近日，吉利 5 月海外銷量公佈，海外出口銷量超 8.5 萬輛再創新高，同比增長 184%。

此前 4 月，吉利海外新能源銷量同比增長 624.5%，蟬聯中國新能源車出海增速第一。

細分市場上，吉利銷量表現依然多點開花。其中，吉利進入澳大利亞市場僅 14 個月，交付量突破 1 萬台，成為當地增長最快的中國車企之一；同時在巴西市場，銷量攀升至 4000+ 輛，刷新在該國市場的最高單月銷量。墨西哥市場 1-4 月累計銷量 1.6 萬 +，創歷史新高。

Geely EX2 在墨西哥、印尼、哥斯達黎加等多個市場獲得 B 級兩廂新能源銷量 TOP1；Geely EX5 在澳大利亞、阿聯酋、烏拉圭等多個國家一季度純電 SUV-C 市場銷冠。極氪在 7X、009 成為細分市場銷冠，其中極氪 7X 在澳大利亞市場銷量再次登頂，超越長期霸榜的特斯拉 Model Y。

面對爆單壓力，吉利依托寧波出海樞紐，同時啟用滾裝船、集裝箱船與國際鐵路班列開展海陸聯運，全力保障整車交付。吉利汽車集團物流中心國際業務負責人接受採訪時稱，目前已緊急新增多條運輸路線，形成 4 大鐵路港、6 大海運港的運力資源佈局，配有兩艘自有滾裝船，同時新開多條跨境運輸專線，持續補充各類運力資源，每月可穩定發運近萬台新車到歐洲核心港口。中歐班列吉利專列常態化開展，運輸時間相比海運可縮短 40 天。未來，為應對海外銷量爆發式增長，吉利將持續擴充海外運輸規模，進一步提升車輛交付時間。

吉利海外銷量的暴漲，直觀的展現了吉利強大的產品力以及本土化佈局落地，更體現了中國汽車在高端化出海科技出海領域的強大實力。

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.

6 月 11 日，由汽車評價研究院主辦嘅「汽車多元動力系統技術升級及市場適配——2026 世界動力技術持續創新同市場趨勢研討會」喺成都召開。

這場見證咗中國汽車動力系統從 DCT 到混合動力再到多元動力演進歷程嘅年度行業盛會，匯聚咗中國機械工業聯合會、中國汽車工業諮詢委員會等行業組織專家，清華大學、北京航空航天大學、哈爾濱理工大學等高校科研學者，以及一汽、東風、長城、吉利、蔚來等 20 餘家整車同核心零部件企業嘅技術負責人，產學研代表齊聚一堂，共同研判全球動力技術發展大勢，為中國汽車動力產業高質量發展同全球化佈局凝聚共識。

行業變革進入深水區，多元動力成長期共識

中國機械工業聯合會黨委副書記、副會長張文宏喺致辭中強調，未來十年冇單一技術能夠通吃全球市場，混合動力、純電動、氫能等技術路線將長期並行。佢提出三點建議：一係堅持多元技術路線，尊重唔同區域與場景嘅需求差異，商用車、寒冷地區、補能不方便嘅場景，混合動力同增程仍有長期價值；二係聚焦核心部件攻關，聯合高校同上下游企業突破高安全電池、高效率電機、碳化矽控制器等「卡頸瓶」環節；三係強化市場適配能力，針對東南亞、歐洲、中東等唔同市場開展場景化開發，推動產業鏈抱團出海。

中國汽車工業諮詢委員會委員趙航則用數據印證咗動力嘅多元化趨勢：「雖然今年 5 月國內汽車銷量前十已全部為電動車，內燃機唔可能翻盤，但亦都唔會一統天下。」佢指出，現有燃油車嘅保有量同企業投入要消化迭代至少需要數十年，混合動力尤其是插電混合動力仍有巨大發展空間，而氫燃料喺乘用車領域已好難同純電動競爭，更啱適合重型卡車同固定式發電場景。佢同時提醒行業關注電動車盈利難題，多數企業仍依賴資本同政府補貼運營，這唔係長久之計。

