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河內嘅七月，炎熱嘅唔止係天氣。
2026 年 7 月 21 日，越南國家會展中心，山東重工全球合作夥伴大會暨綠色智能產品展示會現場，燈光如瀑，金屬生輝。來自 62 個國家同地區嘅嘉賓穿梭喺展台之間，俯身端詳參數，低聲观摩交流。
呢場係事先預先宣傳嘅「首秀」，維柴五大核心技術路線：純電動、混合動力、質子交換膜燃料電池、替代燃料內燃機、智能駕駛輔助系統，首次同台面向全球亮相。
喧囂未散，外界真正應該追問嘅係：喺越南辦展，一次性亮晒全部技術家底，維柴同佢背後嘅山東重工，究竟喺下緊咩棋？
五條路線，一張底牌
如果只用一句說話概括今次展會嘅核心資訊，就係：維柴唔賭單一技術路線，佢賭嘅係「全都要」。
純電動全鏈佈局。CT100 電池實現單支路 400A 大電流快充，WMS3200 電驅總成降低全車電力消耗，覆蓋重卡、輕卡、客車全場景。呢啲唔係實驗室數據，而係已經批量装车嘅現實。
混合動力高效節能。WP3NNG 天然氣增程器喊出「續航超 1000 公里」，直指純電重卡「充電久、跑唔遠」嘅行業痛點。短途用電、長途用氣，呢樣係對市場現實最務實嘅回應。
質子交換膜燃料電池零碳領航。WEF300 已經配套 49 噸級重卡出口歐洲，全鏈條自主可控，數百項發明專利。呢個係維柴押注「終極能源」嘅底牌。
替代燃料內燃機低碳高效。WP15DI 氫內燃機係全球首款通過國六認證嘅產品，熱效率 46.8%；WP17T 甲醇內燃機令單台礦山設備年省燃料費 120 萬蚊。即便唔換動力形式，維柴都能令傳統內燃機「飲」上清潔燃料。
智能駕駛輔助系統重塑作業範式。礦山無人駕駛實現厘米級精準停靠，幹線 ADAS 装车量中國重卡第一。呢個標誌住維柴嘅競爭維度已經從「動力域」延伸至「數據域」。
五條路線，覆蓋咗從「今日」到「後天」嘅所有能源可能。呢唔僅僅係技術儲備，更加係面向未來嘅主動定義。
越南，點解係度？
將如此重量級嘅全球首秀放喺越南，絕非偶然。
東南亞係全球新能源商用車增長最快嘅區域之一。越南、印尼、泰國等國正密集出台清潔貨運支持政策，而當地補能基礎設施遠未完善，單一純電動路線喺呢度水土不服，混合動力、替代燃料、微電網等多技術組合恰恰有咗用武之地。
更深層嘅考量在於：呢個係山東重工「深耕東南亞、輻射全球」嘅戰略支點。2026 年上半年，集團出口收入已達 624 億蚊，同比增長 33.4%。喺 32 個國家設有 55 個貿易平台，海外工廠 60 幾座，2000 幾名員工常駐海外。
河內展會，係對呢套全球化網絡嘅一次檢驗。唔係嚟賣幾部車，而係展示一種能力：無論你嗰邊缺電、缺樁、缺氣，定係缺標準，維柴都能拿出一套完整嘅解決方案。
從「產品出海」到「產業扎根」
如果仔細翻開山東重工從阿斯塔納到河內嘅歷屆全球合作夥伴大會軌跡，會發現有一個關鍵字反復出現：場景化。
智慧物流、智慧礦山、智慧農業、綠色能源，山東重工展出嘅 145 台（套）產品，每一件都係嵌入咗一個具體嘅作業場景中。以礦山為例：維柴嘅甲醇內燃機省油錢，雷沃重工嘅無人礦卡省人力，山推嘅智能推土機省調度。呢唔係單點突破，而係系統性降本。
再以智慧倉儲為例：凱傲嘅 AI 智能庫空間利用率提升約 30%，呢已經唔係一部叉車或貨架嘅事，而係一整套「倉儲操作系統」。
客戶買嘅唔係引擎或電池，而係一套幫佢賺錢嘅運力方案。科技賦能嘅終極目標，唔係令設備更複雜，而係令用戶更省心；裝備美好嘅真正含義，唔係參數幾靚，而係運營幾抵。
更加值留意嘅係本地化佈局。中國重汽喺利比亞開設官方授權展廳，KD 工廠同步推進；中通客車喺沙特搭建屬地化服務網絡；山推喺烏茲別克斯坦落地 KD 項目……從輸出產品到輸出產能、品牌、標準，山東重工嘅全球化正進入「深度本地化」新階段。
一場關於「定義權」嘅爭奪
全球商用車電動化正在加速分化。2025 年，全球新能源純電動載貨汽車銷量突破 48 萬輛，同比增長約 67%，但滲透率卻只得 12.3%。市場遠未定型，邊個都有機會。
但機會唔等於勝算。要喺混戰中脫穎而出，需要三種能力：技術寬度、產業鏈深度、全球化廣度。
論技術寬度，維柴五條路線並行，覆蓋幾乎所有已知嘅清潔動力形式。喺全球主流商用車企業中，能同時佈局呢五條路線嘅，屈指可數。
論產業鏈深度，從刀片電池、電驅橋、集成控制器，到燃料電池電堆，再到 ADAS 算法、雲控平台，維柴構建咗一條「從礦到輪」嘅完整鏈條。換句話講，成本可控、迭代自主。
論全球化廣度，13 個品牌聯袂亮相，62 國嘉賓齊聚一堂，呢唔係「單兵出擊」，而係「集團軍作戰」。維柴提供心臟，中國重汽同陝重汽提供軀體，山推同雷沃提供手足，凱傲提供大腦，法士特同漢德提供關節。「We Are One」永遠唔只係一句口號——佢係品牌協同嘅作戰圖，亦都係全球扎根嘅承諾書。
結語：
呢場河內展會，表面上係一場產品秀，骨子裏係一場關於全球能源轉型話語權嘅提前占位。
維柴透過五大技術路線，向全球傳遞咗一個清晰信號：無論能源形式點樣革命，只要輪子仲係轉，維柴就能提供最优解。
更加重要嘅係，佢揭示咗山東重工嘅深層戰略邏輯，佢唔係被動適應能源轉型，而係主動定義轉型嘅節奏。從「我造乜你就用乜」到「你有咩能源、跑咩路，我俾你配咩動力」，維柴正進行完成從製造商到能源服務商嘅角色躍遷。
正如山東重工集團董事長王志堅喺開展辭中所講：「把握未來五到十年嘅綠色化、智能化風口，我哋將擁有無限廣闊嘅未來。」
河內係一個全新嘅起點。呢場「秀」嘅真正意義，或許多過五年、十年先可以完全睇清。但係有一點已經明確：喺商用車綠色智能轉型嘅全球賽道上，中國方案正從「跟跑」走向「領跑」。當科技真正賦能於裝備，裝備真正服務於美好，呢條路，便走得通，亦走得遠。
In the Malaysian SUV market, many buyers compare the Proton X50 and Mazda CX-3 when choosing a car. These two cars are quite close in price and positioning. Today we will do a detailed comparison from multiple aspects to help you save time on research.
The OTR price of the Proton X50 in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
The OTR price of the Mazda CX-3 in Malaysia is RM 126,159 - 139,159, with a total of 2 versions, including 2023 2.0L High (RM 139,159), 2023 2.0L Plus (RM 126,159), etc.
From a price perspective, the starting price of the Proton X50 is indeed RM 36,359 cheaper than the Mazda CX-3. If your budget is limited, Proton's entry-level version can already meet daily needs. But keep in mind, the few thousand dollars saved might involve trade-offs in features, it depends on your specific needs.
The safety rating of the Proton X50 is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
The safety rating of the Mazda CX-3 is 5★ (ASEAN NCAP), active safety systems include i-Activsense.
Both cars have the same safety rating, safety features are quite comprehensive in this class. New cars nowadays generally have good safety, no need to worry too much about this point.
Proton X50 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Mazda CX-3 warranty 5 years/150,000km, maintenance interval every 10,000km or 6 months.
Both cars have the same warranty conditions, no need to worry about this aspect. Actual maintenance costs depend on the brand's service network and part prices, recommended to ask real owners in car enthusiast groups for experience.
Both the Proton X50 and Mazda CX-3 are mainstream choices in the Malaysian market, suitable for family use and daily commuting. If you value brand reputation and resale value more, consider the one with better reputation first; if you care more about cost-performance ratio and features, choose the one with richer configuration. Ultimately, it is recommended to test drive both models, personal experience is the most important.
Overall, both the Proton X50 and Mazda CX-3 are very good models in the Malaysian market. Which one to choose depends mainly on your personal needs and budget. It is recommended that everyone do their research, compare quotes from multiple car dealerships, and then test drive before making a final decision. Buying a car is a big matter, spending time on research will never go wrong.
