车型概览

Geely Starray 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在版本之间的取舍。

版本方面，Geely Starray 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Geely Starray 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Standard 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Geely Starray 的核心规格，最重要是把数字翻译成生活里的感受。

Geely Starray 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Geely Starray 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Geely Starray 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把版本之间的取舍放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Geely Starray 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Geely Starray 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

车型概览

Aeolus Yixuan 值不值得买，关键不是它看起来有多吸引，而是它能不能解决你的真实用车需求。这篇文章会把重点放在版本之间的取舍。

版本方面，Aeolus Yixuan 目前可围绕 2025 Standard 来比较。

购车价格指南

评估 Aeolus Yixuan 的购车预算时，建议先从版本定位和后续拥车成本下手。价格不是唯一重点，真正决定是否划算的是每天会不会用到那些配置。

如果你在几个版本之间犹豫，可以把 2025 Standard 放在同一张清单里比较。日常通勤买家优先看舒适与安全，常跑高速的买家则更应重视动力、辅助驾驶和座舱便利。

核心参数汇总

看 Aeolus Yixuan 的核心规格，最重要是把数字翻译成生活里的感受。

Aeolus Yixuan 的核心价值应回到日常场景判断：你要它负责通勤、家庭出行、长途，还是作为更有个性的选择。

优缺点分析

Aeolus Yixuan 的优点不必夸张，真正有价值的是它能不能让日常使用更省心：车型定位清楚，适合先作为同级比较对象。

需要留意的是，最终取舍会落在版本配置、保险和长期保养成本。这些不是扣分项，而是下订前应该先想清楚的生活细节。

购车常见问题解答

购买 Aeolus Yixuan 前，买家最常问的不是单一规格，而是它能不能融入自己的生活。

这辆车适合谁？适合把版本之间的取舍放在首位的买家。 家庭用户要看什么？优先看后排乘坐、儿童座椅、行李和日常上下车是否顺手。 每天开会不会麻烦？如果能源成本、停车便利和版本配置都符合你的生活节奏，它会比较容易相处。

竞品对比内容

把 Aeolus Yixuan 放进同级车名单时，不建议只看品牌或外形。真正有用的比较顺序是：先从版本定位、品牌售后和日常用途开始比较。

这样筛选出来的结果更贴近日常生活。你会更清楚它是适合城市通勤、家庭代步、长途巡航，还是更适合作为一辆讲求个性的选择。

用车全周期指南

拥有 Aeolus Yixuan 的重点，是确认保险、路税、保养和轮胎成本都在可接受范围内。买车不是一次付款结束，而是每天都要相处。

如果你常跑南北大道，动力和座舱舒适度会比单纯低价更重要；如果主要在市区，停车灵活性、视野和低速顺滑度会更影响心情。

Extra! Extra! Foreign automakers are actually subcontracting for Chinese brands!

Recently, Nissan officially announced that one of the two production lines at its Sunderland, UK factory will start manufacturing Chery vehicles from April 2027.

As for why this reversal happened, on one hand, because the fallen giant, Nissan, has run out of funds...

Since incurring losses in Fiscal Year 2024, within two years, Nissan's losses have exceeded 1.2 trillion yen (approx. 50.7 billion RMB), facing severe financial difficulties.

In this situation, for Nissan to survive, it can only reduce production capacity and tighten its belt.

Last May, Nissan announced closing 7 factories globally and cutting 20,000 jobs. The Sunderland factory utilized less than half its capacity last year, so it naturally became a "target for adjustment".

Cooperating with Chery not only earns subcontracting fees but also maintains factory operations, naturally a win-win.

On the other hand, Chery also wanted to open a new chapter in the UK market through localization. After all, Chery just won the single-vehicle sales champion in the UK for May, with unrivaled popularity.

So, what exactly did Chery do? How did it suddenly rise overnight?

Today, let's talk about this properly!

01. A Rare Triple Win

Regarding this issue, after the cooperation was finalized, a local union representative in the UK accidentally told the hard truth in an interview.

