Core Viewpoint - Toyota Motor Corp. announced a cash offer of approximately 2.2 trillion yen (about 104 billion RMB) to acquire all shares of Toyota Industries Corp., marking the largest internal consolidation in Toyota's history and a significant privatization attempt in Japan [3][4]. Group 1: Historical Context and Structural Changes - The acquisition represents a historical reversal where Toyota Industries, a core supplier and second-largest shareholder of Toyota, is being fully acquired by its "child" company, Toyota Motor [4][8]. - This move symbolizes a transformation in Japan's corporate governance structure and highlights Akio Toyoda's efforts to dismantle the nearly century-old cross-shareholding system that has characterized the Toyota Group [4][8][12]. Group 2: Strategic Implications of the Acquisition - The acquisition is not merely a stock purchase but a strategic response to the pressures of industry transformation, particularly in the shift from traditional fuel vehicles to electric vehicles [10][12]. - By acquiring Toyota Industries, Toyota aims to gain direct control over critical manufacturing processes, enhancing supply chain transparency, production efficiency, and reducing external dependencies [12][14]. - The integration is expected to save approximately 15% in supply chain costs within five years, reflecting a shift from "alliance collaboration" to "vertical domination" in strategy [13][14]. Group 3: Governance and Market Reactions - The acquisition is seen as the final piece in Akio Toyoda's plan to "unbind" the Toyota Group, reducing cross-shareholding and increasing operational independence among group companies [17][18]. - Concerns have been raised regarding the transparency of the acquisition process, with investors criticizing the offer price as being below average premium levels for similar transactions [20][22]. - The move is anticipated to set a precedent for other large Japanese corporations, potentially reshaping corporate governance practices in Japan [22][23].

Core Viewpoint - The article discusses the challenges and complexities surrounding payment terms in the Chinese automotive supply chain, highlighting the inadequacies of recent policies aimed at improving payment practices and the persistent issues faced by suppliers in receiving timely payments [4][19][55]. Group 1: Policy and Industry Response - The China Automotive Industry Association released the "Supplier Payment Norms Initiative" to address payment issues, but the response from the industry has been mixed, with many suppliers still unaware of their rights and the mechanisms available for complaints [4][5][19]. - A survey revealed that nearly half of the suppliers were unaware of the complaint platform established by the Ministry of Industry and Information Technology, and 88.3% of those aware chose not to file complaints despite facing issues [5][7]. Group 2: Payment Terms and Practices - Most domestic automakers fail to meet the mandated two-month payment term, with suppliers reporting average payment periods of around six months, and some extending up to 2.5 years [7][9]. - The survey indicated that 76.5% of suppliers believe that the implementation of the initiative will be difficult, with many expressing skepticism about the willingness of manufacturers to change their practices [18][19]. Group 3: Supplier Experiences - Suppliers reported that smaller companies often face worse payment terms compared to larger firms, with 80% of small suppliers indicating payment periods exceeding six months [12][15]. - The payment methods predominantly used by suppliers include bank acceptance bills and commercial acceptance bills, with cash payments being rare [11][17]. Group 4: Variability Among Different Types of Automakers - Overseas and joint venture automakers generally offer better payment terms compared to state-owned enterprises, with foreign companies averaging a payment cycle of 56 days, while domestic companies average 168 days [30][31]. - Some suppliers noted that while certain state-owned enterprises have improved their payment practices, many private companies remain problematic, with 52.9% of suppliers expressing dissatisfaction with their payment terms [32][33]. Group 5: Structural Issues in Payment Processes - The article highlights a complex payment structure where the actual payment cycle can exceed nine months due to delays in invoice processing and acceptance [20][23]. - Many suppliers reported that the lack of transparency in acceptance processes and arbitrary changes to acceptance standards contribute to prolonged payment cycles [23][25]. Group 6: Financial Instruments and Their Implications - The use of electronic debt certificates (X-chain) has become prevalent, allowing automakers to extend payment periods while suppliers face high costs to access their funds [44][50]. - The article emphasizes that while policies exist to protect suppliers, the enforcement and practical application of these policies remain weak, leading to continued exploitation of suppliers by larger automakers [28][55].