汽車評價研究院院長李慶文喺致辭中系統闡述咗對而家行業形勢嘅判斷。佢指出，2026 年 1 至 5 月中國汽車市場出現近 30 年來罕見嘅大幅下滑，行業利潤率從五年前嘅 7% 至 8% 降至 3.4%，去年全年新車型達 1700 餘款，今年前 4 個月已突破 1600 款，技術過度創新同車型扎堆發布導致產業內捲加劇。

針對行業內普遍流傳嘅「新能源電動化戰略上半場已經結束」嘅觀點，李慶文明確表示反對。佢指出，中國用電動化創新填平咗歐美百年內燃機嘅護城河，但如果而家停滯不前，同樣可能喺後續競爭中被翻盤。「呢個係一個技術出清、企業出清嘅過程，邊個放緩邊個吃虧。」

關於利潤率降至 3.4%，佢做咗結構性分析：利潤下降嘅主體係合資公司——北京奔馳利潤率腰斬，華晨寶馬、北京現代、東風標緻雪鐵龍均大幅下滑。過去喺 7% 利潤率嘅時代，合資公司拿走約 70% 嘅利潤，中國品牌僅佔 30%。「未來中國品牌利潤率會上升，合資品牌仲會繼續下降。」

佢同時判斷，3500 萬輛唔係中國汽車市場嘅天花板，未來仍有微增長空間，預計今年中國汽車出口將達到 900 萬至 950 萬輛，有望衝擊 1000 萬輛。

產學研協同突破核心技術，動力「四化」方向明確

研討會上，多位高校專家分享咗動力技術領域嘅最新研究成果同產學研轉化實踐，一致認為動力系統正朝著動力高效化、驅動電動化、控制智能化、能源多元化「四化」方向演進。

世界十佳變速器評委會主席、北京航空航天大學交通科學與工程學院教授、國家乘用車自動變速器工程技術研究中心常務副主任徐向陽喺全球視角畀出數據支撐：美國、歐洲、中國、日本四個主要區域嘅技術路線冇一個係完全一致嘅，單一技術路線難以滿足唔同區域用戶需求，多元化係動力技術發展嘅核心。佢透露，喺 4 月嘅維也納汽車會議上，幾乎每個報告必談中國，大眾商用車已決定將研發同產業鏈全部放喺中國，踐行「喺中國為中國，喺中國為全球」戰略。

「我哋要喺 2040 年之前，使中國成為全球汽車科技原始創新嘅策源地，動力創新要引領全球。」

喺技術路徑上，佢提出未來混合動力專用發動機量產熱效率將突破 47% 至 48%，電驅系統綜合效率有望提升至 94.5%，AI 技術將賦能動力系統全生命週期，實現按需保養同智能能量管理。

哈爾濱理工大學教授、教育部汽車電子驅動控制與系統集成工程研究中心首席科學家、俄羅斯工程院外籍院士蔡蔚聚焦電機技術同新材料應用。佢指出永磁電機仲係主流，扁線油冷係趨勢，寬禁帶半導體去年裝機量已達 20%，燒結封裝將取代焊接。但佢同時提醒，技術遠未到天花板——「解決唔到散熱，一切係空談。」佢透露，東風奕派 007 搭載嘅由哈理工團隊主導設計嘅輪轂電機已獲工信部公告，成為全球首款可批量生產嘅輪轂電機車型。喺材料降本方面，佢團隊用銅燒結取代銀燒結用於碳化矽控制器封裝，成本僅為銀燒結嘅十分之一，已解決銅氧化呢一行業難題，而家呢項技術已批量供應國內多家整車同零部件企業。

清華大學航空發動機研究院教授帥石金用一組數據印證咗混合動力嘅全球增勢：2024 至 2025 年，純燃油車下降 4%，混合動力增長 4%，中國、美國、印度均為增量市場。佢同時畀出內燃機熱效率嘅物理上限——汽油機理論上限約 50%，所謂 70% 至 80% 冇理論依據。而家汽油機已從 35% 推至 45%，向 50% 靠攏係可行嘅，而中國 HEV 已走出獨立技術路徑。

