當一輛汽車緩緩駛向交付舞台，人們見到嘅或許係一場普通嘅新車交付；但當這輛車成為中國工業發展歷程中嘅第一億輛時，佢所承載嘅意義，已經遠遠超出產品本身。

5 月 28 日，上汽集團「全球第一億位用戶交車儀式」喺上海北外灘世界會客廳舉行。隨著全球第一億位用戶完成交付，上汽集團成為中國首個累計產銷量突破一億輛嘅汽車集團。這不僅係企業發展歷程中嘅重要節點，亦為中國工業寫下新篇章。

一億輛，係一個數字，更係一段跨越七十餘年嘅產業成長史。回望中國工業嘅發展歷程，上汽始終都係其中重要參與者同見證者。1955 年，上海內燃機配件製造公司成立；1958 年，「鳳凰牌」轎車問世，實現上海轎車製造領域重要突破。由最初探索起步，到合資合作時代開啟，再到自主品牌成長同新能源轉型，上汽發展軌跡同中國產業發展脈絡緊密交織。

1983 年，桑塔納下線，推動中國產業現代化進程；1997 年，上海通用成立，以「上海速度」創造行業關注；2006 年，榮威品牌誕生，開啟自主品牌發展新階段；2016 年，互聯網汽車榮威 RX5 上市；2020 年，智己汽車成立，進一步佈局智能電動汽車賽道。

喺不斷變化嘅市場環境中，上汽始終圍繞「識車更識你」嘅理念推進技術創新同產品升級。由國產化體系建設，到互聯網汽車探索；由全線控底盤、固態及半固態電池研發，到 AI 大模型同智能駕駛技術應用，每一次技術迭代都成為佢邁向新階段嘅重要支撐。

是次交付儀式上，備受矚目嘅第一億輛交付車型係智己 LS9 Hyper。

作為上汽技術體系階段性成果嘅重要體現，智己 LS9 Hyper 搭載全線控四輪轉向技術、520 線超視域雷達同英偉達 Thor 晶片，並採用全域 800V 高壓平台同恆星超級增程技術。同時，新車首搭上汽金標颶風三馬達，並聯合紫金山實驗室首發「內生安全」技術，將安全能力進一步延伸至資訊同系統層面。

值得關注嘅係，全球第一億位用戶為 Momenta CEO 曹旭東。作為上汽智能駕駛生態嘅重要合作夥伴代表，佢由合作夥伴到用戶身份嘅轉換，亦成為是次交付儀式嘅一大亮點。雙方喺智能駕駛領域持續開展技術共創，相關成果已應用於多個自主及合資品牌車型。

如果話第一億輛車體現係技術積累，那麼覆蓋全球嘅交付場景，就展現出上汽體系化發展嘅成果。

活動當日，上汽旗下十多個整車品牌、十九款車型同步參與「全球接力交付」。由尚界 Z7、華境 S、榮威 M7、MG4 半固態電池版，到五菱星光 560、大通 eDeliver5、紅岩重卡、躍進大拿 T1、申沃純電客車、依維柯聚星 EV，不同品牌同產品覆蓋咗個人出行、家庭用車、商用物流以及公共交通等多元場景。

與此同時，大眾 ID. ERA 9X、AUDI E7X、別克至境 E7 等車型亦共同亮相，展現出上汽喺「合資 2.0」階段推進技術協同同產品創新嘅最新成果。

由上海主會場出發，交付畫面先後喺南京、柳州、太原等國內城市，以及英國、印尼、新加坡等海外地區接續呈現。呢場跨越地域同時區嘅交付活動，不僅連接咗全球用戶，亦折射出上汽持續推進國際化發展嘅佈局成果。

經過多年發展，上汽已經形成覆蓋研發、製造、物流、銷售同服務嘅全球體系。如今，佢嘅產品同服務覆蓋 170 多個國家同地區，海外累計銷量突破 700 萬輛。無論係研發創新中心佈局，定生產製造同經銷服務網絡建設，均為佢全球化發展提供咗有力支撐。

事實上，一億輛背後嘅價值，並唔僅係體現在規模上。

對於汽車行業而言，每一輛車都對應住一個真實用戶、一段生活故事同一次出行體驗。由家庭用戶到企業客戶，由公益工作者到物流從業者，不同身份嘅用戶共同構成咗呢「一億輛」背後嘅生動畫像。

而喺活動現場，「用戶」亦成為真正嘅主角。無論係首批體驗新技術嘅先鋒用戶，定長期關注品牌發展嘅普通消費者，佢哋共同見證咗呢個歷史時刻，亦讓「一億輛」擁有咗更具溫度嘅意義。

