撰 文 / 刘宝华 设 计 / 琚 佳 世事无常。 上周最大的行业新闻应该是奥迪全球CEO高德诺公开宣布奥迪撤回原定于2033年停止研发和销售内 燃机汽车的计划，不再设定明确终止时间表。 奥迪之前，奔驰、宝马、沃尔沃、福特已经先后调整了全面电动化计划，改为燃油车与电动化双线 并行。 对电动化最保守的丰田成了最大赢家。丰田截至2025年3月31日的2025财年净利润合人民币2364亿 元，相当于比亚迪、上汽集团、长安汽车、广汽集团、吉利汽车、长城汽车、北京汽车7大上市车 企利润总和的3倍。 搞电动车的越搞越穷，不搞电动车的富得流油。 最能赚钱的车企也开始摇摆。也是上周的消息，法拉利原计划2026年推出的第二款纯电动车型被推 迟到最早2028年推出。这已经是这款车第二次推迟时间表。接近法拉利的消息源称"目前高性能电 动车的需求为0"。 这句话有些残酷，但或许揭示了电动车的市场规律——从品牌、车型、价格、性能各个维度，电动 车都在中低端更容易成功，越高端对电动车来说越困难。 以特斯拉为例，中低端车型 Model Y、 Model 3占总销量超过95%，中高端车型 Model X、 Model S 占比不足5%， 当 ...

Core Viewpoint - The automotive industry is currently facing intense competition, likened to a sprint rather than a marathon, necessitating decisive actions and strategic planning to navigate challenges and opportunities [5][7][9]. Group 1: Industry Events and Trends - The 17th Xuanyuan Automotive Blue Book Forum was held in Guangzhou, coinciding with Typhoon "Butterfly," which affected attendance but highlighted the importance of the event [5][16]. - The theme of the forum was "Decisions," emphasizing the need for the automotive industry to make clear and effective choices amidst rapid changes [5][9]. - The forum aims to create a ripple effect in the automotive industry, with discussions and debates serving as motivation for industry professionals [10][14]. Group 2: Media and Publications - The company is launching various media platforms, including "Automotive Business Review" and "Xuanyuan Business Review," aimed at becoming opinion leaders in the automotive sector and exploring new technologies [12][14]. - "Xuanyuan Business Review" is positioned as an upgraded version of "Automotive Business Review," focusing on fashion and new technologies beyond traditional automotive boundaries [12]. Group 3: Awards and Recognition - The forum introduced three major awards: the Xuanyuan Award for annual contributions to the automotive industry, the Lingxuan Award for contributions in automotive parts, and the Golden Xuanyuan Award for automotive marketing [13]. - The 10th Lingxuan Award evaluation ceremony was launched during the forum, encouraging participation from automotive supply chain companies [13]. Group 4: Educational Initiatives - The "Xuanyuan Classmates" initiative aims to foster learning and innovation within the automotive industry, emphasizing collaboration and shared growth among industry professionals [13][14]. - The program has evolved over the years but remains focused on empowering individuals in the new automotive landscape [13].

Core Viewpoint - The newly established Audi FAW New Energy Company in Changchun emphasizes environmental sustainability and advanced manufacturing technology, aiming to set a benchmark for luxury electric vehicle production in China [4][15]. Group 1: Environmental Sustainability - The factory covers 154 hectares, with 640,000 square meters of green vegetation and a 72,000 square meter wetland park, showcasing a commitment to ecological balance [4]. - The facility operates on 100% green energy, recycles 100% of production waste, and achieves 100% recycling of wastewater, resulting in zero carbon emissions [8]. - The installation of approximately 320,000 square meters of solar panels generates over 30 million kilowatt-hours annually, covering at least 25% of the factory's annual electricity needs [9]. - The factory has a rainwater collection and treatment system that saves over 5,000 cubic meters of water annually [12]. - Emissions of volatile organic compounds (VOCs) are significantly below national standards, with a discharge of less than 10 mg/Nm³ compared to the national limit of 60 mg/Nm³ [14]. Group 2: Advanced Manufacturing Technology - The factory is designed to produce 150,000 vehicles annually, starting with the Audi Q6L e-tron series, marking a significant step in Audi's electrification strategy in the world's largest electric vehicle market [15]. - The stamping workshop utilizes high-precision molds imported from Germany, achieving a dimensional accuracy of ±0.3 mm [18]. - The welding workshop is equipped with 824 robots, achieving a welding automation rate of 100%, ensuring consistent high-quality production without human intervention [20]. - The battery workshop boasts an automation rate of 86%, surpassing industry standards, with critical processes performed by robots to minimize human error [21]. - The factory employs a 14-axis synchronous tightening system for assembly, which is faster and more precise than traditional methods, reducing production costs significantly [24][25]. Group 3: Digitalization and Intelligence - The factory integrates digital twin technology and Building Information Modeling (BIM) for real-time monitoring and maintenance of production processes [28]. - Automated systems in the welding workshop achieve detection precision of less than 0.02 mm, allowing for immediate identification and correction of anomalies [30]. - All logistics within the factory utilize automated transport modes, enhancing efficiency by 90% while ensuring the integrity of components [32].