In the Malaysian SUV market, many buyers compare Proton X50 and Honda CR-V when choosing a car. These two cars are quite close in price and positioning. Today we will make a detailed comparison from multiple aspects to help you save time on research.
Proton X50 OTR price in Malaysia is RM 89,800 - 113,300, with a total of 4 versions, including 1.5T Executive (RM 89,800), 1.5T Premium (RM 101,800), 1.5T Flagship (RM 113,300), etc.
Honda CR-V OTR price in Malaysia is RM 178,200 - 195,900, with a total of 4 versions, including 2026 e:HEV 2.0L 2WD RS (RM 195,900), 2026 1.5T 4WD V (RM 181,900), 2026 e:HEV 2.0L 2WD E (RM 178,200), etc.
Looking at the price, Proton X50's starting price is indeed RM 88,400 cheaper than Honda CR-V. If your budget is limited, Proton's entry-level version is already sufficient for daily needs. However, note that the savings of a few thousand might involve trade-offs in features, it depends on your specific needs.
Proton X50 safety rating is 5★ (ASEAN NCAP), active safety systems include ADAS (ACC, AEB, LKA, LDA, BSM, RCTA).
Honda CR-V safety rating is 5★ (ASEAN NCAP), active safety systems include Honda SENSING (ACC, CMBS, LKAS, RDM).
Both cars have the same safety rating; safety features are quite comprehensive within this class. New cars generally have good safety, so no need to worry too much about this.
Proton X50 uses 4WD drive mode.
Honda CR-V uses FWD drive mode.
Proton's 4WD and Honda's FWD will feel different in handling, a test drive comparison is recommended.
Proton X50 and Honda CR-V are both mainstream choices in the Malaysian market, suitable for family use, daily commuting. If you value brand reputation and resale price more, you can prioritize the one with better reputation; if you care more about value for money and features, then choose the one with richer configuration. Ultimately, it is recommended to test drive both, personal experience is the most important.
Overall, Proton X50 and Honda CR-V are both very good models in the Malaysian market. Which one to choose, the key still depends on your personal needs and budget. It is recommended to do your research, compare quotes from a few dealers, then test drive to make the final decision. Buying a car is a big matter, spending time doing research will definitely not be wrong.
On July 16, a right-hand drive Trumpchi M8 PHEV slowly drove off the production line. GAC Group thus became the fifth domestic automobile manufacturing group to reach the milestone of 30 million vehicles rolling off the production line, after FAW, SAIC, Dongfeng, and Changan.
On this day, China's automotive market was undergoing unprecedented deep adjustments. Data from the China Association of Automobile Manufacturers showed that the penetration rate of new energy vehicles reached 49.6% in the first half of the year, surging to 58.5% in June; the market share of independent brand passenger cars climbed to 71.8%; car exports broke through 5.096 million vehicles, up 65.3% year-on-year. The fuel vehicle market was shrinking rapidly, joint venture brands were significantly impacted, and an era of "cool domestic market, hot international market" with reconstructed patterns was approaching.
In such an uncertain year, the answer sheet turned in by GAC was: 773,100 vehicles sold in the first half of the year, an increase of 2.35% year-on-year, new energy vehicle sales increased by 68.8% year-on-year, independent brand exports reached 121,500 vehicles, a sharp increase of 132% year-on-year. The numbers themselves might not be stunning, but against the background of the industry bearing pressure overall and most automotive companies achieving only 30% to 40% of their sales targets, this stability stands out particularly.
How were the 30 million "saved up"?
"Quality is the bottom line that GAC will never yield." Feng Xingya, Chairman of GAC Group, said this on the spot. Perhaps this is the most direct footnote to the trust of 30 million users.
In an industry where price wars have evolved from "racing on price" to "racing on bosses", GAC chose a path that appears less trendy: continuously adding to quality verification. Before each new model launches, it must undergo at least "two winters and one summer" of on-site road tests; the regular development cycle lasts up to 21 months; from Turpan's 60°C high temperature to Hulunbuir's -40°C extreme cold, from high humidity and high salt spray to mountain dust, "Five Highs, One Mountain, One Dust" full-environment assessment covers various extreme scenarios users might encounter.
These "hard skills" have formed support in the data: Magazine Battery cumulative installations reached 1.5 million units, safe driving mileage exceeded 160 billion kilometers; the Astral Security Guard System has served nearly 2 million users, cumulatively preventing potential accidents 6.28 million times. At the end of 2025, GAC also pioneered the independent brand "Three Responsibilities" policy in the industry: responsibility for spontaneous combustion of the three-electric system, responsibility for battery decay exceeding limits, responsibility for intelligent parking accidents, extending quality commitments to the entire lifecycle of vehicle use.
"30 million users' trust is essentially about holding the bottom line of 'quality not yielded' in manufacturing." An industry observer commented. In the phase where China's automotive market shifts from increment to stock, the core standard for user choice is returning to the essence of the product, and GAC has verified this simple logic over 29 years.
Transformation is not a slogan, it is the models rolling off the line
The special significance of the 30 million vehicles rolling off the line ceremony is: it is not a solo act of one car. At the event site, GAC's global multi-site production bases were connected synchronously, and GAC Honda P7, GAC Toyota Binyue 7, QiJing GT7, GAC Aion N60, GAC Hyper S600 were sequentially rolled off the line as the 29,999,995th to the 29,999,999th vehicles. Six models, covering six brands, all pointing to new energy and intelligence.
And the 30 millionth vehicle—the right-hand drive Trumpchi M8 PHEV—was ultimately delivered to a Thai owner, international kung fu superstar Tony Jaa. This choice itself is a signal: GAC's goals have long not been limited to the domestic market. Currently, GAC's international business expansion is very rapid, covering 110 countries and regions in five major blocks: Asia-Pacific, Middle East, Americas, Europe, etc., building over 746 sales and service outlets and 7 overseas production plants. Independent brand exports in the first half of the year reached 121,500 vehicles, almost equaling the full year's level last year.
In the context where joint venture brands generally face transition pains, GAC promotes dual-line transformation of joint ventures and independent brands, forming a synergistic and complementary new energy matrix. GAC Toyota Binyue 7 delivered over 10,000 units cumulatively in 3 months since launch; GAC and Huawei Qiankun jointly created the high-end brand "QiJing", the first model QiJing GT7 equipped with Huawei Qiankun Intelligent Driving ADS 5, 24-hour large fixed orders broke through 5,200 units. So far, GAC's cumulative R&D investment exceeded 62 billion yuan, with a global R&D team of over 6,800 people, and these investments are being converted from technical reserves to product competitiveness.
Turn "User-Centric" into a closed loop
If quality is GAC's background color, then user thinking is the line running through it.
Feng Xingya stated at the event site: "In the past, we always stood from an engineer's perspective to polish technology, today, we must stand completely from the user's perspective." To this end, GAC established a dedicated user insight department, promoting full-process change from problem discovery to resolution; regularly held "User Open Mic" activities, allowing R&D and product leaders to directly face daily user pain points.
At the service end, GAC plans to build 1,000 new county-level authorized stores this year; online launched "Super Steward" service, promising 5-second response, 2-hour completion; targeting new energy replenishment pain points, built "9 Vertical, 10 Horizontal" replenishment network, covering 213 cities nationwide, core urban areas achieving "one station every straight 1 kilometer", self-owned charging piles exceeded 27,000 units.
From "selling products" to "operating users" is the transformation direction commonly shouted by the industry. GAC's practice shows that user operations are not marketing talk, but a systematic engineering project from organizational structure to service network.
After 30 million, where is GAC heading?
From its establishment in 1997 to the current 30 million vehicles rolling off the line, GAC has walked 29 years. These 29 years just witnessed the complete context of China's automotive industry from joint venture start, independent growth to new energy global breakthrough.
Standing at the new starting point of 30 million, GAC announced the launch of "Renewal Gratitude Season": GAC Honda, GAC Toyota, GAC Trumpchi, GAC Aion, GAC Hyper, and QiJing six brands, from new purchase, trade-in to increased purchase launched unique feedback policies.
Towards 2030, GAC's goal is to enter 120 countries and regions worldwide, build over 2,000 overseas outlets, and achieve annual sales of 1 million vehicles.
In the competition logic transformation of the automotive industry from "comparing horsepower" to "competing on computing power", from "configuration stacking" to "technology system", GAC's 30 million answer sheets may have provided an answer worth thinking about: no matter how dramatic industry changes are, quality, this "hard skill", is ultimately the final reason users vote with their feet.
In Malaysia's SUV market, many buyers compare Perodua Aruz and Honda HR-V when choosing a car. Both cars are quite close in price and positioning. Today, we will make a detailed comparison from multiple aspects to help you save time on research.
Perodua Aruz's OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Honda HR-V's OTR price in Malaysia is RM 115,900 - 143,900, with a total of 4 versions, including 2026 e:HEV 1.5L RS (RM 143,900), 2026 1.5T V (RM 137,900), 2026 1.5T E (RM 130,900), etc.
