積累。

 

真正的轉折發生在自主品牌崛起之後，2006 年榮威品牌誕生，2016 年全球首款互聯網汽車榮威 RX5 問世，2020 年高端智能電動品牌智己汽車成立。到 2026 年 1 至 4 月，上汽已累計銷售 130.2 萬輛，連續四個月位居中國車企銷量第一，自主品牌銷量占比已接近 70%，扭轉了過去長期依賴合資的格局。

 

 

與此同時，上汽產品和服務已經進入了 170 多個國家和地區，海外累計交付超過了 700 萬輛。從英國到印尼，從泰國到巴基斯坦，上汽建有 4 個海外生產製造中心和 3 個研發創新中心。安吉物流擁有 42 艘滾裝船，8 條國際航線覆蓋了東南亞、歐洲和美洲。

 

實際上，比這一億輛的數字本身更有說服力的，是其結構變化。2015 年時，上汽自主品牌占比僅約 38%，新能源占比幾乎可以忽略不計，海外銷量占比約 10%。而到了 2026 年前四個月，這三個數字分別躍升至近 70%、31.7% 和 35.3%。這意味著，一億輛中近年來新增的數千萬輛，是真正搭載了上汽自主的電控系統、自主的數據采集架構、自主的雲端平台的車。

 

 

過去十年，上汽累計投入研發資金超過了 1500 億元，持有近兩萬六千項有效專利。僅 2026 年以來，就新獲得了專利授權近百項。而這些數字背後，是一套正在成型的「數據驅動研發」模式。

 

可以說，上汽的一億輛車，就是全球規模最大的「流動實驗室」，也是「數據定義技術」的起點。今後，不再是工程師猜測用戶會遇到什麼問題，而是用戶用車的運行數據直接告訴工程師，問題在哪裡、優先級如何、最優解是什麼。

 

02 發動機診斷專利裡的「數據金礦」

 

再回到那項專利本身，它的技術方案聽起來並不花哨：在一個預先確定的時間段內，當第一診斷策略和第二診斷策略的條件同時被滿足時，只發送一次斷油請求，在發動機被斷油的同一連續時間段內同時執行兩個診斷策略。

 

這樣的效果有兩層：一是可以降低發動機被斷油的總次數和總時長，從而節省油耗，二是可以同時將診斷執行過程限制在最短的時間段內，降低單次的斷油時長，避免因斷油過長而可能引發的安全風險。

 

傳統發動機診斷採用的「分時診斷」邏輯，簡單來說就是一項一項排查。每查一項，就得短暫斷一次油，次數多、且時間長。以前燃油車可能不明顯，但現在混動車頻繁啟停，每次斷油都會感覺車身一頓，動力也會慢半拍。上汽的專利方案，本質上就是把多次檢查合併到一次斷油裡完成。

 

這套方案之所以能夠成立，需要具備兩個能力：第一，知道哪些診斷項可以安全地並行執行，也就是知道哪些檢查能一起做，並且不會出問題；第二，能為每一種發動機型號、每一種使用場景設定出每次斷油最短、最合適的時間。而這兩個能力都需要依賴足夠廣泛的實際運行數據。實驗室可能模擬不出所有的路況，但一億輛車跑出來的真實數據可以。

 

這就是所謂的「規模反哺技術」。一億輛車每時每刻都在產生數據，這些數據讓算法工程師不斷地優化診斷策略，而優化後的策略又通過 OTA 推送到車輛上，帶來更低的油耗、更平順的駕駛體驗、以及更精準的故障判斷。用戶幾乎察覺不到診斷的存在，卻也實實在在地享受著診斷優化帶來的便利。

 

03 混動時代為什麼更需要「懂發動機」

 

在純電動車型滲透率持續攀升的背景下，一個自然而然的問題是：一家積極轉型電動化的車企，為什麼還要投入資源深耕發動機診斷技術？

 

2025 年，上汽發布海外「Glocal 戰略」，搭載全新 HEV 混合動力系統的車型將覆蓋全球主流細分市場。今年三月，MG 在德國法蘭克福舉辦技術日，全球首發 SolidCore 半固態電池及 Hybrid+ 混動兩大核心技術。兼顧低油耗和高性能的 MG Hybrid+ 混動技術，海外單月銷量已突破了 2 萬輛。與此同時，上汽 DMH 超級混動系統也已應用於榮威、MG 等多款車型，其混動專用發動機熱效率更是突破了 46.3%。

 

同樣的，包括增程式車型，上汽大眾 ID. ERA 9X 搭載的 EA211 黃金增程器，本質上就是一套高效的發動機發電系統，它的診斷策略同樣需要精細控制斷油時機和時長。ID. ERA 9X 上市一個月交付超 7000 輛，說明用戶對這套增程方案的接受度並不低，也意味著背後的發動機診斷邏輯正在被大規模地驗證。

 

而混動車型的核心技術難點之一，正是發動機與電機之間的啟停協調，每一次的啟停都涉及診斷策略的觸發和執行。如果採用傳統的「分時診斷」邏輯，頻繁的斷油診斷會嚴重影響混動駕駛的平順性，用戶會感覺到莫名的頓挫或延遲。同時，每次斷油也意味著那一瞬間發動機不再輸出功率，燃油的經濟性也會打折扣。

 

上汽專利中「降低斷油次數」「縮短單次斷油時長」的特點，正是為了解決這一大問題。這套邏輯放在增程車型上也同樣成立，當增程器啟動時，診斷效率也直接關係到了發電的平順性。

 

從更宏觀的視角來看，內燃機並不會因為電動化而徹底退出歷史舞台。無論是歐洲市場對混動車型的需求，還是中國消費者對插混車型的青睞，都指向了同一個結論：發動機不會消失，但會變得更「智能」。而讓發動機變智能的，正是這些數據和診斷。

 

這也解釋了為什麼上汽的 DMH 混動專用發動機能夠突破 46.3% 的熱效率，單純靠機械層面的優化實際上已經逼近了物理極限，想要進一步突破，就必須依靠精準的診斷和調節，每一項都離不開海量的真實運行的數據支撐。

 

站在一億輛的新起點上，上汽面臨的問題很直接：這些海量數據資產，能不能轉化成可感知的用戶體驗和技術壁壘？發動機診斷專利只是一個切面，它小，但也足夠深。當技術競爭從硬件實力轉向算法和數據，決定勝負的就可能不再是哪家企業在實驗室裡做出了更好的樣機，而是哪家企業的算法在實際使用過程中更靠譜。

 

一億輛車更不是終點，它是一億個數據來源，是一億份用戶信任，也是上汽進入新階段的新起點。從 1955 到 2026，上汽能走七十多年，靠的不是某款爆款車型或某項明星技術，而是懂技術、更懂用戶的能力。

近日，212 越野車環塔收官慶典在青島舉行。著名體育賽事主持人韓喬生、職業賽車手韓魏、廠商隊車手、用戶隊車手以及技術後勤團隊——這群剛從 7500 公里極限征程中歸來的人，沒有西裝革履，卻站成咗越野市場入面最真實嘅畫面。一場收官慶典，被 212 辦成咗品牌宣言：唔好同我堆配置，敢把車開進環塔，先算真有底氣。

嚴格來說，212 嘅環塔成績單從 6 月 1 日就已經寄出。但比最終名次更值得行業關注嘅，係呢張成績單嘅含金量。

本屆環塔拉力賽總里程 7500 公里，其中特殊賽段 3400 公里，沙漠佔比首次超過 60%，地表溫度最高超過 60℃。T2.1 量產組賽事規則限定車輛保留原廠量產底盤同動力總成，發動機、變速箱、底盤核心部件同市售版本完全一致。任何造車新勢力都明白：唔係秀場，而係實打實嘅全工況極限測試場。

正係喺呢樣嘅賽場上，212 車隊以接近原廠狀態嘅量產 T01 出戰，直面一众搭载 3.0T 大排量動力嘅對手，完成「2.0T 對陣 3.0T」嘅越級挑戰。賽事後半程 SS10 至 SS13 四個關鍵賽段，車隊接連拿下兩冠一亞嘅出色成績。值得留意嘅係，喺淘汰率超過 30% 嘅 SS5「魔鬼賽段」，212 兩台車組全部順利完賽。最終，212 成為 T2.1 量產組廠商隊中唯一實現全員 100% 完賽嘅品牌，並斬獲組別亞軍。

唔係靠運氣撞出嚟嘅。環塔賽場嘅戈壁、沙梁、交叉軸、砲彈坑唔會配合任何品牌嘅宣傳稿。能夠完賽，本身就係最硬核嘅產品力認證。

回到技術維度，T01 嘅表現更值得深究。

參賽車輛使用嘅動力系統同民用版本無異：2.0T 發動機匹配采埃孚 8AT 變速箱，配合博格華納大分動器，喺 4L 模式下可將扭矩放大 2.64 倍。呢個意味住 7500 公里賽程中經歷嘅所有爬坡、拖拽、沙地起步——每一下油門，都同普通消費者喺 4S 店試駕時踩嘅係同一套系統。

底盤層面，T01 採用非承載式車身搭配前後整體橋架構，針對環塔極限路況進行專項調校。從賽道反饋睇，呢套架構喺重載翻越時抗扭性表現突出，喺高強度顛簸路段始終保持車身姿態穩定。全車採用鍍鋅板車身，經戈壁碎石剮蹭後未出現明顯鏽蝕問題。乘員艙結構強化帶嚟 16% 嘅頂部承載力提升，配合籠式車身、540°全景影像及緊急呼叫救援功能，完成咗越野性能同安全配置嘅雙向驗證。

