天籁之声

From joint ventures to joint innovation: Why global autos look to China_我的网站

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    Newly produced vehicles fill a parking lot at a SAIC-GM industrial park in Wuhan, Central China's Hubei Province on July 10, 2022. Photo: VCG
Global automakers are forging deeper and longer-term ties with China, as the country's role evolves beyond a key market into an increasingly important hub for automotive research and development (R&D) and innovation.
SAIC Motor and General Motors (GM) signed an agreement on Wednesday to extend their joint venture partnership by 20 years to 2047. A month earlier, Honda Motor and GAC Group signed a strategic agreement to renew their joint venture (JV) partnership in GAC Honda, extending their cooperation to 2038 while keeping the existing equity structure unchanged.
The renewed commitments to China by global auto giants signal more than confidence in the long-term potential of the Chinese market. It reflects China's evolving role in the global auto industry, from a manufacturing base and sales market to an increasingly important source of innovation and technologies that shapes the future of mobility, Peng Bo, a research fellow at the Chinese Academy of International Trade and Economic Cooperation under the Ministry of Commerce, told the Global Times on Sunday.
Behind this shift is the rapid rise of new-energy vehicles (NEVs) and vehicle intelligence, as global competition increasingly centers on batteries, electric powertrains, intelligent driving, automation, software ecosystems and artificial intelligence (AI), Peng said.
From market to innovation
Chinese automakers have accelerated their expansion into global markets. According to the latest data from the China Association of Automobile Manufacturers, China exported 5.096 million vehicles in the first half of the year, up 65.3 percent year-on-year, including 2.355 million NEVs, up 120 percent. In just a few decades, China's auto industry has evolved from learning from and introducing advanced foreign technologies into a major global force in automobile production, exports and innovation.
Such a picture would have been almost unimaginable several decades ago. At the time, China's auto industry was still in its early stages and lagged considerably behind global leaders.
In the 1980s, China began integrating into the global auto industry through the establishment of joint ventures. In 1984, Beijing Jeep, China's first Sino-foreign joint venture automaker, began operations, while Chinese and German partners signed the agreement for Shanghai Volkswagen. More global automakers from countries such as Germany, the US, Japan and France followed, bringing capital, technology, equipment and management expertise that helped accelerate China's auto industry development.
From annual auto production and sales of just over 1 million units in the mid-1990s, China saw the corresponding figures surpass 30 million units in 2025, ranking first globally for the 17th consecutive year. Auto exports also surged from just several thousand units to a record 7.098 million in 2025. 
These figures illustrate the profound transformation of China's auto industry, which has evolved from a latecomer learning from global peers to a major manufacturing powerhouse and increasingly a source of innovation for the global auto industry, experts said.
Chinese experts attributed China's auto rise to its increasingly strong innovation capabilities. Sun Xiaohong, former secretary-general of the automotive branch of the China Chamber of Commerce for Import and Export of Machinery and Electronic Products, told the Global Times on Sunday that the close integration of R&D, manufacturing and market application has enabled new technologies to move rapidly from laboratories to mass production, while intense market competition has further accelerated innovation and product iteration.
Latest figures tell the story. China has led the world in automobile patent publications over the past decade, far ahead of the US, Japan and European countries. Patent publications in the NEV sector increased from more than 50,000 in 2016 to over 110,000 in 2025, with an annual growth rate of 17.1 percent. Intelligent connected vehicle patent publications rose from 44,000 to 93,000 over the same period, averaging annual growth of 11.6 percent.
In addition to the R&D capabilities, China's complete and highly efficient supply chain strengthens its industrial edge. The International Energy Agency estimates that battery electric car production costs are over 30 percent lower in China than in advanced economies, mainly attributed to lower battery cost and supply chain.