Core Viewpoint - The appointment of Robert Cisek as the new CEO of Volkswagen Brand China marks a strategic shift towards a more technically focused leadership, emphasizing product strategy and manufacturing efficiency in the face of upcoming challenges in the electric vehicle market [4][18]. Group 1: Leadership Transition - Robert Cisek will officially take over as CEO of Volkswagen Brand China on July 1, succeeding Stefan Mecha [4]. - Cisek has a strong technical background, holding a PhD in Mechanical Engineering from RWTH Aachen University, and has extensive experience in production strategy and efficiency optimization [9][10][16]. - His previous roles include managing production strategy at Volkswagen and serving as Managing Director in South Africa, where he successfully navigated challenges during the pandemic [12][14]. Group 2: Upcoming Product Launches - In 2026, Volkswagen China plans to launch at least six new electric models, with four based on the CMP platform and CEA architecture, targeting a price point around €20,000 [23][24]. - The new models will include compact SUVs and sedans, with specific models already showcased at the Shanghai Auto Show [25][26]. - The collaboration between FAW-Volkswagen, SAIC Volkswagen, and Volkswagen Anhui will be crucial for the successful rollout of these new products [21]. Group 3: Strategic Focus on Electric Vehicles - From 2026 to 2030, Volkswagen China aims to significantly increase its offerings of new energy vehicles, including pure electric, range-extended, and plug-in hybrid models, all utilizing the CEA architecture [27]. - The CEA architecture is expected to extend beyond A-class vehicles, potentially being applied to a wider range of models [28]. - There is ongoing internal evaluation regarding the integration of CEA into Audi platforms, with plans for a new vehicle featuring CEA to be launched in the second half of this year [29]. Group 4: Autonomous Driving Plans - Volkswagen China has outlined a phased approach to advancing its driver assistance technologies, starting with L2+ capabilities by the end of 2023 and aiming for L3 capabilities by 2027 [32][33]. - The collaboration between VCTC and CARIAD is central to the development of the CEA architecture, with significant investments being made to learn from existing frameworks [34][38]. Group 5: Organizational Structure and Concerns - There are rumors regarding the potential merger of VCTC and CARIAD, driven by concerns over the future of CARIAD's software development business as the lifecycle of existing platforms nears its end [31][39]. - Despite these concerns, Volkswagen China has stated that CARIAD will continue to operate independently for the time being, with multiple ongoing projects [40].

Core Viewpoint - The article discusses the potential and challenges of hub motors in electric vehicles, highlighting their advantages in design flexibility, efficiency, and performance, while also addressing the technical and practical issues that have hindered their widespread adoption [4][6][40]. Group 1: Advantages of Hub Motors - Hub motors can directly transmit power to the road, promising more efficient power transfer and design flexibility [6][16]. - Installing motors in the wheels can increase interior space for larger batteries or more passenger/cargo space [11]. - Hub motors simplify electric vehicle platform design, allowing for easier modifications to produce different drive configurations [12]. - They significantly reduce transmission losses compared to traditional internal combustion vehicles, enhancing overall efficiency [14][16]. - Hub motors enable precise torque control and distribution, improving traction and performance [17]. Group 2: Challenges of Hub Motors - Increased total mass at the wheels can negatively impact vehicle comfort, grip, and handling precision [20]. - Durability issues arise due to the severe impacts hub motors face compared to motors housed within the vehicle [22]. - Heat dissipation is a potential challenge, as effective cooling solutions must be developed to prevent overheating [23]. - Safety concerns exist regarding high-voltage cables in the event of accidents, which could pose electrocution risks [25]. Group 3: Current Developments and Future Prospects - Companies like Dongfeng and Renault are actively working on integrating hub motors into production vehicles, with notable models already introduced [29][31]. - Modern automotive manufacturers, including Hyundai, are exploring hub motor technology for various vehicle types [33]. - Innovative companies like DeepDrive are developing new hub motor technologies that promise improved efficiency and reduced costs, with plans for integration into mass production by 2028 [38]. - External hub motors offer advantages in mechanical stress handling and design flexibility, potentially enhancing traction and acceleration [39]. - Despite not being mainstream yet, hub motors hold significant potential for revolutionizing vehicle design and functionality in urban and hybrid applications [40].