Sunderland factory is the largest existing complete vehicle factory in the UK by volume, with an annual capacity of 600,000 units, providing 6,000 job positions. Moreover, the UK official provided 100 million pounds in real cash for the factory's electrification transformation and upgrade.

For British people, how Nissan considers it doesn't matter, who it subcontracts to doesn't matter. The important thing is the UK retained an EV factory and saved the jobs of 6,000 local workers.

Since recently "Chinese cars appearing on British roads has become more frequent", it is reasonable to let British workers manufacture Chinese brand cars!

And Chery is one of the representatives of Chinese cars filling up the streets of the UK.

Taking the past March and April, Chery Group's total sales in the UK, the sum of the three brands Chery + Jaecoo + Omoda, is already second only to Volkswagen, ranking second in brand sales.

Jaecoo 7 even won the single-vehicle sales champion for March and May without any qualifiers, widely praised by users in the UK.

Interestingly, this car has been discontinued domestically, it is the Chery Explore 06 priced at 99,900-169,900 RMB.

And unlike its plain look domestically, in the UK it transformed, with price and identity turning into a noble gentleman—converted to RMB as high as 263,800-317,600 RMB!

So, where exactly is this car strong?

First, the Jaecoo 7 offers three power forms: gasoline, HEV hybrid, and PHEV plug-in hybrid, meeting user needs for different power forms.

Secondly, the product power of Jaecoo 7 is also excellent:

Appearance design fits local aesthetics, praised by users in the UK as "Affordable Range Rover";

Compact Off-road Light SUV positioning, is perfectly suitable for UK country dirt roads and narrow urban roads;

Moving on to new energy, the PHEV version of Jaecoo 7, accounting for 85% of sales, can provide 56 miles (90 km) pure electric range, sufficient for UK users' daily commute.

Plus lower fuel consumption compared to ordinary fuel cars, and 360 horsepower breakthrough performance, simply shocking the British—this inconspicuous little thing, is it even fiercer than a MINI JCW?!

So logically, the Jaecoo 7, a car whose prototype didn't make much splash in China, sold out completely in the UK with a new shell.

02. Low-key Development, Quietly Stunning

Some people think, Jaecoo 7's explosion in the UK market is purely an accident.

Others think British people eat too poorly normally—where fried fish and chips are considered national snacks, what major sights could they have seen? Family cars often cost 200,000-300,000 RMB, life must be very bitter...

But think from another perspective, if you are an old Londoner with a Union Jack, at first you might not realize the prototype of Jaecoo 7 is a Chery from China.

Omoda and Jaecoo are Chery's brand new brands specifically created for going global in 2021/2023.

Neither targets Chinese users, nor are new cars sold in China.

Although Jaecoo and Omoda don't have the long history accumulation and good user base like Volkswagen or Toyota. But fortunately there is no historical burden, won't be labeled with cheap, poor quality stereotypes.

Specifically, the brand name of Jaecoo is a combination of German Jäger (Hunter) + English Cool, mainly focusing on rugged SUVs;

The brand name of Omoda is a combination of two English words Oxygen (Oxygen) + Moda (Modernity), mainly focusing on fashion trends.

While positioning is distinct, both brands share a common point: both strive to provide excellent smart EV experiences for overseas users.

So, without deep knowledge of the brand background, the UK user perspective only sees two very cool, very fashionable, with good smart and electric experiences, and high cost-performance new foreign brands.

We standing from God's perspective naturally know Jaecoo 7 and Omoda 7 both originate from Chery Explore 06.

But at the product level, these two really on the same-source architecture and technology, made completely different distinctions in design and interior, forming a product synergy through complementation.

One could say, Chery used a more advanced shell, rebranding strategy, thoroughly exploited the technical dividend of the domestic new energy industry chain's dimensional strike overseas.

If the product can fight, Jaecoo and Omoda naturally can explode with amazing growth speed.

In just 3 years, this "twin star" brand's global sales have broken one million, becoming the youngest and fastest automotive brand in world car history to break the one million sales milestone.

03. Overseas King, Blooming Outside the Wall

So the question arises, how did Jaecoo and Omoda suddenly emerge?

Simply put, it's backed by Chery Group's strong support.