把近萬公里嘅極端工況實測數據反哺到產品開發中，係 212「以賽促研」理念嘅最直接落地——與其喺實驗室入面做高成本模擬，不如讓產品喺戈壁入面自己跑出答案。

但行業內真正該關注嘅核心，係 212 喺賽事之外嘅第二層佈局。

慶典現場，212 宣佈環塔改裝套件即將登陸官方商城，涵蓋底盤護甲、防脫輪轂、越野輪胎及脫困救援裝備等。如果說環塔參賽係一次技術驗證，咁改裝套件嘅推出就係讓驗證成果觸達終端用戶。長久以來，國內越野改裝市場以第三方配件為主，配件兼容性同可靠性缺乏系統性測試。原廠賽事套件落地，某種程度上係喺規範細分後市場，推動越野改裝從非標走向標準化。

更深層嘅變化喺於用戶參與機制嘅重構。212 同步啟動咗 2027 環塔用戶車手招募計劃，並會攜手職業賽車手韓魏共同成立冠軍越野培訓學院，面向普通用戶提供系統化賽前指導同參賽機遇。呢度指向嘅係一個更大嘅產業命題：從過去單一嘅「賣車邏輯」，轉向向上依托賽事迭代技術、向下延伸改裝配件同駕駛培訓服務嘅「產品—賽事—服務」三位一體產業閉環。

212 越野車營銷總公司總經理何兆鵬喺慶典現場表示：「212 要把越野文化普及，令更多人心里嗰顆關於遠方同夢想嘅種子，有機會生根發芽。」呢句話背後，係一套完整嘅運營邏輯：通過賽事建立信任同公信力，通過培訓降低進入門檻、培養用戶資產，通過官方改裝套件承接消費需求——每一步都喺構建屬於 212 嘅用戶心智入口。

212 同時公佈咗未來賽事規劃。2027 環塔拉力賽將繼續成為核心賽曆，達喀爾拉力賽、馬來西亞沙巴國際雨林賽、阿拉善 T3 挑戰賽等一系列國內外頂級賽事均在規劃之中。值得關注嘅係，212 喺 2026 年初達喀爾拉力賽中，T01 作為保障車已成功護航車隊以汽車組第 26 名、中國車隊第一嘅成績完賽。從達喀爾到環塔，從沙漠到雨林，賽事版圖嘅擴張意味著產品將喺更多極端環境中接受檢驗，技術積累也將隨之持續迭代。

對 212 而言，環塔唔係終點，而係一個新嘅起點。今年 6 月開啟嘅呢份答卷，喺接下來嘅全球賽事版圖中，用更長嘅賽道同更複雜嘅路況，檢驗一個品牌從「國民記憶」走向「世界符號」嘅真正成色。

呢場收官慶典最耐人尋味嘅，係佢冇停留在一份成績單上。212 把環塔從「賽事」變成咗一次公開嘅、唔可以剪輯嘅發布會現場，然後又把賽場驗證嘅技術成果交返畀用戶。喺呢個汽車營銷過度包裝嘅時代，呢種「唔裝咗、攤牌咗」嘅姿態，或許比任何廣告都更具說服力。

Auto-First | Li Dezhe

Toyota Motor recently announced plans to further increase the scale of its overseas production cuts, raising the total overseas production reduction volume from June to November of this year from the previously planned 38,000 units significantly to 83,000 units, doubling the production cut magnitude. Combined with the preliminary production cut of 40,000 units by Japanese domestic factories for the Middle East market in the first quarter of this year, Toyota's total vehicle capacity reduction plan within half a year exceeds 120,000 units.

Toyota's capacity adjustment this time is highly targeted, mainly aiming at sluggish markets and slow-selling models, including overseas factories in Thailand, India, Malaysia, etc., and overseas production lines dedicated to the Middle East market. Main models with production cuts are concentrated on fuel version RAV4, Camry, Fortuner, Innova and other traditional fuel SUVs and family sedans. Hybrid models and pure electric models capacity remains basically unchanged.

On the surface, short-term geopolitical crisis and supply-demand imbalance might be the main reasons for Toyota's current production cuts, but actually, this also reflects that holding firm to the internal combustion engine base in the global new energy wave has already fallen into a strategic disadvantage.

For a long time, Toyota insisted on hybrid technology route, pure electric model R&D and launch pace was slow, relying on durability and resale value advantages to deep-plow global fuel car blue ocean market. Especially in emerging markets like Middle East, Southeast Asia long-term occupied absolute leading position. However, in recent years, global auto industry landscape completely reconstructed, core markets like China, Europe comprehensively accelerated electrification substitution, Southeast Asia, Middle East and other traditional fuel car "safe havens" also began to gradually introduce new energy supportive policies, local new energy models rose rapidly, diverting fuel car market share.

Toyota continuously shrinking overseas capacity also reflects the new logic of current multinational automakers' global layout. In the past, automakers pursued global layout, capacity full coverage, to reduce production costs with economies of scale; Nowadays global geopolitical conflicts frequent, regional trade barriers rising, car market regional division intensifying, blind expansion of global capacity risk surged. Multinational automakers began to shift from "global expansion" to "precision layout", shut down inefficient, slow-selling fuel car capacity, concentrate funds and capacity into high-growth electrification tracks, becoming common industry practice.

It can be said, this global capacity shrinkage wave initiated by Toyota, also sounded a warning bell for current Chinese independent brands expanding overseas.

In recent years domestic car market fierce competition intensified, top automakers increased investment in overseas factories, complete vehicle exports, Middle East, Southeast Asia are exactly the core growth markets for Chinese automakers going overseas, in 2025 China's car export volume to the Middle East exceeded 1.4 million units, coinciding with Toyota passively yielded market share due to logistics disruption, geopolitical turmoil, many domestic automakers followed suit to increase regional capacity deployment and inventory stocking. But Toyota's dilemma directly exposed the common risks of global car building: single region geopolitical turmoil, sea shipping routes blocked, regional demand changes, can instantly severely damage heavy-asset overseas capacity layout.

At the same time, Chinese automakers going overseas also currently hide two hidden risks: One is some automakers blindly copying Japanese past heavy-asset factory building models, rapidly launching complete vehicle factories in emerging markets, capacity expansion pace far exceeds local new energy penetration rate, very easy to follow Toyota's fuel car capacity excess trap; Two is some overseas products structure single, over-rely on fuel cars or low-price entry-level new energy cars, lack diverse product matrix adapted to different regional policies, road conditions, insufficient ability to resist market volatility.

In addition, geopolitical supply chain risks Toyota is currently facing also reminding Chinese automakers, going overseas cannot only pursue sales volume scale, must simultaneously build diversified shipping routes, disperse regional market layout, accelerate overseas supply chain localization support, reduce impact brought by external sudden risks.

Looking at the overall situation, Toyota's overseas production cut is another heavy signal of the end of the global fuel car era. Auto industry stock competition arrives, geopolitical risk, energy change, electrification wave triple variables are reshaping global auto industry new rules. For all multinational automakers, relying on fuel cars to lie back and win era has completely ended, only by accelerating capacity structure reform, can adapt to the brand new global auto market layout.

May 21, the 12th Chengdu International Auto Parts and After-sales Service Exhibition (CAPAS) officially opened at the Chengdu Century City New International Expo Center. If one word is used to describe this year's on-site feeling, it is "changed".

In the past, many people's impression of CAPAS might still be stuck at a relatively busy parts ordering meeting in the southwest region. But after walking around this year, you will find it is quite different. In the 53,000 square meter exhibition hall, 805 companies brought not just products, but more like a roadmap of the southwest auto industry comprehensively "changing blood" (restructuring). From the accelerated implementation of commercial vehicle electrification to the scale of the new energy intelligent connected vehicle zone doubling directly, to the systematic construction of soft power such as auto culture and industry-education integration, CAPAS is completing a role transformation from "trading platform" to "industry ecosystem hub".

Southwest Auto New Trends: Commercial Vehicle Electrification is No Longer "Slogans", but "Running Scenarios"

The southwest region has many mountain roads, long slopes, and high altitudes. In the past, many people doubted the practicality of electric commercial vehicles here. But the signals released at this year's exhibition were very clear: commercial vehicle electrification has already found its scenario-based path in the southwest.

Foton's "Auman Es1 Blue" light truck directly targets four specific scenarios: cold chain, express and fast transport, high-end city distribution, and smart logistics; FAW Jiefang's displayed "H6G-132 kWh" composite version cargo truck is equipped with a 185KW high-power motor, focusing on solving slope climbing and acceleration performance, simply put, this is tailor-made for southwest terrain. Liuzhou Vehicle Chenglong's "Chenglong Wing Power 5" heavy truck controls the vehicle self-weight within 8.8 tons, the logic of carrying more and running faster always holds true in the logistics market.

More worthy of attention is that new energy mining trucks have entered the unmanned driving stage. Chitian's displayed models can intelligently adapt to various mine transportation scenarios. For provinces with rich mineral resources in the southwest region, this is a tangible productivity tool.

And in the supporting system behind it, this year's exhibition added these two core viewer groups: logistics enterprises and charging/swapping operators, while holding the New Energy Commercial Vehicle (Southwest) Service Ecosystem Conference and Logistics Scenario Electrification Conference. This means a consensus has been reached: the landing of commercial vehicle electrification in the southwest is no longer a single car selling logic, but a five-in-one ecosystem collaboration of car, charging pile, cargo, finance, and service.

New Energy and Intelligent Connected: Not "Supporting Roles", but "Protagonists"

If CAPAS in previous sessions were just a trend sector, this year its status has been completely elevated. The area of the New Energy and Intelligent Connected Vehicle Special Zone doubled compared to the last session, and the number of participating brands also increased significantly.

