"CHINA'S NEW-RELEASED NEV TAX EXEMPTION LIST INCLUDES HUAWEI AITO M5, AITO M7, AND XIAOMI SU7 ULTRA"
New Energy Vehicles (NEVs) in China
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A video on blade 2.0 battery and the different formats they come in.
2023年中国智驾域控芯片市场中，英伟达份额为33.5%，仅次于自研自销的特斯拉，今年7月，英伟达的占比又提升至45.7%
In 2023, Nvidia's share of China's intelligent driving domain control chip market was 33.5%, second only to Tesla, which developed and sold its own products. In July this year, Nvidia's share increased to 45.7%.
高通则基于其丰富的产业生态，成功把手机产品线导入汽车智能座舱，并成为目前高端座舱的主力供应商，据群智咨询（Sigmaintell）数据，今年上半年国内近7成智能座舱芯片选用的是高通方案
Qualcomm, based on its rich industrial ecosystem, has successfully introduced its mobile phone product line into the smart cockpit of cars and has become the main supplier of high-end cockpits. According to Sigmaintell data, nearly 70% of smart cockpit chips in China in the first half of this year used Qualcomm solutions.
从近年中国汽车芯片主要供应商变化看，美国芯片企业的影响力呈持续加大的趋势，并在增量芯片领域独占鳌头
Judging from the changes in China's major automotive chip suppliers in recent years, the influence of American chip companies has continued to increase, and they have taken the lead in the incremental chip field.
不过也有部分领域仍需继续深耕，座舱芯片被认为是难度最高的领域之一，某智驾芯片创新公司负责人表示，“跟其他芯片不同，智能座舱芯片要求构建完整的生态链，国内绝大部分芯片企业不具备这样的实力，这是手机芯片企业的天然优势，可以快速实现生态平移。”
据介绍，这也是高通、联发科等少数企业能快速打破原有市场竞争格局的重要原因，其中高通一家独大，出货量仍在持续扩大。该创新公司负责人同时称，其所在公司不具备生态基础，目前没有开发智能座舱芯片的计划。值得注意的是，除海思外，国内也有部分企业推出了高性能座舱芯片，却受制于生态，装车量提升缓慢。
However, some areas still need to be further explored. Cockpit chips are considered to be one of the most difficult areas. The head of a smart driving chip innovation company said, "Unlike other chips, smart cockpit chips require the construction of a complete ecological chain. Most domestic chip companies do not have such strength. This is the natural advantage of mobile phone chip companies, which can quickly achieve ecological translation."
It is reported that this is also an important reason why a few companies such as Qualcomm and MediaTek can quickly break the original market competition pattern. Among them, Qualcomm is the only one, and its shipments are still expanding. The head of the innovation company also said that his company does not have an ecological foundation and currently has no plans to develop smart cockpit chips. It is worth noting that in addition to HiSilicon, some domestic companies have also launched high-performance cockpit chips, but they are constrained by the ecology and the installation volume is slowly increasing.
Something about Chinese EVs...there are only those few models that can turn my head head.. Xiaomu SU7 for sure, and the sedan suv from Huawei's AITO/Stellatis. BYD Seal and Yangwang. Li Auto's not bad but not seeing the going big time into export soon.
The rest like Wuling's, NETA, Zeekr, Geely are either plain boring or too aggregated in the design dept. Even the Hongqi looks overdone.
The rest like Wuling's, NETA, Zeekr, Geely are either plain boring or too aggregated in the design dept. Even the Hongqi looks overdone.
I'd say su7 is the only one that turns heads b/c of design and not just by brand name(curious twist for car successful not the least due to the cult of Lei Jun).
Others...Yangwang is a sign of (
It certainly stands out among other BYDs(which are mostly standard defining and thus boring). Well, at least byd got another colort of buyers this way.
Huawei cars in this sense are "normal", within the group.
No special attention, some message of wealth(but not excessive), no overly negative presumptions about driver.