Detailed, we need to review what Chery has been doing overseas these years.

First, the data:

Chery ranked first in export of Chinese brand passenger cars for 23 consecutive years;

In 2025, Chery Group's vehicle export volume was 1.344 million units, just one car company accounted for one-fifth of the national passenger car export sales...

This year January-May, Chery Group cumulative sales were 1.1 million units, of which export volume exceeded 750,000 units, accounting for 68%.

Obviously, today Chery, total sales are dominated by the overseas market.

Such eye-catching overseas performance, on one hand benefits from Chery's early layout in overseas markets.

As early as 2001, when many independent car companies were just starting to build cars, Chery launched complete vehicle export business.

And since the second year of going overseas, Chery has been consecutively ranked first in Chinese brand passenger car exports.

On the other hand, it stems from Chery persisting in localization operations from the beginning.

In 2003, Chery built a factory to make cars in Iran in joint venture form, the Chery sedans produced at that time were Chinese enterprises producing sedans abroad for the first time.

And what's rare is, for over twenty years Chery has formed effective long-term operations in the Iran market.

From joint venture, models bearing joint venture brands, to acquiring shares, producing own brand models. Currently, Chery has become Iran's 3rd largest car company, Iran's largest foreign-invested car company.

Going out early + good awareness, made Chery's overseas path walk quite solidly.

In recent two years when Chery officials discuss overseas strategy, often emphasize "In somewhere, For somewhere, Be somewhere", which means "Where, For Where, Become a Local Member".

Take a look, this slogan and Volkswagen's "in China, for China" ("In China, For China") mentioned in recent two years actually means the same. It shows in this matter of going overseas, high achievers always have slightly similar viewpoints.

In fact, as mentioned above, when Chery enters new markets, it often adopts the method Volkswagen used when entering China market — establishing joint ventures with local enterprises.

In 2024, Chery announced officially entering the Spanish market.

To open the local market, Chery didn't even rush to promote its own brand, but after establishing a joint venture with local enterprise, first resurrected a Spanish brand EBRO with over 70 years of history.

The joint venture took over a closed car factory in Barcelona, the first model produced was named EBRO S700, Spanish Prime Minister evaluated this project as "a symbol of the entire Spanish re-industrialization process."

Although EBRO S700 is essentially the overseas version of Tiggo 7 PLUS, its background sentimental significance, indeed provided strong emotional value to Spanish local consumers.

And the factory provided 1,000 job positions, which is also a solid benefit for the locals.

For Spanish people, this is a win-win.

Of course Chery itself didn't lose out, this project made Chery become the first Chinese car company to own a complete vehicle production base in Europe and achieve mass production, later Chery also prepares to produce its own brand models in the same factory, such as Omoda 5.

Officially, Chery's overseas strategy in Spain has been stamped by Chinese and Spanish governments as "a model of cooperation".

Developed to 2025, Chery already owns 16 complete vehicle assembly factories overseas, production bases spread across Russia, Brazil, Thailand, etc.

And now, Chery's business also covers 130+ countries and regions, boasting over 6.59 million overseas users, and an international overseas team of over 20,000 personnel with over 85% local employees.

So Jaecoo and Omoda's explosion overseas is not two new brands fighting alone, but Chery Group, this overseas king, "carrying them along with its power".

04. Final Thoughts

According to CPCA data, this May, national passenger car market retail was 1.51 million units, down 22.1% YoY; January-May, cumulative retail 7.1 million units, down 19.5% YoY.

Not only is fuel car sales collapsing under high oil price impact, this year January-May domestic new energy retail sales also declining.

In the background of domestic auto market turmoil and intensified competition, going overseas has become a growth space all car companies must grasp.

For Chery, the systemized overseas capability built in the first twenty-plus years, has become a firewall today contributing stable sales and profits for the group.

Chinese cars walking onto the world stage, necessarily accompanying the change of global car landscape.

Chinese cars are being sold to the whole world, today Chinese car companies' factories are also opening all over the world.

I believe, in the future one day, Chery and other Chinese car enterprises will be like Toyota, most of global sales not coming from native factories, but overseas localization production.

