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From joint ventures to joint innovation: Why global autos look to China_我的网站
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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.
。 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。国家队选帅这件事终于尘埃落定，此刻你的感受如何心情非常舒畅，过去几周，外界一直在热议谁会成为荷兰队下一任主帅。
二 | 如今大局已定，我们也在今天正式对外公布了完整教练班子，我由衷感到高兴。对于最终结果，哈维出任国家队主教练，搭配他的整套教练组，你满意吗我非常满意，首先看整个教练团队的人员构成，当然核心是主教练本人。哈维是一名极具野心的教练，深度扎根于荷兰足球文化。尤其上一届世界杯结束之后，我们备战下一个周期，这正是我们苦苦寻觅的特质。球员时代他就具备的特质，如今转化到教练岗位：主导式的足球风格、侵略性、比赛激情，追求控球，整体打法充满统治力，我们非常开心能够签下他。组建团队的时候，我们寻找能够理解、互补主教练的助教。最终我们确定一套混合配置，既有他十分信任的西班牙籍教练，也配备荷兰本土教练。他的亲弟弟也进入教练组，这算是荷兰足协的一个“传统操作”了确实算是，兄弟二人的配合模式非常关键，二人性格特点互补，互动很有看点，是很不错的组合。同时这套班子也要和荷兰本土助教形成良好化学反应。结合我们和萨维本人的沟通，了解他对团队的诉求，最终搭建出这套很不错的教练组。让范尼斯特鲁伊与洛德韦克斯继续留任，这个决定对你来说顺理成章吗？要知道，世界杯的成绩并不算理想，二人当时就在教练组对我而言这是合理选择，审视二人带给国家队的价值。先说范尼斯特鲁伊，不管是球员还是教练身份，他都证明过自己。世界杯备战阶段他起到关键作用，尤其擅长进攻线训练，一对一球员训练能力出众，在队内拥有威望，熟悉荷兰足球环境。而且他会西班牙语，这一点也非常加分，方便团队沟通。帕特里克・洛德韦克斯拥有多年门将教练经验，能够把过往的经历很好地传递出来。助教的考核标准，会和主教练不一样吗？说回罗纳德・科曼，世界杯出局之后他自己主动表态“我的任期到此为止”。如果他本人愿意，你会让他继续留任吗我们事先就明确了整套工作流程，也和科曼充分沟通评估节点。
三 | 我们当初约定，目标打到世界杯，世界杯结束之后再做整体评估，没有设置中途下课的选项。现实是世界杯的结果不尽人意，因此我们开展全面复盘评估，不光和科曼本人，也和全部教练组成员沟通，综合评判继续合作的基础条件。也就是说，你其实不需要去回答“他能不能留下”这个假设，因为是科曼自己主动选择离开没错，最后一场比赛结束，他就主动找到我，表达了不想继续执教的想法。我完全理解。遭遇淘汰，所有人满心失望，他选择体面退场，我认为这是值得尊重的做法。回头看世界杯最后一周，对阵摩洛哥的出局之战，当时我们简单聊过，所有人都无比失落。现在再回望，是什么感受失望依旧挥之不去，我们当时设定了很高的目标。对阵摩洛哥的失利、惨遭淘汰，苦涩的感受直到现在还在。但换个角度，我们已经走完新帅遴选流程，确定新的考核标准、目标与工作条件，为欧国联，也为未来世界杯铺好道路，这是一件好事。寻找新帅的工作，是那场出局比赛当晚就启动了吗是的，出局之后，你就能预感到接下来将要发生什么，尤其是科曼的帅位。正如刚才所说，科曼主动提出离职。我立刻启动预案，草拟潜在主帅候选名单。作为技术总监，这种B计划必须提前在脑中有所规划，否则就是履职失职，所以马上切换进入选帅工作。
四 | 这里就要聊到外界的争议，之前你公开表态：我们全力押注科曼，世界杯之前不会准备他下课的预案，不会私下接触其他教练。事后你有没有后悔？很多评论认为，如果当时就私下接触彼得・博斯，或许现在就能把他请到国家队。你有没有反思过，当初的做法是否欠妥？我并不后悔，我们提前做出非常清晰的抉择，必须尊重科曼当时的主教练身份。
五 | 我们当初的共识：如果世界杯取得成功，就继续携手合作。荷兰女足的前车之鉴有没有影响你的决策？当时女足队伍在大赛还没结束就提前公布继任者，引发不少风波，这件事会不会让你行事更加谨慎那件事没有对本次选帅造成影响，已经是过去的事情。我的脑子里确实预备了B方案，这是我的本职。但是私下接触候选教练，就违背了我们和科曼达成的约定，这种事我绝不会做，我恪守了这份承诺。也就是说预案存在，但没有私下喝咖啡会谈。很多人批评，如果你提前行动，博斯现在就已经是荷兰主帅最终选择权掌握在博斯本人手上，那个局面并没有发生。我平时会走访各家俱乐部，和大量教练、体育主管交流，对整个荷兰足坛的动态足够了解，但我没有开展那种私下密谈。不谈博斯，哈维是你十分欣赏的教练类型对吧？外界也看得出来，会不会荷兰足协本身就根本不考虑彼得・博斯首先我要澄清，我非常认可博斯，他是优秀教练，人品也很好，去年我们也有过数次交流，问题不在于他本人。我们筛选候选人有三条硬性标准：个人特质、执教能力、可就职时间。在本次选帅周期，他不满足“可就职”这一条。我们筛选市场上可供选择的教练，整理候选短名单，基于名单开展深度面谈。
六 | 很多人会假设，如果更早出手，本可以让博斯腾出时间接手国家队，你怎么看待这种“如果当初”的讨论这类事后假设没有实际意义。这段时间，舆论对你本人铺天盖地的批评，大量不实传言，你是如何承受的了解我的人都知道我抗压能力很强，媒体上流传大量虚假信息。荷兰国民对国家队投入巨大感情，荷兰号称拥有1800万国家队主教练，每个人都觉得自己知道最优解，这点我完全理解。但我和足协同事坚持既定流程，恪守我们的理念。足协给予我空间贯彻这套思路，这就意味着不必对每一篇报道都去辟谣或者证实。一旦频繁回应舆论，就会打乱工作流程，被迫修改既定思路。流传过最离谱的不实消息是什么我甚至记不清具体哪一条，大量虚假说法，不光针对我，也波及参与选帅的工作人员，比如雷齐格，他在这场风波中名誉受损。我认识雷齐格已经三年，共事三年。
七 | 他意志坚定，执教能力出众，完全具备成为国家队主帅的资质。面对舆论他始终保持低调埋头工作，不在媒体发声。
八 | 球迷可以评判他是否适配岗位，但针对他人格的攻击，实在让我内心难受。
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