站喺新嘅節點回望，上汽用七十餘年時間完成咗由追趕到並跑、再到參與引領嘅成長歷程；面向未來，一億輛就更似係一張新嘅起跑線。

總結：由傳統汽車時代走嚟，喺新能源、智能化、全球化持續加速發展嘅背景下，中國汽車產業正迎嚟新嘅競爭格局。而對於已經邁入「億級時代」嘅上汽而言，點樣繼續推進技術創新、深化全球佈局、滿足用戶不斷升級嘅需求，或許會成為下一階段嘅重要課題。

由 1955 年嘅起步探索，到 2026 年迎嚟全球第一億位用戶；由第一輛汽車駛下生產線，到累計產銷量突破一億輛，呢份答卷記錄住一家企業嘅發展歷程，亦映照住中國汽車工業不斷向前嘅腳步。那麼，站喺新起點嘅上汽集團，又會書寫點樣嘅下一段故事呢？

BYD officially released the May 2026 production and sales flash report, with new energy vehicles from all brands reaching a monthly sales volume of 383,453 vehicles, a slight increase of 0.26% year-on-year, achieving year-on-year positive growth in monthly sales after ten months; among them, passenger car deliveries reached 376,990 units, surging 19.4% month-on-month, wiping out the pain of previous model iterations, presenting a new pattern where the domestic base is stable, overseas sales are soaring, and high-end brands are scaling up across the board. Amidst the market environment of intensified competition in the domestic new energy sector, Tesla FSD entering China, and an intense launch of independent new products, it has forged a unique structural growth path.

The Dynasty and Ocean main brands combined sold 330,215 vehicles in May, accounting for over 80% of the group's total sales, remaining the stabilizer for BYD's sales volume. The full series had 8 models exceeding 20,000 units in monthly sales, covering products from 50,000 entry-level commuter to 200,000 home SUV.

Inside the Dynasty Network, the Yuan family sold 56,691 units, and the Song family 51,370 units. Both crossed the 50,000 threshold, becoming two major sales pillars for the brand, catering to home commuter and urban-rural travel needs; the Qin family followed closely with a stable performance of 28,360 units. The Han and Tang series maintained a volume in the six-thousand range, deeply cultivating the mid-to-large home sedan and SUV niche markets; the brand new model Xia is in the market cultivation phase, delivering 1,810 units monthly, with potential for steady volume growth as channels expand.

The Ocean Network's growth momentum is even more rapid, with 5 models entering the 20,000 club across the series: Sealion 42,615 units, Seal 34,117 units, Seagull 39,919 units, Dolphin 22,260 units, and Song PLUS 27,755 units. Among them, Seagull remains the best-selling entry-level commuter model thanks to its affordable pricing of 60,000-80,000. Sealion, as a new volume model, stands firm at the 40,000 level upon launch, filling the mid-size SUV product gap in the Ocean Network and perfecting the Ocean product tier layout. From commuter small cars to compact SUVs, the two main brands rely on DM-i hybrid and pure electric dual-line technologies to牢牢锁住 the mainstream home market share within 150,000 domestically.

The high-end matrix of Denza, Fang Cheng Bao, and Yangwang sold a combined 46,489 vehicles in May, officially breaking away from the niche positioning to become a new pivot for BYD's brand premium and profit growth, breaking the industry curse of difficulty in high-end breakthrough for domestic brands.

The off-road brand Fang Cheng Bao sold 30,186 units monthly, surging 139.7% year-on-year, creating a new high in monthly sales since the brand launched. Its Titanium 7 model sold 18,280 units monthly, while Leopard 5 and Leopard 8 output remained stable, continuously squeezing the survival space for joint venture and imported models in the 250,000-400,000 hardcore off-road niche market.

Denza delivered 16,303 units in May, with the MPV benchmark D9 selling 6,721 units, and the Z9 series close to 6,000 units. MPV and mid-to-large sedan dual-line efforts helped them stand firm in the luxury new energy track; the million-level ultra-luxury brand Yangwang continued its steady climb, delivering 286 units that month, a year-on-year increase of 105.8%, completing market verification of the domestic brand ceiling product and forming a full price range product layout from 100,000+ home, 300,000-400,000 off-road, 500,000 luxury MPV to million-level flagship.

In May, BYD's overseas sales of passenger cars and pickup trucks reached 160,177 units, surging 80.7% year-on-year. Exports accounted for over 42% of the full series total sales, setting a new historical high for brand export and becoming the core driving force to stabilize May overall sales and achieve year-on-year positive growth.