And at that time, overseas consumers will also trust Chinese brand cars just like trusting Toyota.

1958 年秋，上汽嘅造車史喺一間「弄堂小廠」入面起筆。

冇大型機床，都冇製造底座。初代汽車人全靠拆解海外樣車，全憑手中一把把榔頭，硬係敲出車身同钣金。趕喺當年「十一」之前，上海第一輛「鳳凰牌」轎車正式下線同入京接受檢閱。這台用最原始手工姿態鍛造出來嘅汽車，完成咗上汽從 0 到 1 嘅跨越。

上汽集團嘅一切，皆從呢輛「鳳凰牌」開始。

但真正令我哋感到感動嘅，並非嗰啲「草窩裏飛出金鳳凰」嘅創業舊聞，亦非佢過往創下嘅無數行業紀錄；而係憑咩喺 71 年之後嘅而家，面對前所未有嘅技術變局，上汽依然能夠率先進入「億級俱樂部」，並喺存量博弈嘅棋局入面，展現出嘅強大生命力同號召力。

喺中國乃至全球商業史上，能夠跨越數十年週期並達致億級体量嘅制造企业屈指可數。此前只有豐田、大眾、通用、福特、本田、日產、現代七間車廠跨過呢道門檻。

上汽係第八個，亦係首個中國品牌。喺時代嘅車輪下，無數曾經輝煌嘅企業如流星般墮落。擁有 71 年造車底蘊嘅上汽集團，絕對係一個非常值得深度研究嘅企業樣本。

一個企業，點樣「打」咗 71 年？

而家嘅商業世界，迷戀嘅係「快」。品牌熱衷於造概念、搶風口、搏短線爆款，喺資本貼現率嘅驅趕下，無數企業喺演算法嘅裹挾下疲於奔命。

但喺穿越咗漫長週期嘅上汽集團眼中，商業世界有另一套更厚重嘅邏輯：唔睇風口，只睇時代嘅「命題」。

上汽之所以能夠穿越 71 年長週期，關鍵在於佢始終同時代脈搏同頻。佢從來唔做風口嘅投機者，而係每一個時代命題嘅執筆者。當我哋回顧上汽喺關鍵節點上嘅每一次突圍，便能睇懂佢點樣成為中國首個跨越「億級」門檻嘅汽車集團——嗰啲寫喺歷史中嘅開創，本質上都係上汽對嗰陣時代焦慮最精準嘅應答。

從上世紀 50 年代嘅弄堂小廠起步，到 80 年代率先走上改革開放道路，經過 6 年艱難談判成立中國首家轎車合資企業上汽大眾，再到 90 年代上汽通用創造 23 個月建廠出車嘅「上海速度」深化合資合作，到本世紀初強力攻堅自主品牌，再到最近十年積極落實國家指示，率先全面向新能源轉型……近一個世紀嘅歲月入面，上汽經歷咗計劃經濟嘅轉型、市場經濟嘅洗禮、全球化浪潮嘅衝擊以及而家智電深水區嘅殘酷內捲。每一次技術迭代與行業大洗牌都係命懸一線嘅「生死關」，但上汽每一次都穩穩地站喺時代嘅浪潮之上。

喺時代浪潮中傳承落嚟嘅上汽，錨定嘅係「懂車更懂你」呢個低變量、高複用嘅因果鏈。因為無論外部環境點樣劇變，人類對美好出行嘅渴望、對高品質同安全性嘅確定性追求，唔會因為朝代更迭或技術革命而改變。過去嘅人需要一臺遮風擋雨且可靠嘅燃油車，而家嘅人同樣需要一台懂交流、高安全嘅智能座駕。