企業實踐百花齊放，高壓架構同 AI 標定並行推進

喺企業實踐層面，多家整車同供應鏈企業分享咗最新技術進展，涵蓋高壓架構、混合動力平台、越野動力、AI 賦能等多個維度。

一汽旗新動力（長春）科技有限公司首席趙雪松介紹，紅旗混合動力平台已形成橫置、縱置、越野三大平台，全面覆蓋紅旗全系車型。橫置平台同高校聯合開展結構優化同材料應用研究，總成重量控制在 100 公斤以內，為電池同高端底盤配置預留咗充足空間。佢對動力系統嘅核心判斷係：動力系統唔再係孤立嘅動力源，而係整車核心執行單元，將從機械耦合走向全域智能體。

長城汽車技術中心動力底盤總工程師朱永青分享咗 Hi4 越野動力分級體系，從城市 SUV 到軍工級超強越野全覆蓋，喺剛剛結束嘅環塔拉力賽中 Hi4-T 拿下 13 個賽段中 11 個冠軍。喺能耗優化方面，長城已量產基於動態規劃嘅雲端路徑規劃，系統級能耗降低 15%。佢特別提到功率分流技術值得深入挖掘，以都江堰「四六分水」嘅千年智慧類比混合動力能量管理。

蔚來汽車電驅&高壓機械集成與 EDU 部門總監任傳委詳細解讀咗蔚來全域 900 伏高壓架構嘅技術優勢。從 2021 年論證到量產落地，歷時近 40 個月，蔚來成為國內首個量產 900 伏高壓架構嘅車企，直流充電功率達 600 千瓦，5 分鐘可補能 250 公里。喺電驅動方面，蔚來係行業內首個大規模量產波繞組電機嘅企業，焊點減少 96%，量產優良率達 99.7%。佢強調，高壓化、高速化、集成化係方向，但安全可靠係前提。

混合動力專用發動機熱效率點樣突破 50%，係本次研討會技術討論嘅焦點。東風汽車研發總院新能源動力總工程師管永超同浩思動力前瞻技術開發總工程師馬永泉畀出咗同一個答案：稀薄燃燒。

管永超預計 2027 至 2028 年量產落地，馬永泉判斷未來兩三年內實現。

馬永泉透露，吉利堅持 20 餘年嘅甲醇發動機路線取得最新成果——2.0TD 超稀薄甲醇發動機熱效率超 48.7%，高效區佔比超 50%，為零碳動力發展提供咗新途徑。

星驅科技標定與測試經理徐哲從 AI 賦能嘅角度切入。星驅成立僅 4 年，已為極氪 001、8X、9X 及領克 900 等車型提供電驅系統。團隊自研嘅標定數據管理平台「世界之樹」將溝通成本降低 80%，軟件集成效率提升 100 倍。喺 NVH 方面，團隊實現咗諧波注入補償嘅理論極限——喺 10K 開關頻率下控制到 5K 諧波，且唔增加 CPU 負荷，大多數區域 NVH 水平降低 20dB 以上。

出海須從產品出口走向產業鏈協同，合規與屬地化係關鍵

出海係本次研討會另一大熱點，與會嘉賓嘅共識係：唔可以只做產品出口，要做產業鏈協同出海。

浩思動力馬永泉介紹咗吉利動力總成嘅出海實踐。浩思動力由吉利、雷諾各持股 45%、沙特阿美持股 10%，總部註冊倫敦，全球員工近 2 萬人，年營收 150 億歐元。呢種「傳統動力來自外方、新能源技術來自吉利」嘅「逆向合資」模式，意在借助外資車企成熟嘅海外銷售體系實現動力板塊出海。

學界對動力總成出海亦持類似觀點。清華大學教授帥石金指出，自主品牌喺國內市場份額已超七成，合資品牌壓力巨大，但產業要走出去，必須畀合資品牌合理嘅生存空間，敬畏佢哋為中國經濟作出嘅貢獻。佢呼籲產業抱團出海——以泰國為例，中國企業唔係某一家單打獨鬥，而係中國軍團佈局、全鏈條本土化，而家先係海外市場歡迎嘅模式。佢同時提醒，混合動力係出口嘅新增長點，非洲、南美、中亞等地區增長態勢明顯，從單一產品出口到產業鏈協同出海，係必須完成嘅轉型。