In terms of passenger cars, brands such as Changan, Dongfeng Fukang, Dongfeng Voyah, Geely Galaxy, Jetta, Lynk & Co, Seres, and FAW Toyota made a collective appearance; in the commercial vehicle field, Guangtong Auto, Shudu Bus, Xizhong, Sinotruk Chengdu, etc. also brought multiple new energy models. But the highlights of this exhibition are not in the whole vehicles, but in the underlying technology.

Intelligent driving systems, core trinity power technology, hydrogen fuel systems these "hardcore" content become display focus. Ziyang Exhibition Group's Hua Chuang Yong Hydrogen brought low-pressure solid-state hydrogen storage sightseeing cars and low-pressure high-density solid-state hydrogen storage bottles; Modern Commercial Vehicles displayed hydrogen fuel cell light trucks. These technologies might be a bit far for ordinary consumers, but for enterprises upstream and downstream of the industry chain, this is a tangible business opportunity.

A detail is worth noting: Academician Ouyang Minggao's Workstation as a new energy vehicle and power battery innovation platform also appeared in the Yibin exhibition group. Academician Workstation participating directly indicates that the technical concentration of this exhibition has reached a new level.

From "Selling Parts" to "Selling Services", After-sales Market is Upgrading

Changes in the after-sales service sector are also obvious. In the past, people understood after-sales as selling parts and doing maintenance, but the signal conveyed by this year's CAPAS is: after-sales services are comprehensively upgrading towards professionalism, digitization, and refinement.

Chassis maintenance becomes a hotspot. Lpieer, Tieyin, Wuhu Jiaxian, Sigmai, etc. brought chassis parts such as shock absorption, braking, steering, and transmission. Behind this is a realistic logic: with the increase in the number of new energy vehicles, the demand for traditional engine maintenance is decreasing, but the demand for chassis maintenance is rising rapidly.

Green circular economy is no longer a concept. Brands such as Chongqing Yuxiang, Puyang Jirunda, Xinjiang Tongfeng, and CAT Power brought remanufactured engines, gearboxes, and chassis parts. The Green Design, Green Manufacturing, and Remanufacturing Seminar for Automobile Products also discussed the business model of automobile remanufacturing systematically for the first time. This logic has natural advantages in the southwest promotion — as a gathering area of resource provinces, the economic account of recycling can be calculated.

Warranty equipment is also leaning towards low-carbon environmental protection. Brands such as Styler and Matthias displayed smart car washing machines with water and electricity saving advantages; Younaite, Xuna, Guangjun, etc. brands' paint booths and lifts focus on terminal store quality improvement and efficiency increase. These devices are not showing off skills, but actually helping repair stores reduce costs and improve efficiency.

Auto Culture and Personalized Modification: From "Small Circle" to "Big Ecosystem"

This year's car modification gathering had a landmark event: the prototype of the movie "Pegasus 3" appeared for the first time. This is not just a gimmick, but it illustrates that auto culture is moving from a niche circle to the public vision.

At the exhibition, Austria Red Bull linked the Chengdu and Shanghai two exhibition sites, creating an Urban Workshop Tire Change Challenge Series Experience Activity. Audiences can personally feel the tense rhythm of racing pit stop tire changing. E-sports simulators allow ordinary people to experience the driving atmosphere of rally tracks. The significance of these interactive experiences lies in that they let auto culture change from "looking" to "playing".

Hardcore modified off-road vehicles and fashionable motorcycles made a concentrated appearance. Audiences can communicate face-to-face with senior modification experts to customize exclusive Southwest terrain road self-driving modification plans. The appearance of limited models such as Ford Model A, Cadillac Series 62, Formula Three (F3) racing cars, etc., also let classic car culture have a display stage.

Behind this there is policy support. This year Sichuan Province specially issued an implementation plan to promote high-quality development of the auto aftermarket, explicitly supporting auto racing, self-driving travel, auto culture experience, etc. directions. CAPAS's auto modification sector is unfolding along these three directions, using National Highway 318 as the main line, constructing a complete auto culture ecosystem.

From the perspective of trade, Changmao, Xinhui, and Yaosheng who participated for the first time brought paint protection film, window film, and color change film. Huqie displayed off-road vehicle fuel tanks and roof racks; Caleb's pickup truck tailgate covers are all precisely capturing the personalized needs of the southwest market. Although this sector scale is not large, growth potential is considerable.

Industry-Education Integration: Solving "People" Problems is the Long-term Strategy

This year CAPAS's most unexpected sector for me is the New Energy Vehicle Industry-Education Integration Activity Zone. To be honest, many industry exhibitions' emphasis on talent training often stays on the surface, but CAPAS this time is getting real.

International Auto Industry Education and Talent Development Conference, Elite Qi Hang Public Class, New Energy Auto Service Marketing Growth Training, New Energy Commercial Vehicle After-sales Maintenance Training... four activities covered the full chain from industry trends to store operations to technical practice. In the practical training zone, Lao Xiang Hao, and other enterprises brought on-site demonstrations of new energy commercial vehicle fault troubleshooting, diagnosis, and maintenance.

More worthy of attention is that second-hand car preparation practical training was newly added this year. With second-hand car preparation officially included in the new occupation of national occupational classification, the talent demand in this direction is exploding. AI paint smart detection, digital color mixing, scratchless repair, etc. new generation technology demonstrations, constructed a full-chain collaboration of technology, equipment, talent, and digitization.

With this combination of punches, CAPAS is not only displaying products, but solving the fundamental problem of "who will do the work" for the entire southwest auto aftermarket.

Internationalization and Regional Synergy: Walking on Two Legs

This year CAPAS is expected to welcome overseas audiences from Australia, Russia, Thailand, Malaysia, Singapore, South Korea, India, Saudi Arabia and other countries and regions. Overseas buyers from emerging markets such as UAE, Pakistan, Brazil, Ghana, Bangladesh, Mexico, Tajikistan, Armenia and other countries also formed a group to arrive.

This buyer structure is not the traditional sense of European and American markets, but "Belt and Road" line's emerging markets. This shows CAPAS chose a differentiated strategy on the internationalization path, targeting areas with stronger complementarity with the southwest region's industry.

Domestically, 56 professional buyer groups covered the southwest and surrounding areas centered on Chengdu-Chongqing, while expanding to Central China, East China, and South China. 16 city and prefecture exhibition groups within Sichuan Province made a collective appearance, the industrial cluster effect of Nanchong, Yibin, Ziyang, Guang'an, etc. was fully amplified. Yibin focuses on power batteries, Ziyang focuses on hydrogen energy technology, Nanchong and Guang'an focus on electric commercial vehicle supporting, this differentiated layout avoids internal friction and forms a combined force.

In the provincial exhibition groups, Chongqing, Hebei, Guangzhou brought advantages such as new energy intelligent connected, braking systems, auto electronics and precision manufacturing, etc., forming a complement with southwest market demand. Regional synergy is no longer a slogan, but real enterprise docking and industrial chain complementarity.

Written in the end:

After visiting this CAPAS, a strong feeling is: the southwest auto market is shifting from "following" to "leading". In the past when we talked about the southwest market, we more talked about its consumption potential and aftermarket space. But now, whether it is the scenario-based landing of commercial vehicle electrification, or the industrialization exploration of hydrogen energy technology, or the commercialization attempt of remanufacturing circular economy, the southwest has already walked in the front.

Another interesting change is CAPAS's role is shifting from "Connector" to "Incubator". It is no longer satisfied with letting buyers and sellers meet, but is starting to intervene in the construction of the industrial ecosystem. Industry-education integration solves talent supply, green circular economy promotes sustainable development, auto culture cultivates consumption upgrades. These actions may not see direct transaction data in the short term, but in the long run, this is building infrastructure for the entire southwest auto industry.

全新吉利星願上市，上市限時權益價 6.18 萬元-9.18 萬元，全系續航從 310 公里、410 公里升級到 410 公里、480 公里。但這次發布真正值得關注的，不只是配置升級，而是吉利借助小紅書的影響力，試圖讓外界能了解星願為什麼能成為一台爆款：尤其它提供給年輕用戶真實生活裡的高頻場景解決方案。

一台純電小車，573 天交付突破 70 萬輛，拿下 2025 年中國車市全品類銷量冠軍，今年一季度還躋身全球新能源銷量前三。星願的成功，絕不能只用「便宜」兩字解釋。

假若只是便宜，中國車市從來不缺低價車；假若只是配置高，當下的新能源市場也早就捲到參數滿天飛。星願沒有將自己定義成一臺「預算有限時的替代品」，而是把純電小車重新做成了城市生活裡的高頻剛需。

這也是為什麼這次全新星願上市，吉利攜手小紅書打造全國首個流動式「沉浸旅行」汽車發布會，並聯動寧德時代、卡皮巴拉、珂拉琪、好孩子、麥富迪等跨界品牌，搭建「海港人家、小巷人家、雨林人家、絲路人家、游牧人家」五大生活場景。

表面看，這是一次更年輕、更會玩的傳播；往深處看，這是吉利在用小紅書的內容生態，完成一次用戶心智轉換：星願不是冰冷的代步工具，而是可以被分享、被種草、被表達的生活夥伴。

小紅書最擅長的，不是解釋一台車有多少 TOPS、多少毫米波雷達、多少項同級唯一，而是把功能翻譯成生活場景。比如，70L 前備箱對普通參數黨來說只是儲物空間，但對養寵用戶來說，是防味收納；全場景自動泊車不是技術炫耀，而是老小區、窄車位、新手司機的鬆弛感；480 公里續航和 19 分鐘快充，也不是紙面數字，而是週末出遊不用反覆算電量的自由。