當呢種對用戶需求嘅精準回應被反覆驗證，經典就形成咗。

1983 年，第一輛上海桑塔納轎車組裝成功，唔僅令中國家庭用上咗世界級品質嘅汽車，更帶動咗整個中國汽車零部件體系嘅國產化啟蒙；2016 年，上汽同阿里跨界合作推出全球首款量產互聯網汽車榮威 RX5，令汽車從冷冰冰嘅機械工具進化為帶溫度嘅智能終端；到咗而家，無論係 6 萬元級標配高通 8155 芯片同豆包大模型嘅榮威 i6，定係全系標配華為乾崑智駕 ADS4.1 同 896 線激光雷達嘅尚界 Z7，抑係將高級智駕帶入 15 萬級家庭市場嘅華境 S，上汽始終係用「平權驅動進階」嘅實際行動，回應住消費者嘅期待。

每交付一輛車，就多一分信任。當呢種效用被檢查咗 1 億次，信任就變成咗最堅固嘅競爭壁壘。

我哋可以喺無數用戶嘅真實人生入面，睇到呢條因果鏈嘅閉環。

喺上汽大眾安亭基地交付嘅第 99,999,999 台新車——大眾 ID.ERA9X，佢個車主係前留德男足國腳楊晨。作為首位登入德甲嘅中國球員，楊晨嘅人生始終帶住一股「敢往前走，都要穩得住」嘅韧勁。佢喺賽場上見慣咗瞬息萬變，笃定真正嘅實力絕非曇花一現，而係長期嘅信任同紮實。佢揀咗上汽大眾全新新能源序列嘅旗艦 SUV，正係呢份長期主義人生底色同德系精湛造車工藝嘅深度共鳴。

同樣跨越時空嘅，仲有英國倫敦嘅實習醫生 Natalia。祖父嗰臺經典嘅 MGB 跑車係佢童年最耀眼嘅記憶，呢份情感羈絆促使佢成為咗 MG4EVUrban 嘅車主。兩代人，兩臺車，同一個品牌，呢個係經典傳承與當代人生活方式嘅完美交融。

無論身處東方定係西方，時間驗證咗品質，品質沉澱咗信任。

對抗「組織熵增」，以制度嘅「負熵流」重塑工業底座

宏大嘅交付數字只係水面上嘅結果，佢底下真正撐起一億大廈嘅護城河，係企業長達數十年極其嚴苛嘅工業護城河。

物理學入面有一個令人絕望嘅「熵增定律」：任何封閉系統，都會自動咁從有序走向無序，最終歸於混亂。

汽車工業恰恰係一個極易陷入「熵增」嘅龐大泥潭——當上萬個零部件、數百萬產業工人同漫長嘅時間線交織埋一齊，人類本性中嘅疲累、妥協同「差不多就得」嘅農耕思維，會好似病毒咁令龐大嘅生產線走向失控。

世上所有嘅跨國車廠，始終都在做嘅一件事情就係維持系統嘅高度有序同產品嘅一致性。

1987 年，當上汽正全力攻堅桑塔納國產化嗰陣，配套嘅零部件企業依然充斥住粗放嘅作坊習氣。上汽冇先去宣講宏大嘅質量戰略，而出人意料喺全集團發起咗一場「衛生改革」——喺洗手間強行安裝卷筒紙同烘手機。

喺犯罪學嘅「破窗效應」入面，一扇冇被修補嘅破窗，會縱容更多嘅破壞。上汽敏銳地察覺到，員工習慣用報紙如廁導致管網屢屢堵塞，就係大工業體系中最危險嗰扇「破窗」。如果企業連呢種最底層嘅無序行為都予以縱容，那麼喺微米級嘅精密裝配線上，就必然會滋生出對誤差嘅妥協。

呢場細節嘅「廁所改革」，正係上汽向舊有農耕習慣注入嘅第一股「負熵流」，佢以一種近乎偏執嘅方式，重塑咗現代產業工人嘅行為底線。

而喺面對巨大商業利益嘅誘惑時，上汽則展現出咗馬克斯·韋伯所推崇嘅極致「工具理性」——為咗追求絕對嘅標準，敢於斬斷一切情感牽絆同沉沒成本。

1998 年，作為上汽核心零部件自主向上主力嘅延鋒公司，為咗攻堅別克配套項目，專項投資咗六個億新建廠房。第一批次完工嘅保險桿送去質檢時，其實已經達到咗每平方厘米灰塵落點不超過十個嘅常規國際標準。