北京航空航天大學教授徐向陽則從實操層面畀出系統建議。佢強調標準對接、合規先行——越發達嘅國家對合規性要求越高，呢一塊做唔好，一跌就係一個大跟頭，這唔係一錘子買賣。具體而言：研發同生產都要屬地化，產業鏈群要協同，動力總成同零部件供應商要跟著整車一齊出去；人才要屬地化治理。佢特別指出，改革開放時跨國公司點樣進來嘅，而家中國企業就應該點樣出去，呢個思路本身就足夠清晰。

圓桌熱議回歸理性，從激進迭代走向穩健創新

喺以「技術點樣從激進變做穩健」為主題嘅自由討論環節，與會產學研代表展開咗深入交流，形成咗多項重要共識。

代表哋普遍認為，過去幾年行業技術迭代過分激進，開發週期大幅縮短，發動機開發從 3 年縮短至 20 個月，純電動產品開發甚至壓縮至 1 年左右，導致試驗驗證環節被壓縮，產品可靠性隱患增加。

趙航直言：「而家唔係激進嘅問題，係有啲躍進。呢個躍進唔係好事。」

管永超亦坦言，上半場仲有好多問題冇解決——低溫感應、高溫性能、高原爬坡失速仍喺影響用戶體驗，「回歸本源睇可靠性，先至係搞動力最需要加碼嘅事。」

蔡蔚則畀咗一個積極信號：而家好多企業嘅開發週期已經拉長到兩年或以上，「說明你水平高咗，失敗嘅教訓多咗，知道該踩煞車咗。」行業正從激進回歸理性。

針對點樣實現穩健發展，產學研代表共同提出三點核心建議：一係強化平台化開發，減少重複投資，集中資源攻關核心技術難題；二係回歸產品本質，從單純捲參數轉向提升用戶體驗同產品可靠性；三係深化產學研協同創新，建立高校基礎研究同企業產業化應用嘅長效對接機制，降低企業研發風險同成本，加速科研成果轉化落地。

本次研討會搭建咗產學研深度融合嘅高端交流平台，透過主旨演講、技術分享同圓桌研討，實現咗科研智慧同產業實踐嘅碰撞對接，形成咗關於多元動力技術發展同產業穩健前行嘅廣泛共識。從張文宏提出嘅「多元並行、抱團出海」，到李慶文強調嘅「持續創新唔可以停」，再到圓桌討論中產學研代表共同呼籲嘅「回歸可靠性、回歸用戶體驗」——方向已經清晰：多元動力唔係選擇題，而係必答題；技術迭代唔係比邊個更快，而係比邊個走得更穩。

未來，產學研各方將持續深化合作，攜手攻關核心技術難題，推動中國汽車動力產業從技術引領向產業引領邁進，為全球汽車產業高質量發展貢獻中國力量。

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.

6 月 12 日晚上，《憲深說車》發表咗一篇關於長城汽車海外架構調整嘅報導，自稱從知情人士處獲悉，長城汽車國際總裁史青科已經提出離職，其接任者為長城國際總裁助理、巴墨大區總裁張庚申。與此同時，長城汽車海外業務正經歷一輪深層次架構調整——從過去「集中集權」嘅海外一級組織，轉向決策權上收至集團總裁層，海外研、產、銷被拆分為垂直單線管理。

呢一變動被外界解讀為長城汽車對 2024 年「長城國際」戰略嘅「修正」。而圍繞離職傳聞與架構調整嘅真實意圖，好多業界人員向斗子詢問，斗子聯絡咗長城汽車公關部，但冇得到回應。其後又聯絡咗一名長城汽車海外人員（該人員唔願透露姓名），該內部人員向斗子表示，佢已經留意到相關消息，但「好多嘢報導唔實，具體情況佢唔方便透露」。

一邊係媒體嘅「實錘」報導，一邊係長城汽車相關人員嘅「唔方便透露」，長城海外業務究竟喺醞釀咩？

架構從「集權」到「分權」，海外總裁權限大幅縮水

根據《憲深說車》獲取嘅資訊，長城汽車此次海外架構調整嘅核心方向係：弱化海外一級組織權限，上收決策權至集團總裁穆峰層。此前「長城國際」作為獨立作戰單位，擁有研、產、供、銷、服統一調配資源嘅權力；調整後，海外各職能被拆解，分別劃歸集團對應中台。