Core Viewpoint - Ferrari is transitioning towards electric vehicles, with a significant portion of its sales now coming from hybrid models, but faces challenges in the high-performance electric vehicle market due to weak demand and technical limitations [4][8][11]. Group 1: Electric Vehicle Strategy - Ferrari began selling hybrid models in 2019, with hybrids accounting for 51% of its sales last year [4]. - The company plans to unveil its first electric vehicle in three phases starting in October this year, with global launch expected in spring next year and first customer deliveries set for October 2026 [7]. - The second electric vehicle, initially planned for 2026, has been postponed to at least 2028 due to insufficient demand for high-performance electric vehicles [8][11]. Group 2: Market Challenges - The lack of engine noise in electric vehicles is a significant drawback for wealthy buyers, and manufacturers struggle with issues like heavy batteries and insufficient sustained power, limiting the appeal of electric vehicles in the high-performance segment [9]. - Internal sources indicate that the second electric vehicle is seen as a pivotal point in Ferrari's electric strategy, while the first model is viewed more as a symbolic milestone [12]. Group 3: Long-term Goals - Ferrari previously announced a long-term plan to launch 15 new models over five years, aiming for electric and hybrid vehicles to make up 80% of total sales by 2030 [20]. - The CEO stated that pure electric vehicles are expected to account for 5% of sales by 2025 and 40% by 2030, while hybrid sales are projected to rise from 20% in 2021 to 55% by 2025 before declining to 40% by 2030 [20]. Group 4: Industry Context - Other luxury car manufacturers are also delaying or scaling back their electric strategies due to low consumer interest, with Lamborghini and Porsche making similar adjustments to their electric vehicle timelines [23][24].

撰 文 / 牛 一龙 设 计 / s h e l l y 1975年初，中国重型机械进出口公司进口一批美国制造的重型矿用卡车，用于辽宁鞍钢下属的本溪 铁矿，这些矿卡配备了康明斯大马力柴油机。 康明斯和国内主要主机厂合作"朋友圈"还在不断扩展。汪开军透露，和长城商用车合作属于起步阶 段，我们正携手共同打造定制化产品，满足长城在产品定制化方面的全系列需求。 在康明斯工作20年的康明斯副总裁、康明斯中国首席技术官赛俊峰（Stephen Saxby）依然充满了热 情："对于我们来讲没有躺平，我们总是去迎接挑战，勇于创新，不断探索前行。我们有一个非常 强大的技术团队，而且我们的研发中心实力也非常雄厚，推动我们'在中国为中国'的开发策略，并 且积极助力我们的合作伙伴，尤其是整车厂商在海外市场业务拓展。 谈及这50周年成功经验，石内森没有谈到什么原则、长期主义，而是坦言成功源于"远见与运气"。 他提到，当中国向世界敞开大门之际，康明斯即预见到中国市场的巨大潜力。的确，时代的机遇为 康明斯在华发展提供了肥沃的土壤。 这一年的6月，时任康明斯董事长埃尔文·米勒（Irwin Miller）专程访问北京，与中方伙伴签署售后 服务协 ...

Core Viewpoint - The dissolution of Chery Group's subsidiary, Dazhuo Intelligent Technology, signifies a shift in Chery's strategy from a technology-driven approach to a market-driven one, reflecting the challenges faced by traditional automakers in the wave of smart vehicle transformation [4][32][46]. Group 1: Background and Strategic Context - Dazhuo Intelligent was established in February 2023 with an 80% stake by Chery, aiming to spearhead Chery's smart driving initiatives, backed by a commitment of 20 billion yuan over five years [7][8]. - The initial ambitious goals included achieving a domestic and international installation of 1 million vehicles each by 2025, positioning Dazhuo as a focal point in Chery's smart transformation [8][10]. - The dual technical route of developing both L2+ and L4 technologies was intended to balance short-term gains with long-term innovation, but ultimately led to resource allocation issues [10][12]. Group 2: Challenges Faced by Dazhuo Intelligent - Dazhuo faced significant challenges in its L4 development, with insufficient funding and a lack of profitability projections, leading to a strategic retreat from ambitious projects [12][13]. - The reliance on third-party suppliers for core technologies resulted in a "hollowing out" of Dazhuo's capabilities, undermining its goal of being a fully integrated technology provider [15][16]. - Internal conflicts arose from a misalignment between Dazhuo's technological aspirations and Chery's focus on cost control and short-term profitability [18][19]. Group 3: Organizational and Cultural Issues - Dazhuo's organizational structure suffered from a lack of clear responsibilities, leading to inefficiencies and conflicts between technical and production teams [24][25]. - High employee turnover, particularly among core algorithm teams, hindered project progress and led to delays in product launches [26][27]. - Cultural clashes between Dazhuo's innovative management style and Chery's traditional corporate culture created barriers to effective decision-making and collaboration [22][23]. Group 4: Strategic Shift and Future Directions - The formation of the new Chery Intelligent Center marks a strategic pivot towards practical applications of technology, focusing on L2++ level smart driving systems and abandoning the L4 Robotaxi ambitions [32][33]. - The new center aims to enhance cross-departmental collaboration and resource sharing, addressing previous inefficiencies [34][35]. - A stricter budgetary approach emphasizes return on investment (ROI) and requires clear commercialization timelines for projects, reflecting a shift towards accountability and financial discipline [36][37]. Group 5: Industry Implications - Dazhuo's experience highlights a broader trend among traditional automakers facing similar challenges in balancing technological innovation with market demands [39][40]. - The ongoing debate about self-research versus collaboration in the automotive industry underscores the complexities of developing autonomous driving technologies [41][42]. - The case of Dazhuo serves as a cautionary tale for other traditional automakers, emphasizing the need for a balanced approach to innovation and operational efficiency [43][45].