From a price perspective, Perodua Aruz's starting price is indeed RM 43,000 cheaper than Honda HR-V. If your budget is limited, Perodua's entry-level version can already meet daily needs. But also note, the savings of a few thousand RM might involve trade-offs in specifications, depending on your needs.
Perodua Aruz is equipped with a 1.5L 4-cyl engine, 105 hp. Official fuel consumption 6.0 L/100km.
Honda HR-V is equipped with a 1.5L Turbo engine, 140 hp. Official fuel consumption 7.0 L/100km.
In terms of performance, Honda HR-V's 1.5L Turbo has 35 more horsepower than Perodua Aruz's 1.5L 4-cyl. However, for daily city driving, the power of both cars is sufficient, and you won't feel underpowered.
Perodua Aruz's safety rating is 5★ (ASEAN NCAP), active safety systems include.
Honda HR-V's safety rating is 5★ (ASEAN NCAP), active safety systems include Honda SENSING (ACC, CMBS, LKAS, RDM).
Both cars have the same safety rating, and safety features in this class are quite comprehensive. New cars nowadays are not lacking in safety, so no need to worry too much about this.
Perodua Aruz adopts FWD drive system.
Honda HR-V adopts FWD drive system.
Both cars have the same drive system, both are FWD, so there won't be much difference in daily driving feel.
Overall, both Perodua Aruz and Honda HR-V are very good models in the Malaysian market. Choosing which one depends on your personal needs and budget. We recommend doing your research, comparing quotes from several dealerships, and then test driving to make a final decision. Buying a car is a big matter, spending time on research will never be wrong.
In the Malaysian SUV market, many buyers compare Perodua Aruz and Honda WR-V when choosing a car.
Perodua Aruz OTR price in Malaysia is RM 72,900 - 77,900, with a total of 2 versions, including 1.5L X (RM 72,900), 1.5L AV (RM 77,900), etc.
Honda WR-V OTR price in Malaysia is RM 89,900 - 107,900, with a total of 4 versions, including 2023 1.5L V (RM 99,900), 2023 1.5L E (RM 95,900), 2023 1.5L S (RM 89,900), etc.
In terms of price, Perodua Aruz's starting price is indeed RM 17,000 cheaper than Honda WR-V. If your budget is tight, Perodua's entry-level version can already meet daily needs. However, also note that the cheaper few thousand ringgit might involve trade-offs in features, depending on your specific needs.
Perodua Aruz is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Honda WR-V is equipped with 1.5L 4-cyl, 105 hp. Official fuel consumption 6.0 L/100km.
Both cars use the same powertrain system, and the driving experience is basically the same in daily use. Fuel consumption is also similar, no need to worry too much about this.
Perodua Aruz body length 4400 mm, trunk 400 L.
Honda WR-V body length 4400 mm, trunk 400 L.
The dimensions of both cars are almost the same, and the interior space difference is not significant. For this class of cars, daily use is completely sufficient.
Perodua Aruz uses FWD drive system.
Honda WR-V uses FWD drive system.
The drive methods of both cars are the same, both are FWD, daily driving experience will not have too much difference.
Perodua Aruz and Honda WR-V are both mainstream choices in the Malaysian market, suitable for family use, daily commuting. If you value brand reputation and resale value more, you can prioritize the one with better reputation; if you care more about value for money and features, then choose the one with richer configuration. Finally, it is recommended to test drive both, experiencing it personally is the most important.
In general, Perodua Aruz and Honda WR-V are both very good models in the Malaysian market. Which one to choose, it depends on your personal needs and budget. It is recommended to do research, compare quotes from multiple car dealerships, and then test drive to make the final decision. Buying a car is a big thing, spending time doing research will never be wrong.
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿 Perodua Aruz 同 Toyota Yaris Cross 嚟做比較。呢兩款車喺價位同定位上都幾接近，今日我哋就從多個方面做個詳細嘅比較，幫你省咗做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，一共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
Toyota Yaris Cross 喺馬來西亞嘅 OTR 售價係 RM 99,900 - 109,900，一共有 2 個版本，包括 2026 1.5L Standard（RM 99,900）、2026 HEV 1.5L Standard（RM 109,900） 等。
從價錢嚟睇，Perodua Aruz 嘅起步價確實比 Toyota Yaris Cross 平咗 RM 27,000。如果你預算有限，Perodua 嘅入門版已經可以滿足日常需要。但都要注意，平嗰啲幾千蚊，可能喺配備上要有取舍，具體要睇你嘅需求。
Perodua Aruz 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Toyota Yaris Cross 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
兩款車用緊同一套動力系統，日常開起嚟嘅感覺基本無分別。油耗方面都差唔多，唔使太糾結這一點。
Perodua Aruz 車身長 4400 mm，尾箱 400 L。
Toyota Yaris Cross 車身長 4400 mm，尾箱 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全足夠。
Perodua Aruz 採用 FWD 驅動方式。
Toyota Yaris Cross 採用 FWD 驅動方式。
兩款車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