China's technology company Xiaomi only launched its first EV in 2024, but has quickly emerged as a major player in China's NEV market. Its strategy connects cars with smartphones, apps and smart home devices is creating a more integrated ecosystem. At Xiaomi's EV factory on the outskirts of Beijing, a new car rolls off the production line every 76 seconds on average.
Chinese automaker NIO's Hefei factory is known for its highly intelligent and automated manufacturing, using more than 700 robots and achieving an overall automation rate of 97.5 percent.
BYD's EVs can add 20 kilometers of range in just 10 seconds of charging and up to 400 kilometers in five minutes.
"These examples reflect a broader shift in China's auto industry, where strengths in advanced manufacturing, supply chains, software, AI and rapid technology commercialization are increasingly translating into a competitive edge," said Sun.
Cooperation not competition
The rapid transformation of China's auto industry has put growing pressure on some global auto giants. Honda CEO and President Toshihiro Mibe reportedly said after visiting an auto supplier factory in Shanghai, "We have no chance against this," Nikkei Asia reports.
Ola Kallenius, chairman of the board of management of Mercedes-Benz Group AG, told Chinese media that "In the world's most dynamic automotive market, you have to be here, and we're doubling down on China," People's Daily reported.
"Many major global automakers remain constrained by their long-standing reliance on traditional gasoline vehicles... Although they are pushing ahead with electrification, established technology systems, production networks and traditional development models have slowed," Jia Xinguang, an auto industry analyst, told the Global Times.
By contrast, China's auto industry has made a broad shift toward new technologies, building strengths across the industrial chain and establishing a mature and increasingly self-reliant core technology system, Jia said.
Against this backdrop, foreign automakers' approach to cooperation with China is changing. 
Toyota's evolving China strategy provides a telling example. At the 2026 Beijing auto show, Toyota unveiled its "with China, for China" localization strategy, giving Chinese teams a greater role in management, R&D and product development, the Global Times learned from the Japanese company.
Toyota has expanded its China chief engineer team from four to seven, covering gasoline, hybrid and EVs across different segments. It is also empowering local management and deepening co-creation with Chinese partners to make development faster, according to the company.
A similar shift can be seen at Tesla, whose Shanghai Gigafactory is not only a major global production base, but also a key part of its global supply chain and product development. In the first half of 2026, the factory delivered nearly 468,000 vehicles, up 28.4 percent year-on-year. The Model Y L, led by Tesla's China team in design and development and manufactured in China, is also being rolled out in markets including the US, UAE, South Korea, Japan, Singapore and Australia, according to a press release that the company shared with the Global Times on Friday.
Foreign auto parts suppliers are also stepping up innovation in China. Bosch plans to invest more than 2.5 billion euros in AI development by the end of 2027, with much of its automotive-related AI work focused on China and Europe, the Xinhua News Agency reported.
Amid mounting challenges, China-foreign auto joint ventures are taking a long-term approach and actively reshaping their product strategies, R&D models and cooperation frameworks, Xinhua reported, citing Bi Wenquan, an executive vice president of FAW Toyota Motor Co.
These developments point to a broader shift: China's role for global automakers is expanding from "Made in China" to "R&D in China" and "innovation in China," making win-win cooperation increasingly important, said Sun.
For global automakers seeking to stay competitive in the next wave of industry transformation, turning competition into greater opportunities for cooperation with Chinese companies is increasingly becoming an "imperative" rather than an "option," said Sun.
As John Roth, GM senior vice president and president of GM China, said the renewed partnership "reflects the shared confidence of GM and SAIC in SAIC-GM and its long-term growth potential."
"It is not only about continuing what we have built together. More importantly, it is about building a more competitive, resilient, and sustainable business for the future," Roth said.
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B |     8月26日讯 近日，前荷兰国脚、荷兰足协技术总监奈吉尔·德容接受了NOS Sport的采访，他谈到了荷兰国家队主任位置的选帅过程。你从美国回来之后就全力推进选帅，网传你联系过克洛普，是真的吗我们拟定了一份四人候选名单：瓜迪奥拉、斯洛特、哈维、雷齐格。评判依旧依据三点：特质、能力、是否有空接手，其中部分人选客观上不具备就任条件。有主动联系瓜迪奥拉吗没有私下试探接触，我们全程聚焦这份名单。还有一条硬性标准：候选人必须和荷兰足球文化有强联结。