然而，當合資外方提出「落點不能超過五個」嘅苛刻要求時，喺巨額沉沒成本同交貨週期嘅重壓下，人性嘅本能通常係搵妥協嘅藉口。但當時任延鋒公司嘅總經理喺眾目睽睽之下，提咗一把鋸子，當場將嗰根耗資巨大嘅保險桿鋸成咗兩截。「客戶唔要嘅嘢，就係要鋸掉！」

呢把鋸子，鋸斷嘅唔僅係不合格嘅產品，更係中國本土製造業喺過去幾十年入面積累嘅「人情社會」同「得過且過」嘅路徑依賴。

呢種為咗捍衛絕對標準而毀滅高價值資產嘅暴力示威，瞬間清零咗系統內部嘅僥倖心理，令「精益求精」嘅工具理性徹底壓倒咗人性嘅弱點。

呢種用鐵腕對抗熵增嘅基因，嚴密地延續到而家嘅智電賽道。

上汽自主研發嘅「零燃魔方電池」，佢嘅核心關鍵技術之所以能夠斬獲國家科學技術進步獎二等獎，正係建基於高於國家標準極限測試 6 倍嘅冗餘安全法則之上。

當現代資本迷戀於短視嘅高周轉時，上汽卻用數十年建立嘅防線，死守住呢種看似「笨拙」嘅原則。

1 億輛車嘅交付，絕非偶然嘅時間複利，而係呢間巨型企業喺七十幾年入面，成功地擊退咗 1 億次系統熵增嘅必然結果。

呢種對抗熵增嘅體系韌性，同樣體現喺上汽而家嘅市場表現入面。剛剛過去嘅 5 月，上汽集團整車銷售 34.9 萬輛，1-5 月累計 165.1 萬輛，繼續領跑中國汽車行業。自主品牌佔比首次突破七成，新能源車大漲 46.5%，海外市場大漲 45.9%。一億輛嘅歷史刻度同而家嘅銷量領跑，共同印證咗上汽由體系到市場嘅全鏈路競爭力。

見眾生，生態共贏嘅時代遠見

電影《一代宗師》入面有一句極為通透嘅台詞，習武之人有三重境界：「見自己，見天地，見眾生」。

而家嘅上汽，正站喺汽車工業百年未有之大變局嘅時代關口。佢唔能只喺歷史嘅長河同輝煌嘅功勞簿中獨善其身，佢必須站起嚟，去「見眾生」。佢嘅對手早已唔係某一個特定嘅同行，而係技術躍遷嘅鴻溝，以及嗰啲固步自封、閉門造車嘅孤島效應。

呢係最殘酷嘅淘汰時代，亦係最好嘅共創時代。

喺 2026 年 5 月 28 日嘅交車盛典上，出現咗一個極具深意、甚至可以載入中國汽車史冊嘅畫面：上汽將嗰臺代表住集團七十年造車底蘊同前沿技術集大成者嘅全球第 1 億輛汽車——智己 LS9Hyper，鄭重地交到咗深度戰略合夥人 MomentaCEO 曹旭東手中。

夥伴變車主，係上汽「見眾生」最生動、最擲地有聲嘅注腳。

曹旭東喺現場表示，MomentaL3 級自動駕駛能力將會喺上汽率先落地，佢唔僅會親自駕駛呢臺車，仲計劃喺開發過程中率先用佢進行驗證測試。

為咗徹底打破技術圍牆，上汽決然放棄咗傳統主機廠試圖大包大攬嘅「靈魂執念」，堅定地揀咗「海納百川、美美與共」嘅開放生態。

同華為乾崑全面深化戰略協同，唔僅推出咗全新品牌「尚界」，更令華境系列成為 15 萬級全系標配華為智駕嘅破局者；同奧迪簽訂合作協議，基於下一代智能數字平台聯合開發四款 AUDI 全新高端智能電動新車，開啟咗中國技術反向賦能外資品牌嘅「合資 2.0」時代；同 Momenta 深度共創智駕大模型，並將呢套行業第一梯隊嘅方案橫向賦能給智己、大眾、奧迪、別克、凱迪拉克等多個品牌陣列。