總嘅嚟講，Perodua Aruz 同 Toyota Yaris Cross 都係馬來西亞市場好唔錯嘅車型。揀邊一部，關鍵都要睇你嘅個人需求同預算。建議大家做足功課，多比較幾間車行之報價，先至去試駕先做最後決定。買車係件大事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅 SUV 市場，好多買家喺揀車嗰陣都會拎 Perodua Aruz 同 Mazda CX-5 嚟做比較。這兩款車喺價位同定位上都好接近，今日我哋就從多個方面做一個詳細比較，幫你節省咗做功課嘅時間。
Perodua Aruz 喺馬來西亞嘅 OTR 售價係 RM 72,900 - 77,900，一共有 2 個版本，包括 1.5L X（RM 72,900）、1.5L AV（RM 77,900） 等。
Mazda CX-5 喺馬來西亞嘅 OTR 售價係 RM 135,469 - 166,760，一共有 3 個版本，包括 2025 2.0L AT 35th Anniversary（RM 316,154）、2025 2.0L AT（RM 296,154）、2025 2.0L MT（RM 294,154） 等。
從價錢嚟睇，Perodua Aruz 嘅起步價確實比 Mazda CX-5 平咗 RM 62,569。如果你預算有限，Perodua 嘅入門版已經可以满足日常需求。但都要注意，平嗰幾千元，可能喺配備上要有取捨，具體要看你嘅需求。
Perodua Aruz 搭載 1.5L 4-cyl，馬力 105 hp。官方油耗 6.0 L/100km。
Mazda CX-5 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Mazda CX-5 嘅 1.5L Turbo 比 Perodua Aruz 嘅 1.5L 4-cyl 多咗 35 匹馬力。不過日常喺市區行車，兩款車嘅動力都夠用，唔會覺得唔夠力。
Perodua Aruz 車身長 4400 mm，後備箱 400 L。
Mazda CX-5 車身長 4500 mm，後備箱 450 L。
空間方面，Mazda CX-5 嘅車身比 Perodua Aruz 長咗 100 mm，乘坐空間更有優勢。不過 Perodua Aruz 喺城市入面停車會靈活啲，各有取捨。
Perodua Aruz 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
Mazda CX-5 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
兩款車嘅保修條件一樣，呢方面唔使糾結。實際保養成本仲要睇品牌嘅服務網絡同零件價格，建議去車友群問下真實車主嘅經驗。
總嘅嚟講，Perodua Aruz 同 Mazda CX-5 都係馬來西亞市場好好嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做足功課，多比較幾間車行嘅報價，再去做試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
在馬來西亞嘅 SUV 市場，好多買家喺揀車嘅時候都會拿馬自達 CX-8 同奇瑞 Tiggo 9 嚟做比較。呢兩部車喺價位同定位上都好接近，今日我哋就從多個方面做個詳細對比，幫你省返做功課嘅時間。
馬自達 CX-8 喺馬來西亞嘅 OTR 售價係 RM 165,360 - 201,360，合共 5 個版本，包括 2025 2.5T 4WD High Plus Petrol（RM 201,360）、2025 2.2L 2WD High Plus Diesel（RM 193,123）、2025 2.5L 2WD High Plus Petrol（RM 186,360） 等。
奇瑞 Tiggo 9 喺馬來西亞嘅 OTR 售價係 RM 166,800 - 179,800，合共 1 個版本，包括 2026 2.0T Standard（RM 179,750） 等。
由價錢睇，馬自達 CX-8 嘅入門價確實比奇瑞 Tiggo 9 平咗 RM 1,440。如果你預算有限，馬自達嘅入門版已經可以滿足日常需要。但要留意，平嗰幾千蚊，可能喺配備上會有取舍，具體要看你嘅需要。
馬自達 CX-8 採用 FWD 驅動方式。
奇瑞 Tiggo 9 採用 FWD 驅動方式。
兩部車嘅驅動方式一樣，都係 FWD，日常駕駛感受唔會有太大分別。
馬自達 CX-8 保修 5 年/150,000km，保養間隔 每 10,000km 或 6 個月。
奇瑞 Tiggo 9 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
馬自達 CX-8 同奇瑞 Tiggo 9 都係馬來西亞市場嘅主流選擇，適合家庭用、日常通勤。如果你更重視品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更重視性價比同配備，就揀配備更豐富嗰款。最終都建議兩部都去試駕，親身體驗先係最重要。
總括嚟講，馬自達 CX-8 同奇瑞 Tiggo 9 都係馬來西亞市場幾唔錯嘅車型。揀邊一部，關鍵仲係睇你嘅個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試駕做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅轎車市場，好多買家喺揀車嘅時候都會將寶騰 S70 同馬自達 2 做比較。這兩款車喺價位同定位上都幾接近，今日我哋就由多個方面做一個詳細嘅比較，幫你節省做功課嘅時間。
寶騰 S70 喺馬來西亞嘅 OTR 售價係 RM 73,800 - 94,800，一共有 5 個版本，包括 2026 1.5T 旗艦 X（RM 94,800）、2026 1.5T 旗艦（RM 89,800）、2026 1.5T 高級（RM 79,800） 等。
馬自達 2 喺馬來西亞嘅 OTR 售價係 RM 108,670 - 108,670，一共有 1 個版本，包括 1.5L SkyActiv-G（RM 108,670） 等。
從價錢嚟睇，寶騰 S70 嘅起步價確實比馬自達 2 平咗 RM 34,870。如果你預算有限，寶騰嘅入門版已經可以滿足日常需求。但都要注意，平嗰幾千蚊，可能喺配備上要有取捨，具體就要睇你嘅需求。
寶騰 S70 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 ADAS。
馬自達 2 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
兩款車嘅安全評級一樣，喺呢個級別入面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心呢一點。
寶騰 S70 車身長 4400 mm，行李箱 400 L。
馬自達 2 車身長 4400 mm，行李箱 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
寶騰 S70 同馬自達 2 都係馬來西亞市場嘅主流選擇，適合家庭使用、日常通勤。如果你更睇重品牌口碑同二手價，可以優先考慮口碑更好嗰一款；如果你更在意性價比同配備，那就揀配置更豐富嗰款。總歸都係建議兩款都去試駕，親身體驗先至最緊要。
總括嚟講，寶騰 S70 同馬自達 2 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵都係要睇你嘅個人需求同預算。建議大家做足功課，多比較幾間車行嘅報價，先至去試駕做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
喺馬來西亞嘅轎車市場，好多買家喺揀車嘅時候都會用 Volkswagen Golf 同 BMW 3 Series 嚟做比較。呢兩款車喺價位同定位上都幾相近，今日我哋就從多個方面做一次詳細比較，幫你節省做功課嘅時間。
Volkswagen Golf 喺馬來西亞嘅 OTR 售價係 RM 186,530 - 186,530，一共 1 個版本，包括 2026 1.5T R-Line（RM 186,530）等。
BMW 3 Series 喺馬來西亞嘅 OTR 售價係 RM 267,800 - 392,800，一共 2 個版本，包括 320i Sport（RM 248,000）、330i M Sport（RM 298,000）等。
由價錢嚟睇，Volkswagen Golf 嘅起價確實比 BMW 3 Series 平咗 RM 81,270。如果你預算有限，Volkswagen 嘅入門版已經可以滿足日常需要。不過都要注意，平嗰幾千塊，可能喺配備上會有取舍，具體要睇你需要。
Volkswagen Golf 搭載 2.0L 4-cyl，馬力 170 hp。官方油耗 8.0 L/100km。
BMW 3 Series 搭載 2.0L Turbo，馬力 220 hp。官方油耗 9.5 L/100km。
動力方面，BMW 3 Series 嘅 2.0L Turbo 比 Volkswagen Golf 嘅 2.0L 4-cyl 多咗 50 匹馬力。不過日常喺市區行，兩款車嘅動力都夠用，唔會覺得唔夠力。
Volkswagen Golf 車身長 4400 mm，行李廂 400 L。
BMW 3 Series 車身長 4400 mm，行李廂 400 L。
兩款車嘅尺寸幾乎一樣，車內空間差別唔大。呢個級別嘅車，日常使用完全夠用。
Volkswagen Golf 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
BMW 3 Series 保修 5 年/無限里程，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Volkswagen Golf 同 BMW 3 Series 都係馬來西亞市場幾好嘅車型。揀邊一輛，關鍵都要睇你個人需要同預算。建議大家做好功課，多比較幾間車行嘅報價，再去試車做最終決定。買車係件大事，花少少時間做功課絕對唔會錯。
喺馬來西亞嘅汽車市場，好多買家喺揀車嘅時候都會拿 Toyota Fortuner 同 Mitsubishi Xforce 嚟做比較。今日我哋從多個方面做一個詳細嘅比較，幫你省下做功課嘅時間。
Toyota Fortuner 喺馬來西亞嘅 OTR 售價係 RM 195,880 - 241,880，一共有 3 個版本，包括 2024 2.8T VRZ Diesel（RM 241,880）、2024 2.7L SRZ Petrol（RM 202,880）、2024 2.4L Standard Diesel（RM 195,880） 等。
Mitsubishi Xforce 喺馬來西亞嘅 OTR 售價係 RM 109,930 - 119,930，一共有 2 個版本，包括 2026 1.5L Ultimate（RM 119,930）、2026 1.5L Urban（RM 109,930） 等。
從價錢來看，Mitsubishi Xforce 嘅起步價比 Toyota Fortuner 平咗 RM 85,950。老實講，喺呢個價位段，幾千塊嘅差距其實唔算大，關鍵仲係睇整體嘅性價比同長期使用成本。
Toyota Fortuner 搭載 2.5L Diesel，馬力 187 hp。官方油耗 8.5 L/100km。
Mitsubishi Xforce 搭載 1.5L Turbo，馬力 140 hp。官方油耗 7.0 L/100km。
動力方面，Toyota Fortuner 嘅 2.5L Diesel 比 Mitsubishi Xforce 嘅 1.5L Turbo 多咗 47 匹馬力，中段加速會更有信心，尤其係跑高速公路超車嘅時候。但 Mitsubishi Xforce 嘅油耗表現可能仲好，日常市區通勤嘅話差別唔會太明顯。