所以，這次星願借小紅書升級傳播，深層用意不是「找年輕人玩一場發布會」，而是要讓星願繼續牢牢占住一個位置：純電小車裡的生活方式樣本。

反過來，這也說明了吉利星願為什麼能成功？是因為它一直做的對。

第一，它抓住了純電小車市場最大的矛盾：用戶想要低門檻，但不想要低質感。很多人買小車，不是因為他們不懂車，而是因為使用場景真的不需要大車。上下班、接送孩子、買菜、停車、城市短途，本來就是高頻場景。星願的聰明之處，是沒有把這些用戶簡單理解成「價格敏感」，而是理解成「體驗敏感」。他們在意價格，但也在意空間、續航、安全、顏值和智能化。

第二，吉利用體系能力解決了小車最容易縮水的地方。全系標配寧德時代電芯、液冷溫控、11 合 1 智能電驅，最高 480 公里續航，30%-80% 快充 19 分鐘，這些並不是單個配置的勝利，而是吉利供應鏈、三電、平台化能力一起壓出來的結果。小車最難做的，恰恰不是便宜，而是在便宜的同時不顯得單薄。

第三，星願把「可愛」做成了生產力。微笑前臉、多巴胺車色、環抱式內飾、Flyme Auto 座艙、AI Eva、CarPlay、寵物模式、洗車模式、便捷找車，這些東西單看都不嚇人，但組合起來，形成了一種很強的日常親和力。它不是高高在上的科技敘事，而是低頭鑽進用戶生活的毛細管裡。

第四，它用安全和駕控补齐了小車的信任短板。小車可以小，但用戶不會接受安全也「小」。這次全新星願強調 80.7km/h 麋鹿測試、130km/h 魚鉤測試、正面和側面連續碰撞、AEB 120km/h 剎停、AES 130km/h 主動避讓，本質上是在告訴用戶：這不是一台只負責好看好開的城市玩具，它也要承擔家庭車的責任。

那麼，星願今後的direction是什麼？

我認為，不是繼續單純往低價捲，而是從「爆款小車」進入「國民精品車」的第二階段。

第一，繼續做生活方式。小紅書這次不是一次性傳播動作，而是星願未來用戶運營的重要方向。女性用戶、年輕家庭、寵物用戶、通勤用戶、輕旅行用戶，這些人不是傳統汽車發布會裡最容易被講清楚的人群，但卻是星願最重要的真實用戶。

第二，繼續做智能化下放。輔助駕駛、智能座艙、場景助手、哨兵模式、記憶泊車，這些功能未來會越來越成為小車市場的分水嶺。誰能把智能化做得更好用、更穩定、更便宜，誰就能吃到下一輪紅利。

第三，繼續做全球化。星願已經進入全球 30 多個國家和地區，並在巴西、泰國、印尼等市場獲得成績和獎項。對吉利來說，星願不只是國內 A0 級市場的爆款，更可能成為中國純電小車走向全球的標準化樣本。

所以，全新吉利星願這次升級，真正要看的不是「又加了多少配置」，而是吉利正在把一個已經成功的爆款，繼續往更穩定、更長期、更全球化的方向推。

過去，星願證明了純電小車也能成為全品類銷冠。

現在，吉利要證明的是：爆款不是偶然，爆款背後是一整套對用戶、產品、供應鏈和內容傳播的理解。

這才是星願繼續進階的真正含義。

"Dulu menjual Toyota, perkataan pertama pelanggan bila masuk pintu ialah: bila boleh dapat kereta segera. Sekarang perkataan pertama ialah: kereta ini guna teknologi pandu pintar dari mana?" Ini kata seorang penjual kedai 4S Toyota yang beritahu saya beberapa waktu lepas.

Dia masuk industri ini pada tahun 2018. Waktu itu Camry dikenakan harga tambahan, Highlander beratur, Alphard macam pelaburan. Kerja paling sukar penjual kereta Jepun, bukan jual kereta, tapi menenangkan emosi pelanggan.

Sekarang, kerja yang paling dia lakukan setiap hari ialah menjelaskan: "Kereta kami ini, sebenarnya juga banyak guna rantai bekalan China." Bila dia sebut ayat ini, nadanya bahkan ada sedikit bangga.

Betul, sepuluh tahun lalu, pengeluar kereta China masih belajar bagaimana membuat celah pintu sama rata; lima tahun lalu, kereta elektrik China sepenuhnya diabaikan oleh industri; kini, agar kereta Jepun buat tenaga baru bagus, langkah pertama ialah: guna rantai bekalan China dahulu.

Anda akan nampak, apabila sesuatu zaman benar-benar berakhir, biasanya bukan kerana seseorang berjatuhan.

Tapi orang yang pernah berada di atas, mula aktif belajar daripada anda.

Baru-baru ini jualan SUV elektrik murni Toyota pecah 10,000, ramai menilainya sebagai "serangan semula Jepun". Tapi jika anda buka kereta ini, anda akan nampak isu tidak semudah itu.

Pandu Pintar Momenta, LiDAR Hesai, Kawalan Domain Desay, Bateri FinDreams, CATL, Tenaga Baharu Zhengli…

Kata kasar, banyak kenderaan baru Jepun yang disebut, semakin serupa seperti "badan kereta Jepun yang dirakam oleh rantai bekalan China". Tapi masalahnya, ini tepat membuktikan, industri automobil China benar-benar menang. Kerana kemenangan industri sebenar, bukanlah mematikan orang lain, tetapi lawan pun terpaksa guna anda.

Ini sebenarnya lebih seram daripada balas jualan.

Dulu orang selalu cakap, pengeluar kereta China sedang "melewati di tikungan". Sekarang tengok balik, kata ini terlalu konservatif. Industri automobil China sebenarnya bukan lori, tapi tukar laluan balapan.

Zaman kereta bahan api, mengapa rantai bekalan Jepun kuat? Kerana zaman itu bergaduh adalah pembuatan teliti, kawalan kualiti stabil, kitaran lama, sistem bekalan tertutup. Dengan kata lain, "kerja perlahan hasil halus". Sistem Toyota, asalnya rasa tertib paling tinggi zaman industri.

Masalahnya, zaman tenaga baru tidak sama.

Sekarang bergaduh adalah kelajuan iterasi, keupayaan perisian, kos kawalan, kerjasama rantai bekalan, serta percubaan pantas berskala besar. Dulu satu kereta ganti lima tahun, sekarang enam bulan sekali OTA; dulu pembekal ubah acuan tiga bulan, sekarang pengeluar China tiga minggu.

Dulu kekuatan pembuatan Jepun adalah "tidak buat silap". Sekarang kekuatan pembuatan China ialah, membolehkan silap pantas, kemudian evolusi pantas. Ini dua falsafah industri berbeza. Jadi ramai tersalah anggap kereta elektrik China. Orang rasa, pengeluar China menang, sebab murah. Tapi yang menakutkan bukan murah. Tapi China mula ada "murah", "cukup bagus", "masih pantas".

Ini yang paling menakutkan. Kerana dalam dunia industri perkara tak terjawab, ialah, anda lebih murah dari saya, malah iterasi lebih pantas. Itu sebabnya, hari ini semakin banyak pembekal Jepun mula hancur. Ramai nampak syarikat komponen Jepun bangkrut, fikir hanya masalah jualan.

Bukan sebenarnya. Masalah sebenar, logik industri yang rantai bekalan Jepun bergantung, mula gagal. Dulu parit pembekal Jepun terbesar, ialah sistem rangkaian. Toyota guna sistem Toyota, Honda jaga rantai bekalan Honda. Denso, Aisin, Jatco, Yazaki... seluruh sistem macam empire tertutup.

Tapi zaman tenaga baru ada perkara kejam, tertutup, erti lambat. Dan lambat, hari ini hampir dosa asal.

Jadi anda akan nampak fenomena pelik. Dulu pembekal China cuba masuk sistem Jepun, sekarang jadi kereta Jepun cari pembekal China. Sebab tak guna rantai bekalan China, kereta tak mampu lawan.

Perihal ini terutamanya nyata di Asia Tenggara. Dua tahun lalu ramai bincang: "Kereta China akan lawan keras dengan kereta Jepun di Thailand?" Kini dapati, sama sekali bukan "lawan". Tapi rantai bekalan China terus serap ke dalam kilang kereta Jepun.

Ini lebih ganas daripada rebut pasaran. Kerana rebut pasaran, hanya rebut jualan. Rebut rantai bekalan, sama erti rebut urat nadi industri. Dulu perkara paling menakutkan pembuatan Jepun, ialah ia kawal sistem industri Asia. Sekarang kawalan ini, sedang pindah. Dan sangat pantas pindah.

Paling menarik, orang Jepun sendiri paling dulu sedar masalah. "Surat Khabar Nikkei" mula kerap guna kata "Keiretsu runtuh". Terjemahan satu ayat: Perkara paling teras industri automobil Jepun, sedang roboh.

Jadi hari ini paling sakit, bukan jenama Jepun, tapi kumpulan pembekal Jepun. Kerana kilang kereta sekurang-kurangnya boleh "menyerah". Rantai bekalan tak mudah pusing.

Toyota masih boleh guna Pandu Pintar China, Nissan masih boleh sambung Bateri China, Honda masih boleh belajar kuasa baharu buat kabin. Tapi pembekal tradisional macam mana?

Semua kelebihan yang dibina zaman kereta bahan api, tiba-tiba tak guna. Lebih kejam, perkara paling penting zaman tenaga baru, bateri, kecerdasan, perisian, pandu pintar, China hampir ambil semua.