而合資新能源都迎來強勢回暖。5 月上汽通用新能源車銷售 1.3 萬輛，同比大漲 75%，至境 E7 上市首月交付破萬。5 月上汽大眾新能源車銷售近 1 萬輛，同比增長 34.3%；新上市嘅 ID.ERA 9X 累計交付超過 7000 輛；喺 5 月底嘅粵港澳大灣區車展上，搭載全新一代「黃金超混」技術嘅途觀 L ePro、帕薩特 ePro，以及奧迪智慧性能旗艦 SUV AUDI E7X 接連上市。

上汽深知，真正嘅「懂你」，需要匯聚全球嘅頂尖智慧，唔設技術圍牆，唔做生態孤島。

唔僅喺國內，喺廣袤嘅海外市場，上汽同樣喺践行「見眾生」嘅宏大敘事。

2025 年發布嘅「Glocal（全球 + 本土）」3.0 戰略，標誌住上汽從單一產品出口徹底向體系化全球化跨越。喺歐洲，MG 啟用法蘭克福歐洲工程中心進行深度嘅本地化定制研發；喺東南亞，上汽大通將大拿 eDeliver5 純電物流車批量交付俾 DHL 高級副總裁，助力呢間全球物流巨頭喺新加坡實現綠色升級；喺商用車出海戰略上，上汽唔僅設定咗銷量增長超 50% 嘅宏大目標，更將海外經銷商嘅歷史定位升級為「共生共贏嘅創富夥伴」，並喺歐洲重資產織密全球配件倉儲網絡。上汽嘅全球化，已唔再係單純嘅賣車，而係同全球產業鏈與生態深度融合。

「見眾生」嘅底色，更在於對每一位平凡个体嘅溫情守護。

喺交車儀式上，第 1 億零 100 位車主嘅身份尤為引人矚目——佢係公益生活類自媒體「西部型者」博主劉佳。呢位普通嘅理髮師，連續五年風雨無阻驅車深入廣西大山，只為給留守兒童理髮、送去陪伴。當佢嘅舊車喺山路上拋錨時，別克第一时间伸出援手，並邀請佢體驗擁有南德 TÜV 護眼智慧頂燈與零甲醛認證嘅別克至境 E7「滿分座艙」。上汽把呢份「百分百」嘅敬意獻畀微光守護者，令呢第 100 臺車成為咗對「守護」價值最溫暖嘅同響。

同樣嘅故事亦發生喺陝西藍田嘅 85 後村支書龐富強身上。為咗俾 74 位留守老人送餐，佢每日堅持跑八九公里，上汽通用五菱通過「奮鬥者專項計劃」為佢交付咗一台榮光純電版微客，用實際行動致敬基層奮鬥者。

能夠穿越週期嘅企業，都係堅持初心，又積極擁抱生態、關懷社會嘅企業。當一個企業能夠喺歷史嘅梳理中「拿得起」突破同質量嘅精髓，又喺時代嘅洪流中「放得下」技術独占嘅貪念，將科技嘅紅利普惠給最廣闊嘅受眾，呢就係企業最厚重嘅力量。

1958 年，一柄破舊嘅榔頭，喺弄堂小廠入面敲出咗大國工業汽車嘅歷史傳奇。2026 年，一場橫跨亞歐大陸、串聯上海、倫敦、雅加達、新加坡嘅全球接力交付，見證咗 1 億份信任嘅磅礴匯聚。

時間會無情地淘汰一切經唔起檢驗嘅資本泡沫同技術噱頭，然後將留低嘅，鑄成不可撼動嘅底座。

一個企業能夠完成 1 億輛嘅時代壯舉，靠嘅絕唔僅係產能流水線嘅瘋狂堆砌，靠嘅係一種工業文明嘅堅韌——那種敢喺人前鋸斷不合格保險桿嘅極致敬畏，那種唔設技術圍牆、與全行業開放共創嘅寬闊胸襟，那種從弄堂小廠一路摸爬滾打，最終 21 次挺進世界 500 強嘅自我進化。