Toyota Fortuner 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 。
Mitsubishi Xforce 嘅安全評級係 5★ (ASEAN NCAP)，主動安全系統包括 MI-PILOT。
兩款車嘅安全評級一樣，喺呢個級別裡面安全配備都算好齊全。而家嘅新車安全性都唔差，唔使太擔心這一點。
Toyota Fortuner 保修 5 年/無限制里程，保養間隔 每 10,000km 或 6 個月。
Mitsubishi Xforce 保修 3 年/100,000km，保養間隔 每 10,000km 或 6 個月。
總體嚟講，Toyota Fortuner 同 Mitsubishi Xforce 都係馬來西亞市場好唔錯嘅車型。揀邊一輛，關鍵仲係要睇你嘅個人需求同預算。建議大家做好功課，多比較間車行嘅報價，再去試駕先做最終決定。買車係件大事，花啲時間做功課絕對唔會錯。
兄弟姐妹們，今日講一個出海嘅大新聞——唔係賣車，係賣「司機」。6 月 2 號，文遠知行同 Uber 聯合宣佈咗一件事：計劃喺西班牙馬德里推出該國首個商業化 Robotaxi 試點服務。意思就係：西班牙人好快就可以用 Uber 叫到一台冇司機嘅出租車。呢次係文遠知行同 Uber 第一次一齊進入歐洲市場。馬德里亦成為文遠知行 Robotaxi 駛入嘅全球第十二個城市。
官方消息話，喺馬德里自治區政府嘅支持下，呢項服務今年內就會正式啟動。到嗰陣，馬德里嘅朋友哋打開 Uber App，就有一鍵呼叫文遠知行嘅 Robotaxi。同叫普通網約車一樣，分別係嚟嘅車冇駕駛員——至少喺初期，仲係有分別嘅。運營初期，車入面會配備經過專業培訓嘅安全員，終究係剛上線，穩妥第一。
文遠知行呢間公司，你可能聽過，也可能冇聽過。簡單介紹下：2017 年成立，一直埋頭搞 Robotaxi 技術研發同商業化。而家佢嘅 Robotaxi 已經覆蓋咗廣州、北京、新加坡、阿布達比、迪拜、利雅得、蘇黎世……加埋而家嘅馬德里，一共 12 個城市。西班牙亦係文遠知行進入嘅第五個歐洲市場——之前已經入咗瑞士、法國、比利時、斯洛伐克。按照文遠知行同 Uber 喺 2025 年 5 月達成嘅規劃，佢哋要喺五年內新增 15 個國際城市部署 Robotaxi 服務，全球部署數萬輛 Robotaxi。隨著馬德里落地，目前已經完成咗 4 個城市嘅佈局，仲有 11 個會喺 2030 年前陸續覆蓋。
講真嘅，中國自動駕駛公司出海唔係頭一回，但中國技術 + 全球出行平台 + 歐洲市場呢個組合，定係好有意思。馬德里係歐洲最具商業潛力嘅 Robotaxi 市場之一，人口多、出行需求大，當地政策都好友善。喺呢個市場站穩腳根，對文遠知行嚟講係個唔小嘅里程碑。對 Uber 嚟講，引進 Robotaxi 都係為咗降低成本——終究司機唔使發人工。對馬德里市民嚟講，以後打車可能更平。
車型概覽
寶馬i5 值唔值得睇，第一步唔係望牌子或者外形，而係睇佢能唔能夠配合你嘅香港日常。 呢篇會集中講預算、月供同同級定位，幫你用買家角度篩走唔適合嘅選擇。
零售價 HK$ 463,674 - 703,405、完稅價 HK$ 849,900 - 1,399,900 令預算位置更清楚，買家可以先估算月供、保險、泊車同日常開支。
購車價格指南
寶馬i5 嘅購車預算可以先由 零售價 HK$ 463,674 - 703,405、完稅價 HK$ 849,900 - 1,399,900 開始計。香港買車唔只係睇車價，月供、保險、牌費、泊車同能源成本都會影響每月壓力。
如果有幾個版本可揀，可以先將 2025 eDrive40 M Sport Edition（HK$ 849,900）、2025 M60 xDrive（HK$ 1,379,900）、2025 M60 xDrive Touring（HK$ 1,399,900） 放喺同一張清單。日常通勤重視舒適同易用，家庭買家就要優先睇後排、尾箱同安全配置。
核心規格重點
睇 寶馬i5 嘅規格，重點唔係背數字，而係理解佢喺香港用車場景會帶嚟咩分別。
81.2 kWh 嘅電池容量，真正意義係可以幫你估算一星期通勤同周末出車要唔要中途補電。 250/442 kW、400/820 N·m 嘅輸出，令高速併線同短距離超車更有信心。 車長 5060 mm、車闊 1900 mm、車高 1515/1505 mm、軸距 2995 mm 可以幫你預判商場停車場、屋苑車位同後排腿部空間。 固定齒比、後置後駆 / 雙電機四駆 會影響起步順滑度、濕地穩定感同長途巡航性格。
優缺點分析
寶馬i5 嘅優點唔需要講到天花龍鳳，真正有價值係佢能唔能夠令日常用車更省心：預算位置清楚，方便同同級車直接比較、電池同續航資訊有助安排通勤同補電、動力輸出對高速同上斜更有底氣。
要留意嘅係，要先確認屋苑、公司或常去商場嘅充電條件、香港停車場同窄路使用要留意車身闊度。呢啲唔一定係缺點，但係落訂前應該先諗清楚。
買家常見問題
買 寶馬i5 之前，真正要問嘅唔係單一規格，而係佢可唔可以融入你每日嘅生活節奏。
常見疑問係「BMW i5 嘅音響系統能夠提供咩等級嘅聽覺享受？」簡單講，BMW i5 標配或可選配 Bowers & Wilkins 環繞音響系統，配備多達 17 個揚聲器，總輸出功率高達 655 瓦。這套系統專為 BMW i5 嘅車廂空間進行調校，能提供細膩且震撼嘅 360 度音效體驗，將車廂變成移動嘅音樂廳。 放到實際用車，就係要睇佢對通勤、泊車、家庭乘坐同長期成本有幾大幫助。
同級對比內容
將 寶馬i5 放入同級車清單時，唔建議只用外形或者品牌光環決定。比較順序可以係：先用 零售價 HK$ 463,674 - 703,405、完稅價 HK$ 849,900 - 1,399,900 鎖定預算圈、再睇動力係咪足夠應付高速併線同滿載、再比較能源成本同補能便利、最後睇車身大小、座位同尾箱是否適合家人。
咁樣篩選會貼近香港買家真實生活：平日塞車、商場泊車、周末去新界、甚至一家人出入，先係一部車每日要面對嘅考驗。
用車全周期指南
擁有 寶馬i5 最重要係先諗清楚充電節奏。屋苑、公司或者常去商場只要有穩定充電選項，電動化用車就會容易相處好多。
如果你主要喺市區行，視野、低速順滑度同泊車輔助會好影響心情；如果經常行高速或跨區，座椅舒適度、隔音同動力從容感會更重要。
5 月 26 日，台灣輪胎巨頭正新橡膠召開股東大會，順利完成董事會全面改選，核心高層團隊實現交棒。創始人次子羅才仁正式接替陳榮華出任董事長，原總經理李進昌升任副董事長，而總經理一職則由正新“第三代生力軍”羅元隆接掌。此舉標誌著正新橡膠正式進入新老交接與戰略升級嘅新階段。
核心管理層落定：老將坐鎮與新銳領航
此次高層變動體現了正新橡膠“穩中求進”嘅交接思路。新任董事長羅才仁（1953 年生，台灣彰化人），其早年曾長期深耕一線，歷任正新輪胎（中國）總經理與董事長，對中國大陸市場極為熟悉。據相關資料，羅才仁家族財富達 195 億元。
升任副董事長嘅李進昌為原總經理，其豐富嘅經營管理經驗將繼續為集團保駕護航；而新任總經理羅元隆嘅履新，則代表著正新第三代接班人正式走向台前，承擔起一線營運重任。
在新一屆董事會陣容中，除上述核心三人外，還包括正新總裁陳秀雄、美利達董事長曾嵩柱及陳涵琦。獨立董事則由吳中書、朱博湧、許捷忠組成，專業背景涵蓋宏觀經濟、企業戰略等領域，將為公司管治提供獨立視角。
瞄準全球高階市場，確立四大核心成長引擎
面對全球汽車產業與輪胎市場嘅激烈競爭，正新橡膠新經營團隊已明確戰略方向，制定出四大核心成長引擎以驅動未來業績：
打入歐洲高階汽車供應鏈：持續深化與全球頂尖汽車廠商嘅 OEM 合作，提升品牌喺高端整車市場嘅滲透率與話語權。
開發高附加值產品：聚焦高性能輪胎嘅研發與製造，優化產品結構，提升整體盈利能力。
重兵布陣印度與印尼市場：將南亞與東南亞作為關鍵增長極，搶佔新興市場嘅人口與汽車增量紅利。
數位化賦能競賽型輪胎：運用數位化技術研發運動及競賽型輪胎，以賽道級科技反哺民用市場，確保公司喺技術領域嘅領先地位。
內地深耕與百億版圖
作為全球輪胎橡膠行業嘅大型製造商，正新橡膠嘅中國營運總部設於江蘇崑山，旗下「正新/Maxxis」品牌已具備廣泛嘅全球影響力。2024 年，正新橡膠全年營收達 960 億新臺幣。在全新嘅管理團隊與四大引擎嘅驅動下，這家老牌輪胎巨頭能否喺高端化與全球化嘅新賽道上實現跨越，值得業界持續關注。
6 月 9 日，比亞迪召開 2025 年度股東大會。董事會主席兼總裁王傳福的演講內容亦涵蓋了短期業績、技術研發、智能駕駛、海外戰略及長期目標等多個範疇。
「今年一季度，新能源車經歷了至暗時刻。」
2026 年 1 月開始新能源車購置稅政策減半，導致去年底需求前置，新能源乘用車零售滲透率大幅下降。比亞迪只做新能源車，難免受到影響。
「最壞的時刻已經過去了。」
隨著 3 月發布二代刀片電池和閃充技術，比亞迪訂單開始回升，5 月銷量已經開始轉正，年底經營現金流有望逐步恢復到較好水平。
「今年的銷量取決於電池的產能。」
二代刀片電池產能還是不夠，目前正在以每月兩萬到三萬的增量在爬坡。明年我們的產能完成爬坡以後，相信將在全球兩個市場同時發力。
二、關於長期目標：五年做到全球第一「五年以後，比亞迪在規模上，能夠做到真正的全球第一。」
未來三到五年，比亞迪仍將保持持續增長。憑藉二代刀片電池、閃充技術以及明後年推出的新技術，國內、國外有望實現雙輪驅動，形成良性互動，讓中國的技術走向全球。
三、關於技術理念與閃充開放「汽車行業曾經充斥著各種花巧虛榮的流量，但實際上汽車是涉及安全的交通工具。」
少一些套路、少一些花巧，回到本源，做好技術和產品，才能獲得中高端消費者認可。
「比亞迪不會把閃充技術‘據為己有’。」
充電樁上不打比亞迪 Logo，閃充生態將服務所有汽車品牌和所有消費者。好的技術除了為比亞迪服務，更要為整個行業服務。而與中國石化的合作，將極大推動閃充技術的擴張。
四、關於智能化與 L3 準備「整車智能就是具身智能。」
比亞迪已經有 315 萬台智駕車型在全球落地，每天產生超過 2 億公里智駕相關行駛數據，智能駕駛研發工程師規模超過 5000 人。未來累計投入將超 1000 億。
「未來 L3、L4 一定會提前落地。」
比亞迪已經在晶片（4 納米的智駕晶片璇玑 A3 不久前剛發布）、演算法、數據、生態等方面做好充足準備，包括在歐洲、南美洲、東南亞、中東等地區的訓練中心都已做好準備。一旦法規落地，比亞迪就將推出全系列的、符合 L3 要求的产品。
五、關於全球化與海外市場「我們年初設定的 2026 年海外銷量目標是 150 萬輛，現在預計應該會超越這個目標。」
以比亞迪為代表的中國車企在產品競爭力、價格、體驗和技術上，已經超越當地很多同行。
「在海外市場一定要做好本地化。」
比亞迪在南美洲構建了以巴西為主生產基地，歐洲匈牙利工廠即將投產，東南亞泰國工廠已經投產。出口不僅要增長，還要能維持本地化服務，實現和本地共贏、共發展。
六、關於工程師文化與企業價值觀「比亞迪有 12 萬名工程師，這是公司真正的財富。」
工程師文化後繼有人，不用擔心。我每周有一半時間用於參加技術會議，與工程師交流，“在技術的海洋裡游泳”是我最感興趣的事。
Author: Guan Hongye
Who Leads the Tide — A Milestone for SAIC's 100 Million Vehicles and a Watershed Moment for the Chinese Automotive Industry.