Auto companies in China is exerting immense pressure on upper stream supply chain companies.
为了尽量实现降本目标，一些车企会要求供应商在报价时提供物料成本、人工成本、销售费用、管理费用、利润率等数据，以此作为降价的谈判依据。
一家外资供应商区域负责人甚至曾被一家车企管理层问过，“你们的利润率怎么比我们还高？”
还有一家动力电池材料公司在报价单上注明某道工序需要 3 个人投料，但客户审厂时只看到 2 个人在产线上，因此被要求缩减人员成本。一些车企采购认为供应商水电费报得太高，要求供应商定期拍摄水电费发票备查。一些车企还会要求一级供应商公开元器件清单，然后直接去找二级供应商谈价，以压低整个方案的报价。
随着近两年国内汽车市场竞争愈发激烈，我们接触到的数位车企和头部供应商的采购部门人士都说，其工作评价标准加入 “竞争力指标” 的权重，旨在考核其是否比同行更能降本。这家车企管理层会在内部反复强调 “价格统治”，即寻求绝对的定价权。
为了保障供应的稳定性、避免过分依赖某一厂家，大多数车企会就同一零部件引入多家供应商，甚至五供、六供。后来，这也变成一种谈价手段。
丰田的 “精益生产” 理念是希望通过对零件和成品库存的极致管控来降低成本，但一位供应商人士告诉我们，他遇到的每家车企都要求采用 “寄售” 制。这种制度要求供应商在车企的工厂附近自建库房，按照要求定期将存货入库，以此将车企零部件库存管理压力转移给零部件供应商。
去年开始，一些车企的寄售制度再 “升级”：原本车企与供应商的货款交割发生在零件入库时，现在变成了车企用完仓库的存货后再结算货款。供应商不但帮车企承担仓储成本，还开始承担零件库存过剩的风险。
In order to achieve the goal of reducing costs as much as possible, some car companies will require suppliers to provide data such as material costs, labor costs, sales expenses, management expenses, and profit margins when quoting, and use this as a basis for negotiating price reductions.
The regional head of a foreign supplier was even asked by the management of a car company, "Why is your profit margin higher than ours?"
Another power battery material company indicated on the quotation that a certain process required 3 people to feed materials, but when the customer inspected the factory, only 2 people were seen on the production line, so it was asked to reduce personnel costs. Some car companies' procurement believes that the supplier's water and electricity bills are too high, and require suppliers to regularly take pictures of water and electricity bills for reference. Some car companies will also require first-tier suppliers to disclose the list of components, and then go directly to second-tier suppliers to negotiate prices in order to lower the quotation of the entire plan.
With the increasingly fierce competition in the domestic automobile market in the past two years, the procurement department personnel of several car companies and head suppliers we have contacted said that their work evaluation standards have added the weight of "competitiveness indicators" to assess whether they can reduce costs more than their peers. The management of this car company will repeatedly emphasize "price domination" internally, that is, seeking absolute pricing power.
In order to ensure the stability of supply and avoid over-reliance on a certain manufacturer, most car companies will introduce multiple suppliers for the same parts, even five or six suppliers. Later, this also became a means of negotiating prices.
Toyota's "lean production" concept hopes to reduce costs through extreme control of parts and finished product inventory, but a supplier told us that every car company he met requires the adoption of a "consignment" system. This system requires suppliers to build their own warehouses near the car company's factory and regularly put inventory into the warehouse as required, thereby transferring the pressure of car companies' parts inventory management to parts suppliers.
Since last year, some car companies' consignment systems have been "upgraded": the original payment between car companies and suppliers occurred when the parts were put into the warehouse, but now it has become a settlement of payment after the car companies have used up the inventory in the warehouse. Suppliers not only help car companies bear the storage costs, but also begin to bear the risk of excess parts inventory.