以俄羅斯業務為例，屬地研發、製造、銷售將分別由國內技術中心、「河北整車」、長城國際銷售三位總裁分管，唔再設統管全鏈條嘅俄羅斯總裁。原俄羅斯總裁張軍學近日已調回國內。

有分析人士指出，長城國際總裁嘅權限由「全權統籌海外所有業務」變為「只協調銷售嘅垂直業務總裁」，呢個或係史青科離職嘅重要原因。

史青科係長城汽車嘅老將，2002 年入職，歷任國際銷售部副總經理、長城國際總裁、長城汽車副總裁，主導咗俄羅斯、泰國、巴西、歐洲等海外工廠落地與渠道搭建。佢嘅離職並非業績驅動——2025 年長城海外銷售超 50 萬輛，同比增長 12%；2026 年 1-5 月海外銷售 23.1 萬輛，同比增長 46.2%。

魏建軍嘅「收放權」難題：為退休搭建體系化治理

由 2024 年「放權」成立長城國際，到 2026 年「收權」拆解海外架構，兩年間嘅反覆折射出長城汽車喺職業經理人管理上嘅深層次探索。

消息人士話，今次調整同董事長魏建軍對「放權弊端」嘅察覺有關。長城喺國內市場已積累咗總部中台管控區域業務嘅成熟經驗，而家呢套思路被平移至海外。而魏建軍等 1960 年代出世嘅民營車企掌門人，正透過體系化治理架構嘅搭建，為未來嘅退休交接鋪路。

從斗子嘅觀察嚟睇，長城此次海外架構調整，本質上係一場組織效率嘅再平衡：將海外由「獨立王國」拉返集團統一管控，避免權力過度下沉帶來嘅失控風險。

斗子點評：調整係真嘅，細節待驗證

內部人士對斗子明確表示「報導唔實」，但冇指出具體邊度唔實。結合多方資訊可以透過推測做出如下判斷：

架構調整確有其事。釘釘架構已喺 4 月初變更，員工勞動合同重新同股份公司簽署，呢啲硬性變動無法掩蓋。

史青科嘅離職狀態尚未官宣。「已提出離職」與「已正式離職」之間存在時間差，公關負責人僅表示「確有內部消息」。

內部人士嘅「唔方便透露」耐人尋味。作為一名長城汽車海外人員，呢名內部人士冇直接否認某件具體事，而係籠統稱「報導唔實」，呢啲好可能意味住最終方案仍在動態調整中。

對於長城汽車而言，海外年銷 50 萬輛嘅盤子已經不容有失。任何架構調整都必須以唔衝擊業務連續性為前提。史青科嘅去留、張庚申嘅接任、海外新架構嘅最終形態，仲要等待長城汽車官方正式公告。

斗子將持續關注。

5 月 28 日，上海北外灘世界會客廳內氣氛熱烈。與此同時，千里之外嘅成都吉翔別克分會場，大屏幕上嘅畫面與主會場同步跳動。當智己 LS9 Hyper 緩緩駛入舞臺中央，當 Momenta CEO 曹旭東從上汽集團董事長手中接過車匙，現場響起掌聲——呢不但是上汽集團第一億位用戶嘅交車時刻，亦係中國汽車工業首次迎來累計產銷量突破一億輛嘅整車企業。

作為一名汽車編輯，喺成都分會場見證呢個歷史節點，感受頗為複雜。過去幾年，中國汽車市場經歷咗由增量到存量嘅轉換，價格戰、淘汰賽、出海熱潮交替上演。喺呢樣嘅大背景下，一家本土車企能夠跨越一億輛嘅門檻，佢背後必然有著超越單一產品周期或某次技術爆發嘅深層邏輯。

上汽嘅歷史幾乎同中國汽車工業史重疊。1955 年，上海內燃機配件製造公司成立；1958 年，工人哋用榔頭敲出第一輛「鳳凰牌」轎車。此後嘅七十多年裏，上汽親歷咗由無到有、由弱到強嘅全过程。1983 年，第一輛桑塔納手工組裝下線，開啟咗中國汽車合資合作嘅序幕，亦帶動咗現代化零部件體系嘅建立。