Rivers surge and peaks compete. In the 2026 Chinese automotive market, unprecedented scenes are surging forward.
Local brands have broken through a market share of 60%, new energy vehicle penetration is approaching 40%, and export volume has ranked first globally for two consecutive years... This is not merely a pile of numbers, but a profound structural transformation. Chinese cars have shed the old label of "large but not strong", and now stand on the map of the global automotive industry, using wheels as the brush and mountains and rivers as the ink to write their own majestic footnotes.
Amidst the magnificent progress of Chinese automobiles, on May 28, 2026, SAIC Group became the first domestic automaker to reach this historic milestone with a cumulative production and sales volume of 100 million vehicles.
The formation of any industry's landmark volume is not the work of a day or two, but the result of long-term resonance between the general trend of the times, industrial iteration, and corporate resolve.
Behind the "100 million vehicles" lies not only the ceiling of one company's growth, but a microcosm of China Manufacturing's independence, autonomy, and self-strengthening, and even more so, an epic of growth where the enterprise and industry grow in sync and share in the ups and downs.
Understanding SAIC's "100 million vehicles" is to understand the growth code of Chinese automobiles moving from large to strong, breaking the cocoon and becoming a butterfly.
Protagonist: A Global Relay of 100 Million Trusts
On the afternoon of May 28, the Shanghai North Bund World Living Room. This place has witnessed a century of tides on both sides of the Huangpu River, the exchange and dialogue of Chinese and foreign civilizations, and many historic moments when China opened its doors to the world. And today, a "Global Relay Delivery" spanning the Asian and European continents is about to unfold here.
The camera starts from the banks of the Huangpu River, sweeps across the ocean, and lands in London — a young doctor receives the keys to the MG4 EV from his grandfather, inheriting the legacy; it turns to Jakarta, where an Indonesian men's football national player sits in the Wuling Eksion, heading towards the distance; it comes to the Singapore DHL regional center, where a batch of Maxus eDeliver5 pure electric light trucks goes into operation, mission accomplished. In Shanghai Anting, in Liuzhou, Guangxi, in Lantian, Shaanxi... 15 brands, 18 models, multiple time zones, multiple cities succeeding each other, completing a historic delivery spanning mountains and seas, resonating in sync.
The special thing about this delivery is that users were pushed to the center of the stage. There was no deliberate positioning, only a handoff of keys stick after stick, and a silent relay of 100 million trusts.
The 100 millionth user was Momenta CEO Cao Xudong. This is highly symbolic — Cao Xudong not only became the 001st owner of the LS9 Hyper himself, but also announced at the delivery site that L3 autonomous driving will be launched first by SAIC.
There are more stories worth remembering.
Luo Zhenyu, founder of the GetAPP, became the 001st experimenter of the Huajing S; former German national football player Yang Chen chose the ID.ERA 9X, as its golden hybrid and long-termism were in sync; 85-born village secretary Pang Fuqiang delivered meals to elderly people left behind using a Wuling Rongguang pure electric vehicle; a tech media blogger was moved by the Huawei smart driving of the Shangjie Z7; bulk users such as DHL and Jiading Bus — behind every commercial vehicle is a "wealth creation tool" for the strivers.
This is a delivery ceremony without an absolute protagonist, yet where everyone is the protagonist. 100 million vehicles is not just a number rolling over on the production line, but 100 million real, specific, and warm choices.
And only SAIC has the capability to complete such a global relay: Wuling deepens into the people's livelihood and inclusive market, MG flies the flag of Chinese brands going global, IM Motors pushes into the global high-end intelligent manufacturing track, Shangjie promotes the inclusiveness of intelligent technology for the public, plus a mature and profound matrix of joint venture brands — this is no longer a simple delivery, but a panoramic parade of SAIC's seventy-year system competitiveness, a comprehensive practical exercise.
Scale: Three Leaps Behind 100 Million Vehicles
Fifteen brands, eighteen models, multiple time zones, 100 million trusts — this ruler measuring the thickness of the Chinese automotive industry clearly records the deep value at the three levels of enterprise, industry, and country.
Enterprise Dimension: From an alley workshop to a giant of 100 million vehicles.
In 1955, the Shanghai Internal Engine Parts Manufacturing Company was established, with only workshops in alleyways and a group of enthusiastic workers. In 1958, workers hammered out the first Phoenix brand sedan with hammers — "A golden phoenix flies out of a straw nest". Seventy years later, SAIC became China's first automotive group to break through 100 million cumulative production and sales.
What is more noteworthy is the structural change: over ten years, the proportion of local brands rose from 38.0% to 65.0%, new energy penetration rose from 0.2% to 36.4%, and overseas sales increased from 697,000 vehicles to 1.071 million vehicles. This is a profound transformation of "trading structure for scale" — numbers are adjusting, quality is leaping. Outside of 100 million vehicles, challenges still exist, but SAIC has bid farewell to the old era of making money solely from joint ventures; the sequel to scale will be written by technology-driven.
Industry Dimension: From "Market for Technology" to "Defined by China".
SAIC's 100 million vehicles is a bright mirror of the rise of Chinese automobiles. Forty-odd years ago we traded market for technology; today Chinese car companies begin to export technology, standards, and ecosystems to the world.
Especially "Autonomous, New Energy, Export" — the New Three Items have become the core support of the Chinese automotive industry. Local brands have broken through a market share of 60%; new energy penetration is approaching 40%. SAIC started with 1,125 new energy vehicles from the 2010 World Expo and ended 2024 with 1.368 million vehicles delivered at terminals; semi-solid-state batteries, zero-combustion magic cube batteries, and other technologies lead the world; exports have ranked first globally for two consecutive years. SAIC products are distributed in over 170 countries, with cumulative overseas deliveries exceeding 7 million vehicles; MG has been the top-selling Chinese brand in Europe for 11 consecutive years.
In 2025, Chinese automobile production and sales ranked first globally for 17 consecutive years, and new energy vehicles ranked first globally for 11 consecutive years. Innovation has moved from "single-point breakthroughs" to "systematic promotion". SAIC has cumulatively invested over 150 billion yuan in R&D, with nearly 25,000 valid patents. Semi-solid-state batteries were mass-produced first, steer-by-wire was implemented, and dual L4 licenses were secured — hard-core technology has moved from the "bookshelf" to the "store shelf".
National Dimension: From Economic Pillar to World Business Card.
In 2023, China's automotive industry output value reached 11 trillion yuan, accounting for nearly 10% of GDP, exceeding real estate for the first time as the primary economic pillar, with direct and indirect employment exceeding 30 million people. Strong automobiles mean strong manufacturing; strong manufacturing means a stable Chinese economy.
SAIC's globalization is upgrading from "Product Going Global" to "Value Chain Going Global". Relying on three R&D centers and four overseas manufacturing bases, the self-operated RoRo fleet has reached 41 ships, with routes covering the globe. This is not just growth in export data, but a profound reconstruction of global capabilities. The technology and products of Chinese intelligence are bringing greener and smarter travel choices to global users — this is the most vivid world meaning of "Made in China".
Genetics: The Underlying Logic of 100 Million Choices
100 million vehicles is not just a number. It is more like a milestone, leading us to look back: on what basis did this group reach today?
Over seventy years of prosperity, leading the way through multiple waves of industry changes, is not accidental. Amidst the ups and downs where wind tunnels alternate one after another and frivolity prevails, SAIC has precipitated three core genes: dare to break through, good at coexisting, and valuing original intentions — this is the fundamental confidence for enterprises to cross cycles and resist risks, and the most precious spiritual base color for high-quality industrial enterprises in China.