为了尽量实现降本目标，一些车企会要求供应商在报价时提供物料成本、人工成本、销售费用、管理费用、利润率等数据，以此作为降价的谈判依据。
一家外资供应商区域负责人甚至曾被一家车企管理层问过，“你们的利润率怎么比我们还高？”
还有一家动力电池材料公司在报价单上注明某道工序需要 3 个人投料，但客户审厂时只看到 2 个人在产线上，因此被要求缩减人员成本。一些车企采购认为供应商水电费报得太高，要求供应商定期拍摄水电费发票备查。一些车企还会要求一级供应商公开元器件清单，然后直接去找二级供应商谈价，以压低整个方案的报价。
随着近两年国内汽车市场竞争愈发激烈，我们接触到的数位车企和头部供应商的采购部门人士都说，其工作评价标准加入 “竞争力指标” 的权重，旨在考核其是否比同行更能降本。这家车企管理层会在内部反复强调 “价格统治”，即寻求绝对的定价权。
为了保障供应的稳定性、避免过分依赖某一厂家，大多数车企会就同一零部件引入多家供应商，甚至五供、六供。后来，这也变成一种谈价手段。
丰田的 “精益生产” 理念是希望通过对零件和成品库存的极致管控来降低成本，但一位供应商人士告诉我们，他遇到的每家车企都要求采用 “寄售” 制。这种制度要求供应商在车企的工厂附近自建库房，按照要求定期将存货入库，以此将车企零部件库存管理压力转移给零部件供应商。
去年开始，一些车企的寄售制度再 “升级”：原本车企与供应商的货款交割发生在零件入库时，现在变成了车企用完仓库的存货后再结算货款。供应商不但帮车企承担仓储成本，还开始承担零件库存过剩的风险。
In order to achieve the goal of reducing costs as much as possible, some car companies will require suppliers to provide data such as material costs, labor costs, sales expenses, management expenses, and profit margins when quoting, and use this as a basis for negotiating price reductions.
The regional head of a foreign supplier was even asked by the management of a car company, "Why is your profit margin higher than ours?"
Another power battery material company indicated on the quotation that a certain process required 3 people to feed materials, but when the customer inspected the factory, only 2 people were seen on the production line, so it was asked to reduce personnel costs. Some car companies' procurement believes that the supplier's water and electricity bills are too high, and require suppliers to regularly take pictures of water and electricity bills for reference. Some car companies will also require first-tier suppliers to disclose the list of components, and then go directly to second-tier suppliers to negotiate prices in order to lower the quotation of the entire plan.
With the increasingly fierce competition in the domestic automobile market in the past two years, the procurement department personnel of several car companies and head suppliers we have contacted said that their work evaluation standards have added the weight of "competitiveness indicators" to assess whether they can reduce costs more than their peers. The management of this car company will repeatedly emphasize "price domination" internally, that is, seeking absolute pricing power.
In order to ensure the stability of supply and avoid over-reliance on a certain manufacturer, most car companies will introduce multiple suppliers for the same parts, even five or six suppliers. Later, this also became a means of negotiating prices.
Toyota's "lean production" concept hopes to reduce costs through extreme control of parts and finished product inventory, but a supplier told us that every car company he met requires the adoption of a "consignment" system. This system requires suppliers to build their own warehouses near the car company's factory and regularly put inventory into the warehouse as required, thereby transferring the pressure of car companies' parts inventory management to parts suppliers.
Since last year, some car companies' consignment systems have been "upgraded": the original payment between car companies and suppliers occurred when the parts were put into the warehouse, but now it has become a settlement of payment after the car companies have used up the inventory in the warehouse. Suppliers not only help car companies bear the storage costs, but also begin to bear the risk of excess parts inventory.
BYD is supplying Weichai with battery packs that Weichai is basically claiming as its own since they have a JV factory of 50GWh/year
BYD with more EVs launched in Peru
BYD aces the cold weather testing in China
BYD with more EVs launched in Peru
BYD aces the cold weather testing in China
GM took a $5B write down and now it will be firing 1/3 of its staff in China in many departments