1997 年，上海通用成立，23 個月建廠出車嘅「上海速度」至今仍被行業津津樂道，同期建成嘅中國第一家合資專業汽車設計研發中心，則標誌住上汽由單純製造向技術能力構建嘅轉型。2006 年，自主品牌榮威誕生；2016 年，全球首款互聯網汽車榮威 RX5 上市；2020 年，高端智能電動品牌智己汽車成立。呢條時間線清晰咁勾勒出一家車企由學習、追趕到並行、局部領先嘅演進軌跡。

但歷史積澱只係基礎。一億輛嘅達成，需要嘅係體系能力嘅持續釋放。上汽嘅體系架構覆蓋整車、零部件、移動出行同服務、金融、國際經營、創新科技六大板塊，形成一個緊密協同嘅全價值鏈閉環。2026 年 1 至 4 月，上汽累計銷售 130.2 萬輛，連續四個月位居中國車企銷量冠軍，其中自主品牌佔比接近 70%，新能源車銷售 41.2 萬輛，海外市場銷售 45.9 萬輛，同比較升 50.2%。呢啲數據表明，上汽嘅增長並唔係依賴單一板塊嘅拉動，而係自主同合資、乘用同商用、國內同海外多個引擎同時發力嘅結果。

具體到產品層面，交付儀式現場展示嘅全品牌陣列令人印象深刻。自主品牌方面，尚界 Z7、華境 S、榮威 M7、MG4 半固態電池版、五菱星光 560、大通 eDeliver5、紅巖重卡、躍進大拿 T1、申沃純電客車、依維柯聚星 EV 等車款覆蓋咗從個人出行到商用營運、從城市物流到公共交通嘅全場景。合資品牌則集中亮出咗「合資 2.0」嘅成果：大眾 ID. ERA 9X 全球首發搭載 Momenta R7 強化學習世界模型，上市一個月交付突破 7000 台；AUDI E7X 計劃成為奧迪全球首款實現 L3 級自動駕駛落地嘅車款；別克至境 E7 基於「逍遙」超級融合架構打造，上市一個月交付破萬台。從「市場換技術」到「技術共創」，上汽喺合資關係中嘅角色已經發生咗實質性嘅轉變。

技術層面嘅積累係支撐呢個體系運轉嘅核心動力。第一億輛交付車款智己 LS9 Hyper 可以視為上汽七十多年技術積澱嘅集中呈現。佢搭載咗同級首發嘅全線控四輪轉向、520 線超視域激光雷達、英偉達 Thor 芯片、全域 800V 高壓平台同恒星超級增程系統，全面預埋咗面向 L3 及以上高級智駕嘅冗餘能力。首搭嘅上汽金標颶風三電機使其躋身性能 3 秒俱樂部，而與紫金山實驗室聯合全球首發嘅「內生安全」技術，則將汽車安全邊界從傳統嘅物理安全拓展至資訊同系統安全領域。值得注意嘅係，第一億位用戶正正係上汽喺智駕領域嘅核心戰略夥伴——Momenta CEO 曹旭東。雙方深度共創嘅智駕技術已賦能自主同合資多個品牌，呢種「伙伴變車主」嘅巧合，折射出上汽喺智能電動車時代開放協同嘅產業思路。

全球化佈局則係上汽體系能力嘅另一個重要維度。作為中國汽車企業「走出去」步伐最早、規模最大嘅代表，上汽喺海外擁有超過 100 個零部件生產基地、超過 3000 個經銷商網絡，建成倫敦等 3 大研發創新中心及泰國、印尼、印度、巴基斯坦 4 個生產製造中心。安吉物流擁有各類滾裝船 42 艘，8 條國際航線覆蓋東南亞、歐洲、美洲。目前，上汽產品同服務遍布 170 餘個國家同地區，海外累計銷量突破 700 萬輛。MG 連續 11 年蟬聯中國品牌歐洲銷冠，2025 年歐洲年銷突破 30 萬輛，成為首個喺歐洲及英國累計銷量破百萬嘅中國汽車品牌。今年 3 月，MG 喺德國法蘭克福舉辦技術日，全球首發半固態電池同 Hybrid+ 混動技術，後者海外單月銷量已突破 2 萬輛。2025 年發布海外「Glocal 戰略」（全球 + 本土）後，上汽正由「產品出海」加速邁向「價值鏈出海」。