Jadi anda akan nampak pemandangan humor gelap. Satu sisi, media Jepun sedih "Jiwa kereta Jepun serahkan China"; sisi lain, pembekal Jepun mula terima pesanan BYD untuk hidup. Ini macam pergantian dinasti dalam sejarah.

Orang zaman lama, tidak hilang tiba-tiba. Mereka akan terkejut dulu, kemudian deny, marah, kemudian menyertai.

Ramai masih rasa, industri automobil China hanya "terdepan tenaga baru". Tapi saya rasa, perubahan sebenar jauh lebih dari kereta. Kereta hanya ujian terbuka paling jelas升级 Pembuatan China. Kerana kereta mahkota industri. Di belakangnya sambung cip, bahan, perisian, bateri, mekanik, pembuatan, AI, automasi, serta kerjasama rantai bekalan.

Siapa menang kereta, dia berhak susun semula tertib industri generasi seterusnya. Dan hari ini tempat paling takut China, mula ada kesan "liang hitam rantai industri".

Maksud liang hitam? Iaitu semua industri, akhirnya diserap masuk ke dalamnya.

Anda buat kereta, mesti sambung Bateri China; buat pandu pintar, mesti sambung kuasa kira China; buat rantai bekalan, mesti terima kelajuan China; buat pembuatan, mesti sesuaikan kos China.

Masa depan mungkin ada keadaan real, pembuatan tak tambah rantai industri China, semakin susah kekal di meja permainan. Ini bukan emosi kaum. Ini peraturan industri.

Kerana pembuatan berkembang sampai akhir, lawan bukan lagi teknologi titik tunggal, tapi siapa boleh kompres seluruh rantai industri jadi "satu mesin".

Dan kemampuan paling kuat China sekarang, ialah ini. Dari bateri ke pandu pintar, dari komponen ke kereta utuh, dari R&D ke hasilan, industri China kali pertama benar-benar bentuk kitaran lengkap, skala besar, iterasi pantas, kos kawalan kuat.

Benda ini, inilah tempat membuat seluruh dunia risau hari ini. Jadi tengok balik berita "kereta Jepun guna rantai bekalan China".

Anda akan nampak, makna sebenar bukan "komponen China masuk sistem Jepun". Tapi, Pembuatan China, kali pertama mula jadi sistem industri dunia sendiri.

526 Mei, Cheng Shin Rubber menganjurkan Mesyuarat Agung Pemegang Saham, dan semua pengarah telah dipilih semula. Majlis Pengarah baharu terdiri daripada ahli keluarga Pengasas Luo Jie dan pengurus profesional berpengalaman, anak kedua Luo Jie, Luo Cai Ren, mengambil semula jawatan Pengerusi Cheng Shin, manakala jawatan Pengurus Besar dipegang oleh Luo Yuan Long, ahli generasi ketiga keluarga Luo.

Pengarah terdahulu Chen Ronghua melanjutkan perkhidmatan sebagai Pengarah, Pengurus Besar terdahuluLi Jin Changdinaikkan ke jawatan Timbalan Pengerusi, menandakan perpindahan pasukan pengurusan Cheng Shin berjalan lancar, dan tangga pergantian generasi kedua dan ketiga keluarga Luo kini sedia sepenuhnya.

Pengamatan luar menunjukkan Luo Cai Ren telah lama berkecimpung dalam operasi perniagaan, pernah memegang jawatan Pengurus Besar dan Pengerusi Cheng Shin Rubber (China), dan memimpin pembinaan serta pengoperasian pusat pengeluaran penting seperti Kunshan. Dengan mengambil semula jawatan Pengerusi, pihak industri berpendapat hal ini akan membantu beliau memimpin Cheng Shin dalam persekitaran perdagangan global yang berubah-ubah untuk memperkukuh pasar utama luar negara dengan lebih tepat.

Timbalan Pengerusi baharu Li Jin Chang凭借专业知识 dan pengalaman pembuatan dinaikkan dari jawatan Pengurus Besar ke Timbalan Pengerusi. Beliau memiliki pengalaman praktikal lengkap dalam pengeluaran dan sebagai Pengurus Besar Chongqing dan China di Kumpulan Cheng Shin, serta memberikan sumbangan signifikan dalam transformasi pintar kilang, peningkatan kecekapan talian pengeluaran dan pengurusan kos.

Pengurus Besar baharuLuo Yuan Longsebagai ahli generasi ketiga keluarga Luo, akan menyuntik semangat inovasi apabila menyertai pasukan pengurusan. Beliau telah menjalani latihan dalam syarikat selama bertahun-tahun, pernah memegang jawatan Ketua Pegawai Operasi dan pengurus di Cheng Shin, serta terlibat aktif dalam jualan, pemasaran dan bertanggungjawab terhadap hal ehwal kelestarian syarikat.

Pengambilalihan beliau sebagai Pengurus Besar bukan sahaja menunjukkan strategi pergantian generasi ketiga Cheng Shin memasuki fasa baharu, malah juga dijangka membawa pemikiran baharu seperti digitalisasi dan kelestarian alam sekitar kepada industri karet tradisional.

Cheng Shin telah mengekalkan prestasi kewangan yang sihat dan stabil selama ini. Menurut pengumuman terkini, kes pemulangan keuntungan anak syarikat penting seperti Cheng Shin Rubber (China) dan Xiamen Cheng Shin Rubber, jumlah dividen tunai yang dipulangkan adalah kira-kira 10.5 bilion Yuan Renminbi.

Serentak itu, Cheng Shin sedang mempercepatkan pelan di India dan Indonesia, dan telah memasuki rantaian bekalan kereta premium Eropah. Jenama Maxxis di bawahnya berterusan memperdalam kerjasama dengan pengilang kereta global, produknya telah dipadankan dengan kereta sedan BMW Siri 1 dan Siri 2 kilang asal Jerman,Kumpulan BMWsiri kereta MINI, serta pelbagai model kereta baharu Volkswagen dikeluarkan dari Jerman.

28 Mei 2026, Upacara Serahan Pengguna Ke-100 Jutaan Pertama Di Dunia oleh Kumpulan SAIC "Pengguna Ke-100 Jutaan Pertama Di Dunia" telah diadakan di Ruang Tamu Dunia, North Bund, Shanghai. Lebih daripada 10 jenama kenderaan lengkap dan 19 model kenderaan yang dimiliki oleh SAIC, dengan cara "Serahan Berantai Global", merentasi lautan dan gunung, merentasi benua, dan menghubungkan global, menjadikan Kumpulan SAIC sebagai kumpulan automotif China pertama yang jumlah pengeluaran dan penjualannya melampaui 100 juta unit, meletakkan penanda aras baharu untuk industri automotif China.

Tahun 1955, Syarikat Pembuatan Komponen Motor Bakar Dalam Shanghai ditubuhkan, industri automotif Shanghai memulakan langkah. Tahun 1958, pekerja memukul kenderaan "Mercedes" pertama dengan pemukul, mencapai "pecahan sifar" dalam pembuatan kenderaan sedan Shanghai. Selama lebih daripada 70 tahun, SAIC telah mengalami dan mendorong keseluruhan proses industri automotif China dari tiada kepada ada, dari lemah kepada kuat: Tahun 1983, Santana keluar dari talian pengeluaran, membuka kerjasama konsorsium; Tahun 1997, Shanghai GM ditubuhkan, mencipta "Kelajuan Shanghai" membina kilang dan keluar kenderaan dalam 23 bulan; Tahun 2006, jenama sendiri Roewe lahir, Tahun 2016 melancarkan kenderaan Internet pertama di dunia Roewe RX5; Tahun 2020 jenama automotif elektrik pintar tingkat tinggi IM ditubuhkan.

Menyelusuri perjalanan ini adalah konsep pengguna "Memahami Kereta, Memahami Anda Lebih Baik" yang sentiasa dianut oleh SAIC. Dari komuniti tempatan Santana hingga kerjasama teknologi Konsorsium 2.0, dari kenderaan Internet ke rangka kawalan penuh, bateri pejal/semi-pejal, model AI besar dipasang di kereta — setiap lompatan adalah peningkat kepakaran "Memahami Kereta", dan adalah kesinambungan asal usul "Memahami Anda". 100 juta unit, adalah pemenuhan terkumpul kepercayaan 100 juta pengguna.

Kenderaan serahan pengguna ke-100 juta IM LS9 Hyper adalah karya pemimpin besar daripada kedalaman teknikal SAIC lebih 70 tahun, membuka zaman baharu "Tiga Elemen Baharu" kenderaan baharu. Ia dilengkapi teknologi rangka generasi seterusnya, rangka kawalan empat roda penuh pertama setaraf; perkakasan pemanduan pintar generasi seterusnya, LIDAR penglihatan melampaui 520 baris + cip NVIDIA Thor, tiga sistem elektrik generasi seterusnya — platform voltan tinggi serbanaya 800V dan super range ekstensi bintang. Prapemasangan penuh keupayaan lebihan untuk evolusi berterusan pemanduan pintar tinggi tahap L3 dan ke atas yang dihadapi masa hadapan.

Serentak, IM LS9 Hyper memasang pertama tiga motor angin ribut jenama emas SAIC, dengan tenang masuk ke dalam "Klub Prestasi 3 Saat"; bersama Makmal Zijinshan, secara global melancarkan teknologi "Keselamatan Bawaan Sendiri" pertama, mengembangkan had keselamatan kenderaan dari "Keselamatan Fizikal" ke "Keselamatan Maklumat dan Sistem", merupakan asas keselamatan wajib di zaman AI.