Dare to break through, do not stick to the comfort zone.
In 1958, workers in an alley workshop hammered out the Phoenix brand sedan with hammers — "A golden phoenix flies out of a straw nest". This is the simplest interpretation of "knowing cars": even without conditions, create conditions to build cars and let Chinese people drive their own sedans.
In 1987, the localization rate of the Santana was only 2.7%. Zhu Rongji proposed "Never do substitute engineering". The Shanghai Automotive Gear Factory sent 43 people to Germany to disassemble and transport second-hand transmission equipment. In 1989, the domestic Santana transmission was born, with quality fully meeting standards. By 1993, the localization rate exceeded 80%.
In 2016, SAIC and Alibaba crossed boundaries to launch the Roewe RX5, the world's first mass-produced Internet car. Jack Ma sighed that "the driving force needed for innovation to land is huge", but SAIC dared to be the first to move, evolving cars from mechanical tools into intelligent terminals. This breakthrough was the starting point of "understanding you" — users need not just transportation, but a partner connected to digital life.
In the Intelligent Electric Era, from mass-producing semi-solid-state batteries to implementing steer-by-wire, from dual L4 licenses to AI large models on cars, SAIC has always responded to "how to understand users better" with technological breakthroughs — range anxiety? Solved. Control pain points? Solved. Smart experience? From understanding commands to predicting needs.
Not sticking to past achievements, not following industry trends blindly, seeking survival in change and developing in innovation — this is the development base color that SAIC has always followed.
Good at coexisting, do not build cars in isolation.
In the 1980s, SAIC gathered the strength of the city to overcome parts localization. German experts taught technology, Chinese workers learned craftsmanship. German experts sent coffee for Chinese workers, Chinese workers invited German experts home for Chinese New Year. Cooperation was to let Chinese users have cars of world-class quality — this is the original intention of "understanding you" in itself.
In 1998, the Shanghai General Motors project was built and put into production in just 23 months, creating "Shanghai Speed". The chairman of General Motors of the US sighed: "We brought the management and technology of General Motors in the US to Shanghai General Motors, we also want to bring the construction speed of Shanghai General Motors back to the US."
Today, SAIC never becomes an "ecosystem island". With Huawei, the Stelato was launched, bringing high-level intelligent driving into the 150,000 yuan family bracket; in-depth co-creation with Momenta, intelligent driving solutions empower IM Motors, Volkswagen, Audi, Buick, Cadillac, and other brands; together with tech companies such as OPPO, Doubao, and Horizon Robotics, they turn AI large models, intelligent cockpits, and chip computing power into smooth experiences that users can touch and feel.
The 100 millionth user is the Momenta CEO — partners becoming car owners, this is the most vivid persuasiveness of an open co-creation ecosystem.
Openness is not dependency, coexistence is not compromise, but turning external resources into own technology, product, and service capabilities, ultimately benefiting thousands of users.
Valuing original intentions, not betraying trust.
The iron law of Santana localization "Never do substitute engineering" continues today in every factory and production line of SAIC. From promoting the concept change with small matters like "Toilet Revolution" to making "exquisiteness" the vow of quality work — users do not understand technical parameters, but they understand "This car is reliable to use".
Fengxiang supplied bumpers for Shanghai General Motors. The first batch of products met the standards, but General Motors required higher quality. The general manager said nothing and sawed off that bumper on the spot: "Customers are God. What God does not want is to be sawed off."
This obsession with quality eventually turned into the reputation of "10-year fade-proof paint", "zero self-ignition battery", "300,000 kilometers without major overhaul". Quality is the baseline of "understanding you". No "understanding" can leave "reliability". SAIC exchanged 70 years of quality adherence for 100 million times of trust choice by users.
Three cultures, one lineage. Breakthrough makes SAIC constantly break boundaries; coexistence makes SAIC gather global wisdom; original intention makes SAIC win user trust. These three genes eventually converge into one simple promise: Know cars, understand you better.
Knowing cars is the extreme pursuit of core technology. Understanding you is to accurately implement every frontier technology into a perceivable and enjoyable美好 travel experience for users. "Know cars, understand you better" is not a slogan, but an action guideline that runs through SAIC.
Just as the temperature conveyed by the global delivery ceremony — no deliberate positioning, only a handoff of keys stick after stick, and 100 million trusts completing the relay.
Journey: 100 Million Is Not the End, The New Journey Surpasses the Past
In 1955, a starting point of a small alley workshop.
In 1983, the first Santana assembly was off the line, localization rate 2.7%. The German Spiegel asserted the project might fail.
In 2006, the first Roewe 750 was off the line, breaking the ice for local brands.
In 2016, the first Internet car Roewe RX5 was launched.
On May 28, 2026, the global 100 millionth user was delivered.
This is a long-distance run spanning over 70 years. Every leg was accompanied by doubts and challenges, and every step stepped on the key nodes of the Chinese automotive industry.
100 million vehicles is a milestone and also a watershed. The era of wild growth for the Chinese automotive industry has ended, and the old path of extensive scale expansion and homogeneous low-price competition has reached its end. SAIC has bid farewell to the traditional thinking of "scale priority" and is accelerating the deep transformation into a user-oriented high-tech travel company.
On the technical end, deepen the "Three Electrics", intelligent driving, digital chassis, AI cockpit, and promote technology equality; on the market end, consolidate the local brand base, deepen the globalization strategy, and promote the full-range global export of brands, technology, standards, and ecosystems; on the industrial end, persist in open coexistence and build a more vital intelligent travel ecosystem.
From the faint starlight in Shanghai alleyways to the industrial galaxy of 100 million volumes; from passively following overseas standards to proactively defining the industry's future; from a single vehicle manufacturing enterprise to a technology travel service provider with a full domain layout — SAIC's 70 years is an engineering history of a single enterprise, and more so, an evolutionary history of the Chinese automotive industry's turbulent advancement, seeking light and rising upward.
Now, standing on a new starting point, SAIC's next 100 million vehicles will also present a more distinct new posture: Local brands as the flag, global as the boundary, technology as the core. The road ahead will be run faster and travel farther, making Chinese automobiles not only have the weight of scale, but also the power of technology, the gold content of brands, and truly stand at the top of the world.
100 million is not the end — the road ahead is long, the journey is not yet finished.
兄弟姐妹們，今日講一個出海嘅大新聞——唔係賣車，係賣「司機」。6 月 2 號，文遠知行同 Uber 聯合宣佈咗一件事：計劃喺西班牙馬德里推出該國首個商業化 Robotaxi 試點服務。意思就係：西班牙人好快就可以用 Uber 叫到一台冇司機嘅出租車。呢次係文遠知行同 Uber 第一次一齊進入歐洲市場。馬德里亦成為文遠知行 Robotaxi 駛入嘅全球第十二個城市。
官方消息話，喺馬德里自治區政府嘅支持下，呢項服務今年內就會正式啟動。到嗰陣，馬德里嘅朋友哋打開 Uber App，就有一鍵呼叫文遠知行嘅 Robotaxi。同叫普通網約車一樣，分別係嚟嘅車冇駕駛員——至少喺初期，仲係有分別嘅。運營初期，車入面會配備經過專業培訓嘅安全員，終究係剛上線，穩妥第一。
文遠知行呢間公司，你可能聽過，也可能冇聽過。簡單介紹下：2017 年成立，一直埋頭搞 Robotaxi 技術研發同商業化。而家佢嘅 Robotaxi 已經覆蓋咗廣州、北京、新加坡、阿布達比、迪拜、利雅得、蘇黎世……加埋而家嘅馬德里，一共 12 個城市。西班牙亦係文遠知行進入嘅第五個歐洲市場——之前已經入咗瑞士、法國、比利時、斯洛伐克。按照文遠知行同 Uber 喺 2025 年 5 月達成嘅規劃，佢哋要喺五年內新增 15 個國際城市部署 Robotaxi 服務，全球部署數萬輛 Robotaxi。隨著馬德里落地，目前已經完成咗 4 個城市嘅佈局，仲有 11 個會喺 2030 年前陸續覆蓋。
講真嘅，中國自動駕駛公司出海唔係頭一回，但中國技術 + 全球出行平台 + 歐洲市場呢個組合，定係好有意思。馬德里係歐洲最具商業潛力嘅 Robotaxi 市場之一，人口多、出行需求大，當地政策都好友善。喺呢個市場站穩腳根，對文遠知行嚟講係個唔小嘅里程碑。對 Uber 嚟講，引進 Robotaxi 都係為咗降低成本——終究司機唔使發人工。對馬德里市民嚟講，以後打車可能更平。
兄弟姐妹們，今日講一個出海嘅大新聞——唔係賣車，係賣「司機」。6 月 2 號，文遠知行同 Uber 聯合宣佈咗一件事：計劃喺西班牙馬德里推出該國首個商業化 Robotaxi 試點服務。意思就係：西班牙人好快就可以用 Uber 叫到一台冇司機嘅出租車。呢次係文遠知行同 Uber 第一次一齊進入歐洲市場。馬德里亦成為文遠知行 Robotaxi 駛入嘅全球第十二個城市。
官方消息話，喺馬德里自治區政府嘅支持下，呢項服務今年內就會正式啟動。到嗰陣，馬德里嘅朋友哋打開 Uber App，就有一鍵呼叫文遠知行嘅 Robotaxi。同叫普通網約車一樣，分別係嚟嘅車冇駕駛員——至少喺初期，仲係有分別嘅。運營初期，車入面會配備經過專業培訓嘅安全員，終究係剛上線，穩妥第一。
文遠知行呢間公司，你可能聽過，也可能冇聽過。簡單介紹下：2017 年成立，一直埋頭搞 Robotaxi 技術研發同商業化。而家佢嘅 Robotaxi 已經覆蓋咗廣州、北京、新加坡、阿布達比、迪拜、利雅得、蘇黎世……加埋而家嘅馬德里，一共 12 個城市。西班牙亦係文遠知行進入嘅第五個歐洲市場——之前已經入咗瑞士、法國、比利時、斯洛伐克。按照文遠知行同 Uber 喺 2025 年 5 月達成嘅規劃，佢哋要喺五年內新增 15 個國際城市部署 Robotaxi 服務，全球部署數萬輛 Robotaxi。隨著馬德里落地，目前已經完成咗 4 個城市嘅佈局，仲有 11 個會喺 2030 年前陸續覆蓋。
講真嘅，中國自動駕駛公司出海唔係頭一回，但中國技術 + 全球出行平台 + 歐洲市場呢個組合，定係好有意思。馬德里係歐洲最具商業潛力嘅 Robotaxi 市場之一，人口多、出行需求大，當地政策都好友善。喺呢個市場站穩腳根，對文遠知行嚟講係個唔小嘅里程碑。對 Uber 嚟講，引進 Robotaxi 都係為咗降低成本——終究司機唔使發人工。對馬德里市民嚟講，以後打車可能更平。
Have you ever seen the roads in India?