Core Viewpoint - Leap Motor is redefining the concept of luxury in the automotive industry by offering high-end technology and experiences at an accessible price point, specifically through the launch of its flagship D19 model, which combines luxury features typically found in million-level vehicles with a price tag of 300,000 yuan [6][19][26]. Group 1: Product Launch and Technology - The launch event for the D19 marked the global debut of Leap Motor's flagship D platform, showcasing the company's decade-long commitment to self-research and development, which allows it to offer luxury technology at a competitive price [6][7]. - The D19 features six pioneering technologies, including a 80.3 kWh range-extended battery and a dual Qualcomm Snapdragon 8797 central computing unit, which provide advanced performance and safety features typically reserved for high-end luxury vehicles [21][23]. - Leap Motor's strategy emphasizes a "million-level experience at a 300,000 yuan price," challenging the traditional notion that flagship vehicles must be expensive [19][24]. Group 2: Market Positioning and Strategy - The automotive market has shifted from price wars to a focus on systemic competition, where companies are evaluated based on their platform capabilities, software upgrades, and supply chain integration [12][28]. - Leap Motor's approach targets two consumer segments: practical middle-class families and tech-savvy individuals who prioritize advanced technology without paying a premium for brand prestige [27][28]. - The company has achieved significant brand recognition, with a 30% increase in brand awareness and a 40% increase in familiarity from 2024 to 2025, indicating a successful establishment of its value proposition in the market [16]. Group 3: Competitive Advantage and Future Outlook - Leap Motor's competitive edge lies in its high level of self-research, with 80% of its workforce dedicated to R&D and 65% of its core components being self-developed, allowing for better cost control and rapid production [13][15]. - The D19's launch signifies a new chapter for Leap Motor, as it aims to fill the gap in the 300,000 yuan flagship SUV market while proving that luxury does not have to come with a high price tag [8][28]. - The company's model of providing accessible luxury through technological advancements could serve as a new paradigm for Chinese automotive brands aiming to penetrate the global high-end market [28][29].

加入轩辕同学 ， 成就新汽车人! 撰文 | 丁 晶晶 编辑 | 张 南 设计 | 甄 尤美 一场中美荷芯片战完全没有好转迹象。 2025年10月19日早上，安世半导体通过社交媒体发布《安世中国致全体员工》文章， 强硬表示两点意见： 其一，全体员工应当继续执行安世国内公司的工作指示。对于任何其他未经安世国内公司法定代表人同意的外部指示（即使通 过outlook、teams等方式传送），大家有权拒绝执行而不构成违反工作纪律或者法律规定。 其二，安世国内团队的工资、奖金及其他福利将继续由安世国内公司而不是Nexperia荷兰主体发放。安世国内有能力、有责 任、有意愿保障全体员工权益。 这一最新表态源于10月16日凌晨安世半导体中国收到总部通知将不再支付中国国内员工劳动报酬，并且当天早上公司系统权限 也被全面中断。 10月17日，安世半导体以全体中国员工名义向客户发出通知书，将这家全球功率半导体巨头的运营危机昭告天下。 它说："我们目前正遭遇无情且明显违背法律与道德底线的打压。中国市场已经被欧洲现任管理层抛弃。" 安世半导体荷兰总部表示已将这些指控报告给政府部门，并补充说该公司"仍然致力于服务其在中国的员工和客户"。 ...

Core Viewpoint - The article emphasizes the remarkable achievements of China's automotive industry, particularly in the fields of new energy vehicles (NEVs) and smart technology, highlighting its global leadership and the strategic importance of government policies in driving this transformation [5][8][20]. Group 1: Achievements of China's Automotive Industry - China's NEV production and sales have ranked first globally for ten consecutive years, with a projected market share of 38% by 2024 [15]. - In 2024, domestic NEV sales are expected to reach 12.87 million units, with a penetration rate of 40.9%, up from just 0.9% in 2015 [17]. - China has become the world's largest automobile exporter, with exports increasing from 1.08 million units in 2020 to an estimated 5.86 million units in 2024 [20]. - The number of NEV charging facilities in China is the highest globally, with over 17.35 million charging points expected by 2025, representing more than 70% of the global total [21]. Group 2: Underlying Logic - The development of NEVs is driven by energy security, environmental safety, and the automotive industry's significance to the national economy [24][28]. - The reliance on imported oil is high, with a projected dependency rate of 72% in 2024, prompting the push for NEVs to reduce this dependency [24]. - The automotive sector contributes approximately 6-7% to China's GDP, making it a crucial pillar of the economy [28]. Group 3: Top-Level Design - The Chinese government has established a "four-in-one" top-level design framework for NEV development, focusing on technological innovation, market cultivation, ecosystem construction, and infrastructure support [30]. - Policies such as purchase subsidies and tax exemptions have been implemented to stimulate early market growth [31]. - The "dual credit" policy has been introduced to balance the development of traditional and new energy vehicles [31]. Group 4: Realistic Foundation - China has maintained its position as the world's largest automotive market since 2009, supported by rapid economic growth and increasing consumer purchasing power [37][39]. - The historical contributions of joint ventures have built a comprehensive automotive supply chain in China, enhancing local capabilities [40]. - The complete industrial system in China supports the resilience and competitiveness of the automotive supply chain, with a domestic production rate of over 95% for key components expected by 2030 [41]. Group 5: Challenges and Opportunities - The automotive industry faces intense competition, leading to price wars that could undermine long-term technological competitiveness [45]. - Despite challenges, the industry is focusing on innovation and efficiency to meet consumer demands for smart and electric vehicles [46]. - China's automotive supply chain is highly integrated, allowing for rapid response and recovery during crises, such as the chip shortage in 2022 [46].