Dibalik 100 juta unit, adalah rantaian nilai penuh bersepadu SAIC merangkumi enam bidang utama: kenderaan lengkap, komponen, pergerakan dan perkhidmatan, kewangan, perniagaan antarabangsa, teknologi inovasi. Januari-April 2026, SAIC累计 jualan 1.302 juta unit, berjaya juara penjualan syarikat automotif China selama empat bulan berturut-turut. Antara ini jualan jenama sendiri 910,000 unit, mewakili hampir 70%; jualan kenderaan baharu elektrik 412,000 unit; jualan luar negara 459,000 unit, naik 50.2% secara tahun ke tahun.

Dalam lokasi upacara serahan, SAIC menyokong semua jenama dan matriks produk. Jenama sendiri menyerang penuh: Shangjie Z7, Huajing S, Roewe M7, MG4 Versi Bateri Semi-pejal, Wuling Starlight 560, Maxus eDeliver5, Truk Berat Hongyan, Yuejin Danan T1, Bas Sunwin Elektrik Penuh, Iveco Juxing EV, dll. berurutan diserahkan, merangkumi senario pelbagai seperti pergerakan peribadi, kehidupan keluarga, operasi komersial, logistik penghantaran.

Jenama konsorsium secara terkumpul memaparkan hasil Konsorsium 2.0: Volkswagen ID. ERA 9X akan melancarkan model dunia Model Dunia Pembelajaran Penguatan Momenta R7 pertama, serahan melebihi 7,000 unit sebulan selepas pelancaran; AUDI E7X merancang menjadi model pertama Audi di dunia yang mencapai penerapan pemanduan automatik L3; Buick Zhijing E7 dibina berdasarkan "Xiaoyao" Arkitektur Penyatuan Super, serahan pecah 10,000 unit sebulan selepas pelancaran.

Dari lokasi utama Shanghai keluar, imej serahan diteruskan menyala di banyak bandar dalam negara seperti Nanjing, Liuzhou, Taiyuan dan negara seperti United Kingdom, Indonesia, Singapura, mencipta cara narasi baharu untuk jenama automotif China.

Dibelakang ini adalah asas penyatuan global yang kuat SAIC. SAIC adalah pelopor syarikat automotif China "Melangkah Keluar": Di luar negara mempunyai lebih 100 pangkalan pengeluaran komponen, lebih 3,000 rangkaian pengedar, dibina London dan 2 lagi pangkalan penyelidikan inovasi dan 4 pusat pembuatan dan pengeluaran Thailand, Indonesia, India, Pakistan; Anji Logistics mempunyai 42 bot roll-on/roll-off pelbagai jenis, 8 laluan antarabangsa merangkumi Asia Tenggara, Eropah, Amerika.

Kini, produk dan perkhidmatan SAIC tersebar di lebih 170 negara dan wilayah, jualan luar negara kumpul pecah 7 juta unit. Tahun 2025, SAIC melancarkan strategi luar negara "Glocal" (Global + Tempatan), mempercepat dari "Perdagangan Produk Luar" ke "Perdagangan Rantaian Nilai Luar", menjadikan "Pembuatan China" lebih jauh melangkah ke dunia.

"Memahami Kereta, Memahami Anda Lebih Baik" akhirnya terletak pada kehidupan setiap pengguna sebenar. Pengasas Dedao APP Luo Zhenyu sebagai Pengalaman Pertama Huajing S, dari ucapan akhir tahun memuji pemanduan pintar Huawei Qiankun sehingga masuk ke kilang menyaksikan keluar dari talian; pemain bola sepak Jerman terdahulu Yang Chen memilih ID. ERA 9X, kerana julat emas dan isu jangka panjangnya sejalan; Cao Kailiang setelah keluarga tempah, idol Jay Chou secara kebetulan menjadi wajah iklan keluarga Buick MPV; blogger kebaikan sosial Liu Jia selama lima tahun berturut-turut mencukur rambut kanak-kanak sendiri di gunung Guangxi, memberi teman, Buick pada masa pertama memberikan bantuan, dia terpukau oleh Buick Zhijing E7 "Kabin Markah Penuh". Dari blogger media sendiri hingga ketua kampung, dari penjaga kebaikan hingga syarikat logistik — setiap pengguna adalah cermin kehidupan benar, inilah penafsiran paling hidup "Memahami Kereta, Memahami Anda Lebih Baik".

100 juta unit adalah jawapan peringkat pembangunan 70 tahun SAIC, malah lebih merupakan garis mula baharu "pembangunan kedua" SAIC menghadapi masa depan pintar elektrik. Tahun 2014, SAIC secara aktif melaksanakan arahan penting "Pembangunan kenderaan baharu elektrik adalah jalan wajib negara kita dari negara kenderaan besar menuju negara kenderaan kuat", terdahulu melaksanakan transisi penuh. 12 tahun kemudian, dari "terdepan" transisi pintar elektrik, ke "ratusan kuda berlari" jenama sendiri konsorsium, penumpang komersial, di dalam dan luar negara, SAIC akan sentiasa dengan konsep pengguna "Memahami Kereta, Memahami Anda Lebih Baik", menjadikan inovasi teknologi benar-benar memberi manfaat kepada setiap pengguna.

Dari 1955 ke 2026, dari pengguna pertama ke pengguna ke-100 juta, dari penerokaan peringkat awal hingga kepimpinan industri — SAIC akan terus bersama pengguna global dan rakan global perjalanan seratus jutaan, bersama menciptakan masa depan perjalanan baharu yang lebih baik.

30 Mei, Cawan Lynk & Co·Perlumbaan Bandar Ningbo dimulakan dengan meriah, Pasukan Global Xingji'O sekali lagi membawa berita baik. Pemandu utama pasukan, Chen Hanqi, menunjukkan prestasi cemerlang dalam perlumbaan utama pusingan pertama, dengan kelebihan mutlak memulakan dari tiang dan memimpin sepanjang litar, meraih kejuaraan keseluruhan sekaligus mencatatkan masa pusingan tercepat dalam pertandingan ini, menangi dua penghargaan utama secara sendiri.

Dari litar F1 Sepang, Malaysia ke litar F2 Ningbo di dalam negara, Chen Hanqi dan pasukan berjaya menembusi dan terus menang, sedang menjadi barisan baharu di kalangan pemandu media dalam industri perlumbaan China.

Kembali ke penghujung November 2025, Litar Antarabangsa Sepang, Malaysia menyambut perlawanan penutup tahunan Cawan Lotus. Pada ketika itu, Pasukan Global Xingji'O sebagai pasukan media pertama dari dalam negara yang beraksi di luar negara dan terlibat dalam kejohanan peringkat A negara, sekali gus meraih tempat kedua pusingan pertama dan kejuaraan pusingan kedua, sekaligus menduduki tempat kelima keseluruhan.

Dua perlumbaan berturut-turut, dua kali naik podium, rekod prestasi yang kukuh ini membolehkan pasukan melakukan perubahan gemilang dari "perekod industri" kepada "pemain litar", juga memberi tenaga profesional yang kukuh kepada industri penilaian kereta di dalam negara.

Pecahan berterusan di atas arena perlumbaan, tidak dapat dipisahkan daripada strategi jelas pasukan. Pada majlis anugerah tahunan Global Automotive di awal tahun ini, pasukan secara rasmi mengemukakan arah perkembangan tahun 2026 "perlumbaan untuk memacu penilaian", berusaha memupuk profesionalisme dan kepercayaan penilaian kereta melalui kejohanan profesional.

Kini, pasukan telah membuka mod dua arah serentak mengikut janji—sambil terus bertanding dalam siri Cawan Lotus, berusaha sepenuhnya dalam Cawan Lynk & Co·Perlumbaan Bandar, menggunakan pelbagai litar, latihan intensif membina kekuatan sebenar pasukan dan pemandu.

Setiap trofi adalah catatan kekuatan, setiap berangkat adalah niat asal yang tidak berubah. Dari Sepang ke Ningbo, dari Cawan Lotus ke Cawan Lynk & Co, Pasukan Global Xingji'O dan Chen Hanqi melangkah pasti, memecah belah diri dalam perlumban, menggali dalam bidang profesional. Pada masa hadapan, pasukan ini akan terus melaju di padang perlumbaan, menggunakan kelajuan untuk menjelaskan kasih sayang, menggunakan profesionalisme untuk memupuk industri, menulis babak yang lebih cantik khas untuk pemandu media di atas litar.

Petang 28 Mei 2026, di Ruang Tamu Dunia, Pantai Utara Shanghai, satu unit IM LS9 Hyper diserahkan secara rasmi, Kumpulan SAIC menyambut pengguna pertama di dunia yang ke-100 juta. Mengiringi serentak "Penghantaran Sambungan Global" ini—lima belas jenama bawahnya, sembilan belas model kereta diserahkan serentak di dalam dan luar negara—SAIC menjadi kumpulan automotif pertama dalam sejarah industri automotif China yang melampaui 100 juta unit dalam jumlah produksi dan jualan terkumpul, syarikat automotif kedelapan di dunia untuk memasuki "Kelab 100 Juta".

Inilah bukan sekadar pecahan angka jualan. Dari tahun 1958 apabila para pekerja memalu sedan jenama Phoenix pertama, sehingga hari ini jualan terkumpul global mencecah 100 juta unit, jejak pertumbuhan SAIC selama lebih 70 tahun, hampir merupakan ringkasan seluruh industri automotif China dari tiada menjadi ada, dari lemah menjadi kuat. Yang benar-benar menjadikan 100 juta unit ini mempunyai nilai penyelidikan industri, ialah sistem rantai industri lengkap yang dibina oleh SAIC secara beransur-ansur selama ini—sambungan operasi antara pelbagai sektor kenderaan penuh, komponen, mobiliti, kewangan, pengurusan antarabangsa, dan inovatif secara selari, masuk dalam Senarai 500 Syarikat Terbesar Dunia berturut-turut selama 21 tahun, pada tahun 2025 menduduki tempat ketujuh global dengan jualan 4.508 juta unit, pertumbuhan tahunan 12.33%.