如果說技術同體系係理性嘅硬實力，那麼用戶粘着力則係感性嘅軟實力。喺交付儀式上，上汽展示咗多組用戶故事：得到 APP 創辦人羅振宇作為華境 S 第 001 號體驗官，由跨年演講盛讚華為乾崑智駕到走進工廠見證下線；前留德國腳楊晨選擇 ID.ERA 9X，因為佢黃金增程同長期主義理念不謀而合；倫敦實習醫生 Natalia 繼承咗祖父嘅 MG 情懷；歸國情侶將留英期間嘅 MG 記憶帶返國內；公益博主劉佳連續五年為廣西山區留守兒童理髮送陪伴，別克第一时间提供援助，佢被至境 E7 嘅「滿分座艙」打動。呢啲故事冇刻意嘅煽情，卻清晰咁傳遞出一個訊息：上汽嘅用戶粘着力並唔來自營銷話術，而係來自產品同服務喺不同場景下對真實需求嘅回應。

回到最初嘅問題：點解上汽能成為中國首家累計產銷破億嘅車企？答案或許可以歸結為幾個冇捷徑嘅要素——足夠長嘅時間積累、足夠寬嘅體系覆蓋、足夠深嘅技術投入，以及足夠細嘅用戶洞察。呢啲要素單獨拎出來，好多車企都在做，但能夠持續七十多年並喺各個維度上保持均衡發展嘅，並唔多見。

一億輛係一個里程碑，但更係一個新嘅起點。2014 年，上汽率先全面轉型新能源；十二年後，由智電轉型嘅「一馬當先」到自主合資、乘用商用、海內海外嘅「萬馬奔騰」，上汽將「懂車更懂你」嘅用戶理念貫穿始終。由 1955 年到 2026 年，由第一個用戶到第一億個用戶，上汽嘅下一程先至剛剛開始。

汽車圈講車

由行業視角睇，上汽嘅一億輛唔單係規模數字嘅突破，更標誌住中國汽車工業由「合資依賴」到「自主主導」嘅能力躍遷。值得到留意嘅係，上汽並唔依賴單一爆款或短期風口，而係通過七十多年體系化建設，喺技術、製造、供應鏈、全球化等維度形成咗難以複製嘅綜合優勢。智己 LS9 Hyper 所代表嘅下一代技術集群，以及海外市場超過 700 萬輛嘅累計銷量，證明上汽已具備同跨國巨頭同台競爭嘅基本盤。一億輛之後，點樣將規模優勢轉化為持續嘅創新效率同品牌溢價，將係上汽「二次創業」嘅核心命題。

On June 13, the 2026 Chongqing Auto Show officially kicked off. Changan Mazda made a strong appearance at the Hall N8 booth with the theme "Still Mazda", showcasing classic legendary sports car MX-5, global strategic new energy model MAZDA EZ-6, MAZDA EZ-60, and multiple new EZ-60 Mazda Edition models launched in April in one go, concentrating on displaying the rich results of the brand's new energy transformation, while launching multiple user co-creation activities, and simultaneously rolling out sincere 618 Mid-Year Car Buying Benefits, sincerely repaying the vast number of consumers.

Outstanding Global Quality and Strength, Establishing Industry Value Benchmark for New Energy

The EZ-6 and EZ-60 new energy models appearing this time were strictly built following global standards from the R&D phase, with comprehensive strength leading the industry. In terms of design, MAZDA EZ-6 won the 2026 World Car Design Award, and was also the first new energy model in China to win this award; MAZDA EZ-60 became the only SUV model globally to sweep 8 world top design awards, and its design strength is widely recognized internationally.

In terms of safety performance, both models were built according to China-Europe Dual 5-Star safety standards. Among them, EZ-6 won 5 international authoritative safety certifications such as C-NCAP, E-NCAP; EZ-60 battery safety standards align in advance with domestic new national standards and European standards. Changan Mazda also solemnly promised to all new energy vehicle owners: Lifetime coverage for battery spontaneous combustion, no limit on mileage, no limit on vehicle transfer owners, safeguarding travel safety.

