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再战纯电,他们与理想共进退
2 1 Shi Ji Jing Ji Bao Dao· 2025-08-22 11:27
Core Insights - The article discusses the recent launch of the Li Auto i8 and the subsequent adjustments made to its configuration and pricing, highlighting the importance of supply chain management in the automotive industry [2][5] - Li Auto's strategy involves deep collaboration with suppliers, emphasizing trust and mutual understanding, which has been crucial during challenging times [7][9] - The company has invested significantly in R&D, amounting to 2 billion yuan, to adapt its product line and ensure timely delivery despite delays [6][18] Group 1: Product Launch and Adjustments - The Li Auto i8 was officially launched on July 29, with a subsequent adjustment to the i8 MAX as the standard configuration at a unified price of 339,800 yuan, while the Pro model was canceled [2] - The i8's launch faced delays due to previous product issues, leading to a redesign and a one-year postponement for the pure electric model [5][6] Group 2: Supply Chain Management - Li Auto's supply chain management is characterized by a high level of collaboration with suppliers, including regular "co-creation meetings" to align strategies and expectations [10][11] - The company employs a Parts Supply Management (PSM) team to provide detailed forecasts and production plans to suppliers, ensuring transparency and alignment [12][13] Group 3: R&D and Innovation - Li Auto has focused on self-research for core components, such as the rear drive motor for the i8, to enhance product efficiency and integration [18][19] - The company has established a joint venture for semiconductor development, aiming to create specialized components that meet its performance standards [19][20] Group 4: Quality Control - Li Auto maintains a stringent quality control standard, aiming for a failure rate significantly lower than industry norms, with a target of 0.2 failures per 10,000 units [21][22] - The company emphasizes a culture of thorough understanding and quality assurance in its operations, which is reflected in its partnerships with suppliers [20][21]
21深度|再战纯电,他们与理想共进退
2 1 Shi Ji Jing Ji Bao Dao· 2025-08-22 10:46
21世纪经济报道记者 易思琳 北京报道 7月29日,理想i8正式上市,但不到一周,理想调整配置,官宣将i8 MAX作为标准配置、全国统一售价33.98万元,同时取消了 Pro车型。 从1万台到近137万台,从增程到纯电,这不是供应商第一次陪理想度过特殊时刻。 2022年,疫情期间,为了保证理想L9上激光雷达的供应,当时禾赛科技有近40位工程师自发驻扎到工厂,连续住了近3个月。最 终,理想L9实现上市即交付,交付第一个完整月就已经实现了交付破万。 新品发布后,供应链是决定车企胜负的"隐形战场"。但一辆汽车由万个零部件构成,牵一发而动全身,保供并不容易。多款新 势力的明星单品都曾经历过保供难题。 做到上市即交付,理想靠的不是侥幸。海豚投研曾做过统计,如果车企严格执行60天的应付账期,在公司现有的现金流状况 下,既能完全覆盖应付缺口,同时还能用一定现金剩余来应对日常的经营,无需额外债券或者股权融资的情况下,安全边际最 高的车企是理想汽车和特斯拉。 理想如何管理供应链?当突如其来的调整到来时,理想和供应链企业之间如何做到如此高度同频?4天5个城市,我们走访了6家 企业,试图找到理想管理供应链的方法论。 01 纯电延期 ...