中醫常講「正氣存內，邪不可干」，企業嘅發展亦然。嗰啲喺時代洪流中轟然倒下嘅企業，往往唔係被外在嘅對手擊垮嘅，而係被內部急功近利嘅「邪火」所吞噬。

一億輛從來唔係上汽高歌猛進嘅終點，而係從「規模領先」邁向「生態引領」嘅全新起跑線。當體系嘅「正氣存內」，時間便唔再係步步緊逼嘅敵人，而係最忠誠嘅「合夥人」。

我哋有絕對嘅理由相信，喺智電新時代波瀾壯闊嘅下半場，呢間「億級車廠」依然擁有世代相傳、生生不息嘅磅礴後勁。

28 Mei, Upacara Serahan Kereta ke-100 Juta Pengguna Global Kumpulan SAIC diadakan di Shanghai. Sehubungan dengan peristiwa bersejarah berprestij ini, pelbagai merek di bawah Kumpulan SAIC berkerjasama erat.

SAIC Volkswagen ID. ERA 9X diserahkan secara rasmi kepada pemilik ke-6,999. Pada masa yang sama, kereta ini menjadi kenderaan ke-99,999,999 yang diserahkan oleh Kumpulan SAIC di seluruh dunia, dengan pemain bola yang pertama bermain di Bundesliga, Yang Chen, menjadi pemilik kereta ini. Dengan ini, ID. ERA 9X juga berjaya mencatatkan serahan melebihi 7000 unit dalam tempoh 30 hari sejak pelancaran.

Keistimewaan kenderaan ke-100 juta nombor bulat tersebut dinobatkan kepada Zhi Ji LS9 Hyper. CEO Momenta, Cao Xudong, menjadi pemilik kereta ini. Momenta adalah rakan strategik teras SAIC dalam bidang pemacu pintar. ID. ERA 9X juga merupakan model pertama yang dilancarkan dengan Model Besar R7 Momenta.

Meninjau semula sejarah Kumpulan SAIC, pada tahun 1955, Syarikat Pembuatan Komponen Enjin Pembakaran Dalam Shanghai ditubuhkan, industri automotif Shanghai bermula daripada sini. Pada tahun 1958, para pekerja menghasilkan kereta "Fenghuang" pertama dengan tukul, mencapai "lompatan sifar" dalam pembuatan kereta Shanghai.

Selama lebih daripada 70 tahun, SAIC terlibat dan memacu keseluruhan proses industri automotif Tiongkok dari tiada kepada ada, dari lemah kepada kuat: Santana 1983 keluar dari talian pengeluaran, memulakan kerjasama kongsi modal; 1997 Shanghai General ditubuhkan, mencipta "Kelajuan Shanghai" membina kilang dan mengeluarkan kereta dalam 23 bulan; 2006 jenama tempatan Roewe dilahirkan; 2020 jenama kereta elektrik pintar kelas tinggi Zhi Ji ditubuhkan.

Jan - April 2026, jualan terkumpul SAIC adalah 1.302 juta unit, menduduki kejuaraan jualan syarikat automotif Tiongkok selama empat bulan berturut-turut. Di antaranya, jualan jenama tempatan adalah 910,000 unit, menyumbang hampir 70%; jualan kereta hijau 412,000 unit; jualan pasaran luar negara 459,000 unit, meningkat besar 50.2% berbanding tahun sebelumnya.

SAIC juga merupakan perintis syarikat automotif Tiongkok "keluar ke luar negara": mempunyai lebih daripada 100 tapak pengeluaran komponen di luar negara, rangkaian lebih daripada 3,000 pengedar, membina 3 pusat penyelidikan dan inovasi utama termasuk London serta 4 pusat pengeluaran dan pembuatan di Thailand, Indonesia, India, Pakistan; Anji Logistics mempunyai 42 kapal Roll-on/Roll-off pelbagai jenis, 8 laluan antarabangsa meliputi Asia Tenggara, Eropah, Amerika. Kini, produk dan perkhidmatan SAIC tersebar di lebih daripada 170 negara dan wilayah, jualan terkumpul di luar negara telah pecah 7 juta unit.