Southeast Asia, Europe, and Latin America became the main incremental markets. Seagull, Song PLUS, and Yuan series continued to top new energy best-seller lists in multiple countries; the SHARK pickup truck exceeded 4,000 units in monthly exports for two consecutive months. Relying on the completion of localization production in Thailand, Brazil, Hungary, and Uzbekistan with four overseas vehicle factories, localized production continues to land, avoiding tariffs while rapidly penetrating terminal channels. Against the background of stock market competition in the domestic auto industry and normalized price wars, the rapidly expanding overseas market effectively counteracts sales volatility brought by domestic model iterations, officially upgrading from a supplementary market to BYD's core growth engine. As of now, BYD's global cumulative new energy vehicle sales have exceeded 16.5 million units, with the globalization map continuously broadening.

May marked a key node in BYD's intelligent driving landing, with the God's Eye intelligent driving system becoming a core bonus point for models: the number of vehicles with advanced intelligent driving across all brands exceeded 3.15 million, with daily road test data exceeding 200 million kilometers; that month, BYD implemented City Pilot and Smart Parking dual safety backup services, becoming the world's first auto manufacturer to achieve dual intelligent driving backups. Three days after policy implementation, the activation rate of models equipped with the God's Eye system in cities surged 50%. Intelligent driving experience upgrades directly drove in-store order conversion, solidifying product competitiveness for subsequent models to continue volume sales, and facing the intelligent driving market shock brought by FSD entering China.

From data details, BYD's cumulative sales from January to May 2026 were 1,405,039 units, down 20.32% year-on-year. The core reason is that the full series of main models were concentratedly iterated, and the capacity ramp-up of the 2nd Gen Fast Charge Blade Battery was restricted. The new Flash Charge Battery upgraded fast charging and low-temperature performance. Full series iteration models prioritized installing new batteries, but production line retrofitting dragged down capacity release. Order backlogs on popular models and delayed deliveries compressed the May delivery volume to a certain extent.

As the end of the second quarter approaches and the 2nd Gen Blade Battery capacity continues to release, coupled with new models such as Denza N8L, Fang Cheng Bao Titanium 7 Pure Electric Version, Sealion 05, and Xia L landing the market, the industry generally predicts that BYD's full brand sales in June are expected to exceed 400,000 vehicles. Relying on the four-dimension development logic of low-end volume locking share, high-end raising profit, overseas pushing volume, and intelligence improving product power, amidst the intensified new energy elimination round in the domestic market, BYD's full category layout advantage continues to amplify, securing its status as the domestic new energy leader, accelerating steadily towards global top auto manufacturers.

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.

"In the past, selling Toyotas, the first thing customers would say upon entering was: When can I pick up the car? Now the first thing is: Whose intelligent driving system does this car use?" This is what a Toyota 4S shop salesperson told me recently.

He entered the industry in 2018. At that time, the Camry had price markups, people queued for the Highlander, and the Alphard was like a financial product. The hardest part of selling Japanese cars was not selling the cars, but calming the customers' emotions.

But now, the one thing he does most every day is explain: 'Our cars actually use a lot of Chinese supply chains.' When he said this, his tone even sounded a bit proud.

Indeed, ten years ago, Chinese automakers were still figuring out how to make door gaps even; five years ago, Chinese new energy vehicles were completely overshadowed by the industry; and now, if Japanese cars want to do new energy well, the first thing has become: Connect to the Chinese supply chain first.

You will find that when an era truly ends, it is often not because someone fell.

Instead, people who were once high and mighty start to actively learn from you.

Recently, sales of Toyota's pure electric SUV broke ten thousand again. Many people interpret this as a 'Japanese counterattack'. But if you take this car apart to look, you will find things are not that simple.

Momenta Intelligent Driving, Hesai LiDAR, Desay SV Domain Control, FinDream Battery, CALB, Zhengli New Energy...

To put it bluntly, many so-called 'Japanese new energy vehicles' now look more and more like 'Japanese shells assembled by the Chinese supply chain'. But the issue is, this precisely shows that China's automotive industry has truly won. Because true industrial victory is never about crushing others, but even your rivals are forced to use you.

This is actually more terrifying than sales overtaking.

In the past, everyone always said Chinese automakers were 'overtaking on a curve'. Looking back now, this statement was actually too conservative. China's automotive industry isn't about overtaking at all; it's about changing the track entirely.

In the internal combustion engine era, why was the Japanese supply chain strong? Because that era competed on precision manufacturing, stable quality control, long-cycle iteration, and a closed supply system. To put it simply, it was 'slow work yields fine results'. Toyota's system was essentially the highest level of order in the industrial era.

The problem is, the new energy era is different.

Now it competes on iteration speed, software capability, cost control, supply chain collaboration, and large-scale rapid trial and error. In the past, a car model was replaced every five years; now there is an OTA update every half year; in the past, suppliers took three months to change a mold; now Chinese manufacturers take three weeks.