100 juta unit ialah pintu masuk yang mempunyai berat, tetapi lebih daripada angka ini, terdapat dua faktor asas yang membezakan SAIC daripada kebanyakan syarikat automotif dalam negara: pengagihan luar negara dan pengumpulan teknologi.

Dari segi pasaran luar negara, SAIC merupakan salah satu daripada syarikat automotif China yang paling awal "keluar ke luar" dan mempunyai skala terbesar. Pada tahun 2001 pertama kali melaksanakan eksport kereta penumpang, hari ini produk dan perkhidmatan telah tersebar di lebih 170 negara dan rantau di seluruh dunia, penghantaran terkumpul di luar negara melebihi 7 juta unit. Di luar negara, SAIC mempunyai lebih 100 pangkalan pengeluaran komponen, lebih 3,000 rangkaian pengedar, membina 3 pusat inovasi penyelidikan dan pembangunan utama termasuk London, serta 4 pusat pengeluaran dan pembuatan di Thailand, Indonesia, India, Pakistan, dan menubuhkan armada logistik kereta penuh milik sendiri terbesar di China. Pada tahun 2025, jualan keseluruhan eksport dan pasaran luar negara SAIC 1.071 juta unit, jenama MG menduduki kejuaraan jualan jenama China di Eropah selama 11 tahun berturut-turut, dan memasuki 10 besar jualan kereta penumpang di 18 negara di rantau seperti Australia & New Zealand, Timur Tengah, Amerika Latin, Asia Tenggara. Semasa Pameran Kereta Shanghai tahun 2025, SAIC melancarkan Strategi Luar Negara 3.0——"Strategi Glocal" (Strategi Gabungan Global + Tempatan), merancang dalam 3 tahun akan datang mewujudkan 17 model luar negara baharu termasuk SUV, sedan, MPV, pikap, akan mewujudkan penerapan teknologi hibrid HEV dan bateri pepejal secara beransur-ansur di pasaran utama global. Dari keluar produk hingga keluar rantaian nilai, jalan ini telah berjalan lebih 20 tahun, sistem telah dibina, langkah seterusnya melihat ke arah kuasa jenama dan kedalaman pengoperasian tempatan.

Dari aspek teknologi, terdapat beberapa perkembangan penting yang perlu disebut. Pada Januari 2026, model kereta bateri separa-pepejal pertama jenama MG yang dihasilkan secara global memulakan penghantaran, sehingga kini kuantiti penghantaran telah melepasi 1,000 unit, pada April 2026 Pameran Kereta Beijing pelancaran model MG4 2026 dilengkapkan dengan bateri separa-pepejal dengan harga permulaan kurang daripada 70,000 Yuan, meletakkan teknologi terpancar ke pasaran pengguna utama, ini jarang ditemui dalam industri. Sistem Pemanduan Pintar IM AD IM Motors bekerjasama dengan Momenta, telah merangkumi lima benua di seluruh dunia, termasuk Thailand, Mexico, United Kingdom, Australia, Nepal, Mesir, Singapura, Norway, New Zealand, Emiriah Arab Bersatu dan pasaran lain, menggunakan skema hujung ke hujung tanpa peta, mempunyai keupayaan menyesuaikan diri dengan situasi global yang kuat. Selain itu, dari segi data, pelaburan penyelidikan dan pembangunan SAIC dalam bidang tenaga baharu dan keterkaitan pintar terkumpul melebihi 150 bilion Yuan, paten berkuat kuasa hampir 26,000 item, peratusan jualan kereta baharu tenaga melonjak dari kurang 0.1% pada tahun 2014 kepada lebih satu pertiga pada tahun 2025.

Tentu saja, 100 juta unit adalah cerminan pengumpulan sejarah, ujian sebenar terletak pada pasaran pada masa hadapan. Di dalam SAIC, titik ini dipanggil garis permulaan untuk perniagaan semula, arah dari kepimpinan saiz ke kepimpinan kualiti, kepimpinan teknologi, kepimpinan ekosistem. Ulasan Setiausaha Agung Persatuan Pengguna Kereta China, Cui Dongshu sebelum ini juga menyentuh yang penting: "100 juta unit ini bukan matlamat akhir, tetapi papan lompat untuk industri automotif China mencipta kejayaan berulang". Industri automotif China telah dari menyusul masuk ke berlari setara malah memimpin di sektor tertentu, sama ada SAIC boleh berterusan mengeluarkan produk yang kompetitif pada tiga front tenaga baharu, kecerdasan, globalisasi, adalah kunci menentukan berapa tahun untuk 100 juta unit seterusnya. Tetapi satu perkara boleh dipastikan: apabila sebuah syarikat automotif mengalami transformasi teknologi dan pengagihan global dalam satu kitaran industri lengkap, keupayaan sistem yang terkumpulnya, bukan sekadar angka jualan yang boleh diukur.

3 Jun, Persatuan Penjualan Automobil China mengumumkan satu set data: 1-31 Mei, kadar penetrasi jualan runcit kenderaan tenaga baharu pasaran kenderaan penumpang nasional adalah 63%.

63%! Ya, anda tidak tersilap baca, ini adalah rekod sejarah tertinggi, rekod kedua tertinggi adalah bulan lalu, April ialah 61.4%, saya bertanya sama ada ini berlebihan atau tidak.

Mengikut trend kenaikan kadar penetrasi dua tahun lalu, Musim Emas September dan Oktober masa depan, dianggarkan bulan September melepasi 65% juga akan mudah.

Jadi, dalam konteks makro ini, adakah kenderaan petroleum benar-benar tidak mampu menahannya lagi? Peristiwa besar apa yang berlaku baru-baru ini? Ke mana arah kereta baharu masa depan? Bagaimana pengeluar kereta hendak memaksakan pertahanan hebat ini? Artikel ini agak panjang, mari kita semak semula secara mendalam bersama-sama.

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Bukan kenderaan elektrik terlalu kuat, tetapi kenderaan petroleum tidak mampu menahannya lagi

Lihat dulu satu set data penting: Mei, jumlah jualan runcit kenderaan penumpang nasional 1.545 juta unit, turun tahun ke tahun 20%; jualan kenderaan tenaga baharu 974,000 unit, turun tahun ke tahun 5%. Hasil pengiraan kembali kadar penetrasi 63% ialah, jualan kenderaan petroleum Mei hanyalah sekitar 570,000 unit, sedangkan angka ini pada musim yang sama tahun lalu melebihi 850,000. Dalam industri, ada penilaian yang sangat tepat, "bukan kenderaan elektrik terlalu kuat, tetapi kenderaan petroleum mengalami kemerosotan sistemik".

Harga minyak adalah pisau yang paling langsung. Sejak Mac 2026, harga petrol domestik telah ditukar lima kali, kumulatif kenaikan 2115 Yuan setiap tan, dianggarkan setiap liter naik 1.7 Yuan. Rakan-rakan yang memandu kenderaan petroleum perlu membayar lebih beberapa ratus ringgit sebulan, fikiran untuk menukar kereta timbul semula.

Ditambah lagi Mei, pengeluar kereta memanfaatkan 'Cuti Mei', fokus pelancaran baharu, promosi hak terminal, kehangatan memang menarik. Tetapi dari tren mingguan, Mei menunjukkan ciri tipikal 'Tinggi awal, Rendah tengah, Ekor terangkat': Minggu pertama purata 31,000 unit, minggu kedua melonjak ke 51,000 unit (pelepasan pesanan cuti terkumpul), minggu ketiga kembali ke 39,000 unit, minggu kelima melonjak ke 79,000 unit.

Data ini menunjukkan pengguna sekarang sangat rasional, ada promosi lihat, tiada berita tunggu, bukan beli secara terburu-buru.

Sinyal penting lain ialah EV tulen pertama kali 'mengalahkan' kenderaan petroleum pada April: Jualan insurans EV tulen 573,000 unit, melebihi kenderaan petroleum hampir 20,000 unit, ini kali pertama sejarah. Dalam 10 model teratas jualan, kenderaan petroleum hanya tinggal Geely Bin Yue, struktur '9 Elektrik 1 Petroleum' pertama diabadikan.

Logik asas ialah kos bateri dari $180/sebatang di 2018 turun ke sekitar $70/sebatang di 2026, penurunan lebih 60%; julat EV tulen tahap 70,000 telah melebihi 400 km, platform 800V menekan cas pantas ke tahap 'beberapa minit minum kopi'. Bukan pengguna tiba-tiba tidak suka kenderaan petroleum, tetapi kenderaan elektrik benar-benar menjadi lebih mudah dipandu, lebih baik digunakan, dan lebih murah.

•5 Peristiwa Besar Baru-baru Ini, Di Mana Titik Pusingan Industri

Peristiwa Satu: BYD × Sinopec Bekerjasama 'Membina Rangkaian'

Awal Jun, BYD dan Sinopec menandatangani kerjasama strategik, lapan perkataan teras: '10,000 stesen kumpul tenaga, cas pantas isi minyak'. BYD telah ada lebih 6,100 stesen cas pantas, sasaran akhir 2026 20,000 stesen; Sinopec mempunyai lebih 30,000 stesen tenaga komprehensif di seluruh negara, 14,000 stesen cas tukar. Kedua-duanya bekerjasama, ketumpatan tenaga terus naik anak tangga. Hampir serentak, GAC juga mengumumkan kerjasama dengan Sinopec, fokus perkhidmatan satu stesen daerah.