Core Viewpoint - The article discusses the evolving anxieties of electric vehicle (EV) owners, particularly focusing on the "charging anxiety" experienced during peak travel times, such as holidays, despite significant advancements in charging infrastructure in China [4][7][10]. Infrastructure and Demand - As of August 2025, China has 17.348 million electric vehicle charging points, a 53.5% increase year-on-year, with public charging facilities reaching 4.316 million, up 37.8% [10][11]. - The coverage rate of charging points in highway service areas reached 98% by the end of 2024, indicating a robust infrastructure [10]. - Despite the high number of charging points, the average ratio of EVs to charging points is approximately 2.5:1, which suggests a sufficient supply under normal conditions [10][11]. Holiday Charging Demand - During the 2025 National Day and Mid-Autumn Festival, there were 5.169 million charging sessions, with a total charging volume of 12.28732 million kWh, marking a 2.59 times increase compared to regular days [13]. - The proportion of EVs in daily traffic during the holiday reached 20%, a 30% increase from the previous year, leading to a surge in charging demand [13][15]. Supply-Demand Imbalance - The number of charging points in highway service areas is only 66,000, which is insufficient to meet the needs of 12.4 million EVs, resulting in a staggering ratio of 186:1 [15]. - The average utilization rate of highway charging points is only 5.44%, indicating a significant mismatch between peak demand and everyday usage [20][23]. Operational Challenges - The high demand during holidays leads to average waiting times of 1.5 hours for charging, compared to just 15 minutes for traditional fuel vehicles [20]. - The operational model of charging stations faces challenges due to the "tidal" usage pattern, where demand spikes during holidays but remains low during regular days, complicating investment and profitability [20][23]. Technical and Infrastructure Issues - Many existing service areas were designed for traditional fuel needs, limiting their capacity to support high-power charging stations [24]. - The cost of upgrading electrical infrastructure to support high-capacity charging is significant, often requiring extensive modifications [24][26]. Solutions and Innovations - Short-term measures such as "number calling" systems and charging efficiency improvements have been implemented to alleviate congestion [28][30]. - The government plans to build over 100,000 high-power charging stations by the end of 2027, aiming to reduce charging times significantly [31][33]. - The article highlights the potential of battery swapping technology as a viable solution for long-distance travel, with NIO providing over 1.9 million battery swap services during the holiday [35]. Conclusion - The article emphasizes the need for a multi-faceted approach to address the charging infrastructure challenges, including technological advancements, policy support, and consumer education to fully realize the potential of electric vehicles in transforming transportation [35][39].

加入轩辕同学 ， 成就新汽车人! 撰文 ｜杜咏芳 编辑 ｜ 黄大路 设计 ｜ 甄尤美 还记得小时候趴在窗边，看着马路上飞驰的汽车吗？那时的它们总带着一副 "天真模样"。 车头四角各嵌着两个圆滚滚的大灯，像一双双亮晶晶的大眼睛，透着几分憨态可掬，那是刻在几代人记忆里的经典前脸造型。 可如今再放眼街头，你会发现从硬派SUV到优雅轿车，甚至是一些休闲旅行车都早已换了"眼神"，变成了被大家戏称的"眯眯眼"。 曾经圆润的大灯不见了踪影，取而代之的是纤细如眉的光带、锐利如刀锋的灯组，它们或藏在保险杠高位，或与车身无缝相融，连光线都透着一股未来 主义的冷峻。 这场"眼神革命"的主角，正是当下席卷全球车企的分体式大灯。 今天，我们就来聊聊这场"眼神革命"背后的故事。 就是因为好看才做 不少人都有这样的疑问：好端端的车头灯，为啥非要"劈成两半"？ 或许大家会对此浮想联翩，为汽车制造商这么做想很多原因，其中最主要的一个就是：路上的汽车正在变得越来越"高"。 按照常理推断，这似乎会带来一个问题：大灯的高度也越来越高，这可能会造成眩光，并可能影响碰撞安全。 在美国公路安全保险协会（IIHS）等权威机构的汽车安全评分体系中，大灯眩光确 ...