C | 关乎足球理念、比赛风格、基础原则，这是我们的核心门槛。瓜迪奥拉为什么早早出局我们之前就大致了解他的规划，他本人多次公开说明，也是他离开曼城的原因，计划休息一年。我们确实沟通过，得到的答复是他希望休息，我们必须尊重。虽然他深受克鲁伊夫足球理念熏陶，是非常理想的人选，但很快确认他无法接手。这份四人名单内部，有优先级排序吗名单基于筛选标准生成，再看谁可以即刻上任。瓜迪奥拉排在名单首位，确认无法接手之后，下一位就是斯洛特，我们也开展了深度对话。最后是什么原因没能达成合作斯洛特对外表述得很清楚，我们进行了两次高质量深度会谈，探讨足球理念。但谈话过程中，他内心确定自己更愿意继续留在俱乐部执教，我们尊重这个结果。如果他早就打定主意留俱乐部，为什么还要参与面谈我认为面谈非常有价值，能够了解这名教练的思维模式，了解他当下的职业处境。

D | 平时很难有机会和顶级教练进行如此深度的沟通，对我收获很大。当确认斯洛特无法前来，你会感到失望吗尊重他的个人选择，对他而言这是最好的决定，好在名单上还有其他我们信任的候选人。

E | 斯洛特退出之后，就剩下两名候选人，当时已经进入二选一的局面了吗不能说是二选一，我们始终保持视野开阔。但哈维明确，现阶段他不想执教俱乐部，他的职业目标就是执掌国家队，而且他对荷兰足球抱有很深的感情。官宣的时候他说自己是“荷兰足球之子”，这句话令人印象深刻。不少人拿这句话调侃但了解他对克鲁伊夫理念的推崇，就笑不出来了。他出身巴萨青训，深受克鲁伊夫体系熏陶，范加尔给了他一线队首秀，得到里杰卡尔德栽培，也受过瓜迪奥拉的指导，还执教过德容。他和荷兰足球渊源极深，坐在谈判桌对面，会给人耳目一新的感觉。综合来看，他就是当时我们的最优解。斯洛特退出之后，雷齐格是否内心觉得自己会成为荷兰国家队主教练有野心的教练，都理应怀揣这份期待。我了解他，他永远追求最高目标。我们从一开始就告知他，他是潜在候选人。我们相识已久，平时就有大量沟通，清楚他的处事、理念、带队思路。同时我们也坦诚告诉他，还有其他竞争者。克鲁伊夫盾杯那个周末，你和雷齐格、哈维开展高强度谈判，是最终拍板的节点吗时间来到八月初，欧国联开赛在即，我们还需要搭建完整教练班子，留给我们时间不多，必须做出最终抉择。我邀请了委员会成员西多夫等人一同参与评估，权衡各个候选人的优缺点。我们要找的不是一个只干两年的教练，世界杯失利之后，我们需要一位可以长期共建四年周期的人选。有传闻斯洛特只愿意签两年合同，属实吗这是媒体传播的不实消息，我们面谈核心聚焦足球理念、球员培养、执教风格，完全没有谈到合同年限。

F | 当然他清楚我们需要长期主帅，但合同时长从来不是阻碍。你是什么时候第一次联系哈维？是确认斯洛特失败之后的七月中下旬差不多三到四周之前，确认斯洛特无望之后，我们立刻联系哈维。足球圈子很小，互相都认识，建立联系并不困难。

G | 我们希望全程保密，安安静静完成理念沟通，最后确定人选就是哈维。整个流程当中，和雷齐格谈话告知结果，是不是最艰难的环节“痛苦”有点过重，选帅过程注定要让部分人失望。我高度认可雷齐格的执教能力，这点不会改变。他提前清楚游戏规则：多名候选人参与，不是参与就一定当选。之后谈话内容泄露，媒体与民间反弹强烈，不少人反对雷齐格出任主帅，这点让我很意外。

H | 球迷当然有批评的权利。

I | 外界诟病他没有独立执掌成年豪门队伍的经历，只带过阿贾克斯青年队。但是足协内部，我们拥有一套更全面的评判维度。三年前我们招揽他，一方面为了培养他，另一方面，就是认定他具备成为国家队主帅的潜力。直到今天，我依旧十分看好他，相信未来他有机会成为优秀的主教练。

J | 哈维与雷齐格，两名背景截然不同的候选人，一个足协内部成长，一个外来者，年纪相仿，但是执教画像完全不一样个人性格、执教方式差别很大。但我们要结合荷兰队当下所处的周期，现有一代球员，思考我们到底需要什么样的教练。要看教练能不能调动球员，传递自己的足球理念，同时衔接好整个技术团队。两个人各有长处，做抉择的时候我没有惶恐。

K | 我做好准备做出违背部分大众期待的决定，我坐这个位置不是为了博取人气，我的目标是为荷兰国家队、荷兰足球争取最大利益，也有团队同事支持我，做出艰难抉择本就是工作的一部分。为什么哈维适合荷兰国家队哈维身上充满激情与统治力，拥有两段重量级执教履历。能够在巴萨执教两到三年，本身就足以证明教练实力。人格魅力足以打动球员，真心拥抱荷兰足球文化，拥有我们期待的职业品格。

L | 当然这一切不代表一定成功，成绩需要赛场检验。但我们明确向他提出比赛风格的硬性要求，这也是面谈的核心议题。世界杯暴露的问题，全部摆上台面沟通。

M | 双方在建队思路高度契合，愿意长期坚持这套打法，划定清晰标准。

N | 整个遴选流程强度很高，但就算重来一遍，我依旧会选择哈维。

o | 他并不是辗转多家俱乐部的老牌教练，聘任他，对你个人来说是否承担风险？一旦成绩不佳，你会为此承担责任吗我这个岗位，本来就需要承担决策带来的后果，我从不畏惧为自己的选择负责。未来我们会定期复盘评估，两年或者四年周期，组织内部坦诚讨论：队伍是否向好，我是否还适合继续履职，对此我完全坦然。外界对哈维执教充满期待，到处都是积极的声音。连同全新组建的教练团队，我想重点聊聊阿迪尔・拉姆塞，算是本次最大惊喜，很多人完全没有预料到，他的优势是什么他熟悉青年球员培养，未来几年大批年轻球员会晋升成年队。同时他拥有清晰完整的足球理念与战术方法论，和萨维高度契合。二人提前已经有良好的沟通默契。

p | 他充当纽带，连接荷兰国内青训、各家俱乐部和哈维。这套班子里，荷兰本土教练与西班牙教练彼此互补。

q | 团队内部多元化，也是你们的重要方向多元化是我们的支柱准则，但能力永远排在第一位，国籍不是考量标准。

r | 各级国青、国家队还有足协组织内部，我们尽可能追求多元，但实力优先。

s | 现在一切尘埃落定，9月24日欧国联就是新帅首战。

t | 整套备战工作正式开启。

u | 回顾全部流程，你本人怎么评价这次选帅我对整个过程非常满意，从中积累的经验，也会成为我的工作财富。

v | 虽然外界戏称有1800 万“国家队主教练”，还有大量旅居海外荷兰人指指点点，但我依旧认为，我们走出了一条正确的路。

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