In the past, the strongest point of Japanese manufacturing was 'not making mistakes'. Now the strongest point of Chinese manufacturing is allowing rapid mistakes, then rapid evolution. These are two completely different industrial philosophies. So many people actually misunderstand Chinese new energy vehicles. Everyone always thinks Chinese automakers win because they are cheap. But what is truly terrifying is never the low price. It is that China now possesses 'cheap', 'good enough', and 'fast' all at once.

This is the most scary part. Because the most unsolvable thing in the industrial world is that you are cheaper than me and iterate faster than me. This is also why, today, more and more Japanese suppliers are starting to collapse. Many people see Japanese parts companies going bankrupt and think it is just a sales issue.

Actually, it's not. The real problem is that the industrial logic upon which the entire Japanese supply chain relies is starting to fail. In the past, the biggest moat for Japanese suppliers was the Keiretsu system. Toyota only used the Toyota system; Honda only supported the Honda supply chain. Denso, Aisin, Jtekt, Yazaki... the whole system was like a closed empire.

But in the new energy era, there is a particularly cruel thing: closed systems mean slow. And being slow is almost a mortal sin today.

So you will see a particularly absurd phenomenon. In the past, Chinese suppliers desperately wanted to get into the Japanese system; now Japanese automakers are coming to Chinese suppliers. Because without using the Chinese supply chain, cars simply cannot compete.

This is particularly obvious in Southeast Asia. Two years ago, many people were still discussing: 'Will Chinese cars fight fiercely with Japanese cars in Thailand?' But now it is found that it is not a 'head-to-head match'. Instead, the Chinese supply chain directly penetrated into Japanese car factories.

This is more ruthless than grabbing the market. Because grabbing the market is just grabbing sales. Grabbing the supply chain is equivalent to grabbing the industrial lifeline. In the past, one of the scariest points of Japanese manufacturing was that it controlled the Asian industrial system. Now this control is shifting. And it is shifting very quickly.

The most interesting thing is that the Japanese themselves actually realized the problem first. The Nikkei has started to frequently use words like 'Keiretsu Dissolution'. Translated, it is actually just one sentence: The core thing of the Japanese automotive industry is collapsing.

So today the most painful are no longer Japanese brands, but that group of Japanese suppliers. Because vehicle manufacturers can at least 'surrender'. The supply chain is not that easy to turn around.

Toyota can still use Chinese intelligent driving; Nissan can still accept Chinese batteries; Honda can still learn new EV brands to do cockpits. But what about those traditional suppliers?

All advantages established in the internal combustion engine era suddenly became useless. More cruelly, the most important things in the new energy era, batteries, intelligence, software, intelligent driving, China has almost occupied all of them.

So you will see a particularly darkly humorous picture. On one side, Japanese media are heartbroken over 'Japanese car soul handed over to China'; on the other side, Japanese suppliers are taking BYD orders again to stay alive. This is actually very much like dynastic transitions in history.

People of the old era will not disappear suddenly. They will first be shocked, then deny, then angry, and finally join.

Many people still think China's automotive industry is just 'new energy leading'. But I think the real change is far more than cars. Cars are just the most obvious open exam for China's manufacturing upgrade. Because cars are the crown of industry. Behind it are connected chips, materials, software, batteries, machinery, manufacturing, AI, automation, and supply chain collaboration.

Whoever wins the car has the qualification to reconstruct the next generation industrial order. And what is truly terrifying about China today is that a 'supply chain black hole effect' is starting to appear.

What is a black hole? It means all industries will eventually be sucked into it.

You make cars, you have to connect to Chinese batteries; you do intelligent driving, you have to connect to Chinese computing power; you do supply chains, you have to accept Chinese speed; you do manufacturing, you have to adapt to Chinese costs.

It is highly likely that a very realistic situation will appear in the future. Manufacturing industries that do not join the Chinese supply chain will find it harder and harder to stay at the table. This is not some nationalistic emotion. This is industrial law.

Because at the end of manufacturing development, it is no longer about single-point technology, but about who can compress the entire supply chain into 'one machine'.

And the strongest ability China has now is this. From batteries to intelligent driving, from parts to whole vehicles, from R&D to mass production, China's industry has truly formed a complete closed loop, super-large scale, super-high-speed iteration, and super-strong cost control for the first time.

This thing is what is truly making the whole world anxious today. So look back at those news of 'Japanese cars using Chinese supply chains'.

You will find that its true meaning is not 'Chinese parts entered the Japanese system'. It is that Chinese manufacturing has begun to become the global industrial system itself for the first time.