In the core driving and control domain, EZ-60 strength is equally eye-catching, winning the Chinese New Energy Vehicle Rally Championship Circuit SUV Group Champion and Rally Overall Runner-up. At the auto show, Ji Hao, who is simultaneously a Changan Mazda owner and a race champion, shared his participation experience on site. He drove the unmodified original factory pure electric EZ-60, competing in a high-intensity schedule lasting 6 days and covering a total of 910 km, standing out from 27 brands and 100 competing vehicles among the competition of extended-range and plug-in hybrid models. The stable quality of the vehicle and Mazda's signature "Human-Machine Integration" tuning expertise fully verified the hardcore performance of EZ-60 original factory production cars.

With solid product quality, Changan Mazda has successfully obtained whole vehicle certifications from the EU, UK, and Australia three major overseas markets, and is the first domestic joint-venture new energy car company to collect these three certifications. At the end of May, over 80 overseas dealers from Europe, Australia, and Thailand visited the Changan Mazda Nanjing Plant specially, giving high affirmation to the brand's production process and quality control system. Currently, EZ-6 and EZ-60 overseas pre-sales and sales performance are climbing steadily, and in the domestic market, EZ-60 has sat firmly on the sales champion throne of joint-venture new energy mid-size SUV for 7 consecutive months.

Wu Xuxi, Executive Vice President of Changan Mazda Automobile Sales Branch, stated that nowadays Changan Mazda has become the global new energy vehicle design, R&D, manufacturing and export core base, and the brand guarantees that every consumer purchasing a Mazda new energy model can own a truly high-quality Global Car.

Persist in User First, Multi-dimensional Activities to Build a Brand-User Value Community

Changan Mazda, boasting 5 million loyal users in China, has always practiced User+ Development Thinking, continuously building a full dimension, full lifecycle user ecosystem, allowing the brand and owners to connect deeply and co-create value. Owners and Mazda fans participating in various brand activities also have the opportunity to be invited to attend the 2026 Fan Festival.

The Wish Journey Activity launched at the beginning of the year, adhering to the concept of User Wishes and Brand Support, shortens the distance between the brand and users, leaving countless warm emotional stories. The 11th edition Owner Story Collection gathers many positive energy owners: there are public welfare enthusiasts persisting in donating to poor primary schools for seven years, leaders organizing car clubs to care for special children for four consecutive years, and couples who met through cars and accompanied each other, with one true story constructing the brand's warm spiritual core.

At the same time, Joy Mazda Creator and Citizen Ambassador two plans provide owners with platforms to share, communicate, and co-create. A large number of owners proactively share their daily car usage, conveying product value through real reputation. Post-00s EZ-60 owner Sun Jingyi, as the Joy Mazda Creator representative, shared on site, she stated that in the process of sharing car usage life, she received enthusiastic help from car friends and staff, and also welcomed more Mazda owners to join in.

The Green Seedling Program Season 2 launched in May continues to enter top universities across the country, showcasing the brand's technical achievements in design, driving control, safety, and intelligent fields to young students. The EZ-60 National University Modification Design Competition conducted synchronously, not only has the opportunity for excellent creativity to land as reality, but also opens summer internship positions for students, deepening industry-academia integration.

On the road of public welfare, Changan Mazda has always walked hand in hand with users. From 2015 to present, the brand has donated and built 12 Hope Primary Schools in Yunnan, with cumulative investment over 10 million yuan, benefiting over 10,000 teachers and students. This June, the brand launched the Goodness Per Kilometer Charity Action again, converting users' daily travel into a charity fund, all used to improve Hope Primary School operating conditions, letting love continue to be transmitted with the wheels.

618 Mid-Year Mega Sale Officially Opens, Multiple Car Buying Benefits Full of Sincerity

Taking advantage of the Chongqing Auto Show opportunity, Changan Mazda launched "Ride Enjoy Summer Style, Joy Enjoy 618 Big Promotion", the activity continues until June 30. Buying cars during the activity可享受 high comprehensive subsidy, boutique gift pack and flexible financial plan, at the same time can also receive exclusive car use rights. Visiting the store for a test drive of new energy models, can also receive one exquisite souvenir gift.

This auto show will continue until June 21, welcoming citizens and car fans to visit the Changan Mazda booth at Hall N8 of Chongqing International Expo Center to experience the unique charm of the full range of global models up close. In the future, Changan Mazda will continue to adhere to century-old brand genes, polish products with global standards, connect users with sincere service, letting more people feel the pure driving pleasure of "Human-Machine Integration".