I've seen them online.
The scene is usually like this: a sedan blocked behind a cow, motorcycles running wild nearby, even milk tea vendors nearby, so "clean and hygienic".
However, in a place where many feel physically uncomfortable after watching, Toyota, Suzuki, Honda and other Japanese car companies decided to bet on India.
According to the Indian "Brand Quality Foundation" website, the three car companies will invest nearly $11 billion to build factories, increase capacity, and develop exports in India.
Some netizens commented: Did the three Japanese car companies have too much money?
In fact, they didn't have endless money to spend, nor were they bewildered by Indian curry. These Japanese car executives are much clearer than us.
Current Japanese car revenue and market share are declining. Raw material costs are soaring. Looking at the world map, finding a market that can accommodate capacity, expand share, and has gentle competition is not easy.
So, it wasn't that Japanese car companies chose India, but because they had no choice.
The Pain of Japanese Car Companies
Past Japanese cars were truly the envy of others.
Ask old drivers who drove Japanese cars over ten years ago, talking about Japanese cars, almost no one doesn't give a thumbs up, cheap price, fuel saving, durable...
Even many Japanese cars needed to be bought at a markup, but who would think this iron fortress would be beaten out of sight in a few short years.
With the wave of new energy vehicles coming, electrification and intelligence became the goal for many domestic car companies to "leapfrog". Relying on China's strong new energy vehicle industry chain advantages and car companies' own persistence on R&D and technology, Chinese independent brands quickly achieved "leapfrogging".
Domestic cars once criticized are now becoming more and more common on the roads, even surpassing joint ventures in share.
According to CPCA data, in April 2026, the share of independent brands reached as high as 62.5%, far exceeding Japan's 13.1%.
You need to know, the Chinese car market is the largest car market in the world. Losing speed in the Chinese market is like losing a huge piece of cake.
Meanwhile, the main theme of the Chinese market in recent years is still price wars. Racing on configuration, price, and service has become a normal state, which also had a huge impact on Japanese cars' profits.
Apart from China, Japanese cars are also not doing well in the US.
On January 20, 2025, Trump swore in as the 47th US President, starting a series of chaotic operations, including imposing additional car tariffs in the name of national security, causing the tariff rate for imported Japanese cars to reach as high as 27.5% at one point. Although it decreased later, it was still far higher than the initial tax rate.
This operation directly led to a tariff loss of over 2 trillion yen for seven Japanese car companies in fiscal year 2025.
Looking at Japan itself, it is actually not easy either.
Middle East geopolitical conflicts blocked shipping in the Strait of Hormuz, transportation costs and raw material costs soared, Japanese car companies also had to suffer in silence.
Executives looking at the reports, their backs went cold, only to find a new growth curve.
So, Japanese car companies didn't fall in love with India, there was nowhere else to go.
Deep Thought on Choosing India
So, what magic does India have, to make Japanese car companies invest heavily?
The first advantage is big. In 2025, the Indian car market achieved 5.517 million new car sales, up 6% year-on-year, breaking the historical record, ranking as the third largest car market in the world, exceeding Japan for four consecutive years, second only to China and the United States.
The value of this doesn't need me to say much. India achieved this result mainly because India has been promoting tax reduction policies to promote consumption, which led to a significant increase in domestic consumption willingness.
The second advantage is close, meaning it is close to places where Japanese cars sell well, such as Africa.
So, India for Japanese car companies is more like a convenience store built in the center of a crossroad. You don't need to ship cars to eight countries separately, just build well at this stop in India, then unload ship by ship, and you can save a lot of costs.
The Nikkei also believes that India is expected to become its global car supply center.
The third advantage is stability. You know, Japanese cars' advantage is fuel cars, after all, the three major components of engines, gearboxes, and chassis, they have played for many years, technology accumulation is number one in the world.
But the Chinese car market has fully promoted electrification and intelligence development, leading to Japanese cars' advantage becoming weaker and weaker, impossible to play out. But India is different, it has the characteristics of few charging piles and slow electrification process. Indian old people buying cars still look for cheap, fuel saving, easy to fix, and these three points are exactly Japanese cars' old trade.
Especially Suzuki, always been India's car market evergreen, almost always sitting on the best-selling model throne, reputation of being worry-free, better than any advertisement.
So, Japanese car companies' vigorous layout of the Indian market is obviously carefully considered.
But, is the Indian market really that easy to mix?
The Hard-to-Bite Indian Market
Of course, India is not perfect like a hot commodity, its disadvantages are as obvious as its advantages, and every one is enough for Japanese car companies to face a hard time.
First talk about electrification. Yes, right now India has few charging piles and electric cars don't sell well, it is indeed a shelter for Japanese fuel cars. But you have to think, how long can this "shelter" avoid?
India previously shouted the slogan of 30% of new cars being electric vehicles by 2030. Although it sounds like bragging, but can't help but they really give subsidies, really build charging stations.
Imagine, what if one day India suddenly wakes up, starts vigorously promoting electrification, doing infrastructure, charging piles popping out like mushrooms after rain, then Japanese cars will be dumbfounded?
Isn't this a version of the Thai market?
Back then Japanese cars in Thailand won easily. The entire Southeast Asian market was called Japanese cars' backyard. Result Thailand took the lead in promoting electrification. Chinese electric vehicles came in, directly became a hot commodity. Look at Japanese cars again, share in Thailand falling down rapidly.
If India accelerates electrification, history will likely repeat, and this time, Japanese cars don't even have a place to flee, how to prevent will become the first problem for Japanese car companies.
Next talk about policy. India's policy is like a pot of curry, you never know if you will eat chicken or potato next time.
This magical country, today low tariff encourages building factories, tomorrow may fine you a huge amount. What's more annoying is mandatory joint venture. Foreign car companies want to sell cars in India, have to find local partners to partner up. When your factory is built, supply chain is done, India directly backstabs you. At that time whether adding money or withdrawing capital, what you get is heartache.
So you see, this market like India is like a mango that looks very sweet, bite the first mouth it's okay, chew two more mouths hit the hard core.
Japanese cars now is calculating, while the core hasn't bit the tooth, hurry up to nibble a few more mouths, but the core will bite sooner or later, just don't know which day.
Epilogue
Japanese cars this trip to India, not go for tourism, is go to make a living.
Chinese and Southeast Asian dining tables are more crowded, production and transportation costs have risen. Looking around the world, only this pot in India is still steaming, even if what is boiling inside is curry-flavored stones, have to bite hard and chew down.
Japanese car companies want to expand market, India wants to pull economy, solve employment, both sides have their own thoughts.
As for the ending is Japanese cars in India regain their glory, or like past competitors shamefully walk away, then is not known.
But no matter how, this play just started, we slowly watch is okay.
Anyway India's story, never bored.