加入轩辕同学 ， 成就新汽车人! 撰文 | W M AT E A 编辑 | 黄 大路 设计 | 张 萌 毫无疑问，2025年，中国汽车产业反内卷不仅在思想上达成共识，而且也开始有了一些令人憧憬的实际动作。 以"长期与短期"为主题，12月5日—6日 2025新汽车技术合作生态交流会 （World New Auto Technology Collaboration Ecosystem Summit 简称WNATCES 2025） 将在苏州隆重举行 届时，中国主流车企研发、采购领导人和相关负责人、供应链企业负责人、国内主流投资机构以及相关第三方专家将齐聚一 堂，主零面对面，行业交流、技术探讨、企业赋能、产业对接，持续构建新汽车技术合作生态圈。 十年磨砺，再启新程 然而，我们也不能不承认，笼罩在整个中国汽车产业身上的沉重焦虑感并没有散去，有时候，反而浓得散不开，变成了一种无 力的虚无感。 短期内的生存与博弈，长期中的布局与超越，构成了中国新汽车产业在未来十年中最关键的平衡考题。 对于大多数零部件企业而言，订单似乎越来越多，利润却越来越少；亏本的项目越来越多，价值创造却越来越稀薄。"干还是 不干"，已经不是选择题——不 ...

Core Viewpoint - The 13th Xuanyuan Award has officially launched, recognizing 40 nominated models, emphasizing its independent evaluation system and the importance of maintaining high standards in the automotive industry [5][9][15]. Group 1: Award Overview - The Xuanyuan Award has been a significant event in the Chinese automotive industry for 13 years, known for its unique perspective and rigorous standards [7]. - The evaluation process has shifted from a self-nomination system to direct nominations by the evaluation committee, enhancing the credibility of the award [9][11]. - The award aims to highlight the importance of innovation and user experience in the automotive sector, with a focus on sustainable development [16][18]. Group 2: Nominated Models - The nominated models for this year are all domestic vehicles from both Chinese and foreign brands, scheduled for delivery between November 2023 and October 2024 [10][11]. - Among the 40 nominated models, SUVs dominate the list, accounting for 57.5%, followed by sedans at 35% and hatchbacks at 5% [10]. - Notable nominations include the new Volkswagen Sagitar L and the new Lavida L, which are expected to represent traditional fuel vehicles in the market [9]. Group 3: Evaluation Criteria - The evaluation criteria for the Xuanyuan Award include five dimensions: dynamic control, static perception, scenario adaptation, intelligent cockpit, and combined assisted driving [15]. - The evaluation committee consists of 13 members, blending academic and practical expertise to ensure a comprehensive assessment of the nominated vehicles [15][16]. - The final award ceremony is scheduled for late December 2025, during the Xuanyuan Annual Gala [18].

加入轩辕同学 ， 成就新汽车人! 撰文 / 杜咏芳 编辑 / 黄大路 设计 / 甄尤美 华尔街的高管们最近可能被一家汽车零部件巨头搅得心神不宁，甚至辗转反侧难以入眠。 而让他们如此牵肠挂肚的，正是曾在行业内风头无两的First Brands。 First Brands由马来西亚出生的商人帕特里克·詹姆斯（Patrick James）创立，总部位于俄亥俄州。 该公司最初名为Crowne Group。2020年，詹姆斯将公司更名为First Brands Group。 First Brands旗下拥有约25个不同品牌，包括Trico雨刮片、Fram机油和空气滤清器以及Raybestos制动部件，业务遍及五大洲，是全球汽车后市场中不容 忽视的力量。 据标普全球评级的数据显示，仅去年一年，First Brands的营收就高达50亿美元。 汽车网站CarBuzz曾一针见血地指出："如果你的车已经使用了10年，那么车上很可能早已装着First Brands旗下品牌的零件。更重要的是，这些零件的价 格往往只有汽车经销商售出的原厂配件的一半。" 然而，在看似风光的表象之下，暗流早已无声涌动。9月28日，First Brand ...