Selepas kadar penetrasi melebihi 60%, radius persaingan bahagian teratas telah berkembang dari 'kereta siapa lebih baik' ke 'rangkaian tenaga siapa lebih padat, ekosistem pasaran sekunder siapa lebih lengkap'. Siapa mengawal 'pintu masuk tenaga', siapa yang mengunci nilai kitaran hidup pengguna.

Peristiwa Dua: Volkswagen Menunjukkan PHEV Generasi Baru

Ditekan oleh merek tempatan selama 3 tahun, Volkswagen akhirnya mengeluarkan PHEV generasi baharu: Tiguan L ePro, Passat ePro telah keluar pasaran, Tayron L PHEV dan Magotan PHEV mengikut hujung Jun. Teras ialah enjin khusus PHEV EA211 1.5T ditambah gearbox TQ251. Dan pada SAIC Volkswagen ID. ERA 9X, dipasangkan alat penjana emas EA211 pertama merek, pesanan terkunci 11,079 unit jam pertama pelancaran. Sikap jelas: syarikat bersama tidak berniat mengaku kalah.

Menariknya, Toyota hidup cukup baik bergantung pada HEV dalam negara, peratusan elektrifikasi hampir 50%, keuntungan bersih terus kuat.

Ini menunjukkan bukan semua orang menganggap EV tulen sebagai satu-satunya jalan, dalam pasaran sisa kenderaan petroleum, 'Hybridization' adalah parit pertahanan terakhir syarikat bersama.

Peristiwa Tiga: EREV Surut, PHEV Naik

Pecahan EREV Li Auto turun dari 97.5% setahun lalu ke 33.4%, jualan bulanan L6 turun dari 25,800 unit ke 4,900 unit. Sebab tidak rumit: penutup rangkaian cas pantas kawasan perkhidmatan lebuh raya melebihi 98%, stesen cas awam di seluruh negara mencapai 4.907 juta, kelebihan utama EREV 'tiada elektrik ada minyak' dicairkan secara besar-besaran.

Tetapi perhatikan fenomena anti-intuitif: Mei jualan runcit PHEV naik 29.7% tahun ke tahun, satu-satunya kategori utama pertumbuhan tinggi di seluruh kenderaan penumpang. Mengapa? Ia tidak merebut bahagian EV tulen, tetapi kenderaan petroleum. Dalam bandar bandar sederhana dan luar bandar dengan keadaan cas tidak sempurna, PHEV masih jambatan paling realist dari minyak ke elektrik.

Peristiwa Empat: Polisi 'Ditutup', Hari Pertumbuhan Liar Berakhir

GB 38031-2025 'Tuntutan Keselamatan Bateri Kuat untuk Kenderaan Elektrik' akan dilaksanakan pada 1 Julai 2026, industri panggilan 'Terberat Sejarah', meliputi 7 ujian sel tunggal tambah 17 ujian sistem, teras hanya empat perkataan: Tiada api, Tiada letupan.

Sementara itu, bantuan kerajaan turun 20%, bantuan PHEV dibatalkan, susu polisi sedang ditarik, susu pasaran mesti dihasil sendiri. Ini baik: syarikat berdaya sebenarnya, tidak pernah hidup bergantung pada subsidi.

Peristiwa Lima: Ekspor Kenderaan Tenaga Baharu Menjadi Utama ke Luar Negara

April ekspor KTB 406,000 unit, kali pertama melebihi ekspor kenderaan petroleum, lebih separuh daripada total ekspor kenderaan penumpang, tetapi EU memukul tongkat tarif terhadap EV China, manakala PHEV masih mengenakan 10% tarif asas, sebaliknya membolehkan PHEV China menemui celah pembukaan Eropah, jualan PHEV Eropah naik 368% tahun ke tahun.

2026, pasaran KTPT Kadar Penjenamaan Sendiri Luar Negara telah naik ke 23%, globalisasi menjadi injap tenterangan utama merah dalam negara.

•Ke Mana Arah Kereta Baharu Masa Depan? Tiga Garis Utama Sudah Jelas

Garis Utama Satu: Lintas Tenaga Tiga Lapisan Mengeras, Bukan EV Tulen Menguasai Segala-galanya

Masa depan stabil dalam tiga lapisan: Lapisan pertama jalur utama EV tulen, 800V+ kos silikar karbida terus turun, 100k-200k tingkat sepenuhnya EV tulen;

Lapisan kedua PHEV persediaan, terutamanya di bawah bandar tiga dan tanpa tempat cas rumah, PHEV masih pilihan paling realist dari minyak ke elektrik;

Lapisan ketiga situasi minoriti, EREV bertahan ke off-road tinggi, petroleum mengecut ke komersial dan terendah. EREV surut ≠ PHEV surut, pertumbuhan 29.7% PHEV Mei telah menunjukkan masalah.

Garis Utama Dua: Iterasi Produk dari 'Setahun' ke 'Setiap Musim', Perang Perkakasan Jadi Perang Perisian

Kadar penetrasi 63% bermaksud 'Adakah KTB' telah dialihkan dari pokok keputusan, memilih kereta kembali ke tiga perkara: nilai-nilai, kecerdasan, kepercayaan merek. Homogenisasi perkakasan mempercepat, harga sama EV SUV julat 600km+, semua ada 800V, penambahan bahan hasil pinggir menurun. Kitaran iterasi terpaksa dipadatkan ke 'setengah tahun ubah atau musim lebih', tetapi jalan ini kos sangat tinggi.

Titik penentuan sebenar di perisian dan perkhidmatan: konsistensi pengalaman pemanduan pintar, kualiti iterasi OTA, keterikatan ekosistem kenderaan, kemudahan hak tenaga. Perkataan Lu Fang Voyah sangat tepat: 'Jalan masa depan, satu adalah mempercepatkan penggantian kenderaan petroleum, satu lagi adalah membawa kapasiti, merek, produk keluar.'

Garis Utama Tiga: Rantaian bekalan integrasi menegak bukan pilihan, adalah item kemandirian

Jan-Apr 2026, kadar keuntungan jualan industri automobil turun ke 3.4%, buat satu kereta tidak dapat hasil satu telefon pertengahan. Bateri占据 BOM kos 30%-40%, tidak buat sel sendiri sama dengan beri keuntungan kepada orang lain.

BYD, Geely jalur bateri sendiri sudah disahkan jalan ini. Sementara itu kawalan ekosistem tenaga semakin penting, BYD ikat Sinopec, NIO tekad tukar bateri, Huawei tarik aliansi cas pantas, pengalaman cas adalah pengalaman merek, tidak boleh luaskan sepenuhnya. Jenama sekunder tidak boleh integrasi menegak atau tawar-menawar skala, keuntungan akan dipadatkan dua hala sehingga keluar.

•Bagaimana Pengeluar Kereta Perlu Memaksakan Pertahanan Hebat Ini?

Bahagian teratas sendiri (BYD/Geely/Changan/Chery): Bertahan dan ke luar dua garis. Teruskan integrasi menegak tiga elektrik, pasangkan kelebihan kos; dari 'jual kereta' ke 'urus pengguna', rangkaian tenaga, kewangan insurans, pengurusan nilai sisa kitaran hidup kunci pengguna; pecahkan ke luar lokal, Thailand, Hungary, Brazil pabrik mesti benar-benar berjalan, elak tarif, ambil subsidi tempatan.

Kekuatan baru (Li Auto/NIO/XPeng/Xiaomi): Li Auto paling penting putus bergantung EREV, lengkapkan validasi skala kurva kedua EV tulen, jika tidak penilaian dan aliran tunai akan dipadatkan dua kali. NIO mesti laksanakan titik seimbang tukar bateri. Xiaomi buktikan potensi merek + pengalaman perisian boleh pecah sengketa, tetapi perlu buktikan bukan satu kereta sahaja boleh menang. Topik bersama: mesti dalam tertentu capai keuntungan positif berterusan, kisah bakar wang tukar bahagian pasaran pasaran modal tidak percaya.

Jenama Juntas (Volkswagen/Toyota dll): Hybridisasi sambung hidup, kecerdasan pinjam daya. Jalur VW jelas: PHEV baharu + kerjasama kecerdasan tempatan (baca saham XPeng, pegang tangan Horizon Robotics), guna hybrid过渡 jualan, guna kecerdasan China tambah pengalaman kurang. Toyota bergantung HEV hasil keuntungan jangka pendek berkesan, tetapi jangka panjang perlu bZ siri betul-betul naik semula. GM, Ford, Korea jika belum keluar platform KTB khas China, tingkap masa tinggal kurang 24 bulan.

Tingkat kedua ketiga sendiri dan jenama tepi: sama ada kumpulan, sama ada keluar. Tiada skala juta unit, tiada tiga elektrik sendiri, tiada lokasi perbezaan, dalam 3.4% kadar keuntungan aliran tunai tidak tahan satu kitaran lengkap. Jalan keluar hanya tiga: diintegrasikan bahagian teratas, fokus super sempit (off-road keras/komersial khas), atau tukar ke luar jenama pembuat.

•Kenderaan Elektrik EV:

Kadar penetrasi 63%, mengumumkan perayaan tambahan berakhir, penyedutan sisa bermula.

Dari dorongan polisi ke dorongan pasaran, dari perang harga ke perang nilai, dari pertempuran sendiri ke pertarungan ekosistem.

Langit-langit 70% kelihatan samar, tetapi perang sebenar, bukan dalam nombor penetrasi, tetapi di setiap stesen cas, setiap OTA, setiap kepercayaan pengguna.

Perubahan dramatik ini, sudah anda bersedia?