Core Insights - A survey by Shell reveals a growing reluctance among drivers to switch from fuel vehicles to electric vehicles (EVs), with this trend being more pronounced in Europe than in the US [4] - Current EV drivers report increased confidence and satisfaction, while interest among fuel vehicle drivers is stagnating or declining [4][5] - The survey indicates that 91% of current EV drivers are considering purchasing another EV as their next vehicle [7] Summary by Sections Survey Findings - 61% of global EV drivers feel less concerned about running out of charge compared to a year ago, and 72% believe the availability of public charging stations has improved [4] - Interest in EVs among fuel vehicle drivers has decreased, with US interest dropping from 34% in 2024 to 31% in 2025, and European interest declining from 48% to 41% in the same period [4] Cost Concerns - Cost remains the primary barrier to EV adoption, with 43% of non-EV drivers in Europe citing price as their main concern [5] - High vehicle prices in Europe, despite decreasing battery costs, along with rising energy costs and broader economic pressures, are affecting consumer purchasing intentions [5] Policy Support - 46% of gasoline and diesel vehicle drivers in the US support policies encouraging the phase-out of fuel vehicles, while the support in Europe is at 44% [9] - Support for such policies is contingent on EV pricing and charging infrastructure improvements [9] Charging Experience - Only 51% of European drivers reported improved reliability of public charging stations in the past year, compared to 74% in China and 80% in the US [13] - 78% of EVs driven in Europe are new, down from 82% the previous year, indicating growth in the used car market which may attract more consumers [14] Research Methodology - The survey involved over 15,000 drivers across nine markets, including key markets in Europe, the US, and China, conducted in March 2025 [18][19][20]

Core Viewpoint - The article discusses the environmental impact of electric vehicles (EVs) compared to internal combustion engine (ICE) vehicles, concluding that EVs are generally more beneficial for the environment despite some criticisms regarding their production emissions [4][41]. Group 1: Emissions and Environmental Impact - In cities with high EV adoption, air pollution has significantly decreased [5]. - Toyota's chairman, Akio Toyoda, claimed that 9 million EVs have the same emissions impact as 27 million hybrid vehicles, suggesting that one EV's pollution is equivalent to three hybrids [7][8]. - The production of EVs incurs a higher "carbon debt," with emissions of 11-14 tons of CO2 before they are delivered, compared to 6-9 tons for ICE and hybrid vehicles [16][21]. - EVs begin to repay this carbon debt once they are on the road, leading to lower overall emissions over time [17][18]. Group 2: Lifecycle Emissions Comparison - A study found that an EV needs to drive approximately 19,500 miles to offset its manufacturing emissions, which can typically be achieved within two years for an average American driver [21]. - Another study indicated that the break-even point for carbon reduction could be around 28,000 miles [22]. - The emissions from hybrids and ICE vehicles tend to increase over time, while EVs become cleaner as they are used [18][41]. Group 3: Regional Variations and Energy Sources - The energy mix in different regions significantly affects the emissions associated with EVs. For instance, states like West Virginia and Kentucky rely heavily on coal, while California and Texas lead in renewable energy [25][26]. - Even in less clean energy regions, EVs generally produce lower emissions than hybrids. For example, a Tesla Model Y in West Virginia emits 149 grams of CO2 per mile, compared to 177 grams for a Toyota Prius plug-in hybrid [29]. - In California, the Model Y's emissions drop to about 80 grams per mile, showcasing the benefits of cleaner energy sources [32]. Group 4: Future of Electric Vehicles - The article emphasizes the increasing share of renewable energy in the U.S. energy mix, projected to reach 43% by the end of 2024, which will further enhance the environmental benefits of EVs [25]. - Advances in battery technology, such as lithium iron phosphate (LFP) and manganese-rich lithium (LMR), are expected to reduce the carbon footprint of EV production [39]. - The potential for battery recycling could lead to a circular economy, minimizing the need for raw material extraction and further reducing emissions [37][40].