Whether the ensuing anti-dumping investigation can ultimately suppress the growth enthusiasm of Chinese auto parts companies and the vigorous ambition of global expansion? After reading the past of the development of auto parts in China, we can understand their future.
For the overseas journey of Chinese auto parts companies, 2009 is a memorable time.
The ensuing anti-dumping investigation conveyed the message that in the process of globalization, this journey is difficult to smooth.
Even so, another signal from the auto parts manufacturers in developed countries, hit by the economic crisis, is that some star companies are making alliances with Chinese auto parts makers to expand their market share in the global auto parts business. At the same time, large automakers around the world are importing more and more components from China. In the past, China’s auto parts suppliers were once considered to be lacking in experience to become suppliers to global automakers. As China has gradually emerged as the world’s largest auto market, the domestic parts suppliers’ market has also expanded, which enables them to form economies of scale. Chinese suppliers that have made progress in terms of quality and sophistication have also been able to scale up at lower costs and acquire underperforming companies to further improve their own technology.
Roland Berger said that from 2004 to 2008, the size of China's spare parts industry has increased by about 30%, and it is estimated that by 2015, the industry's size will increase from about RMB 950 billion in 2008 to 2.5 trillion yuan. The proportion of exports of parts and components produced will increase from the current level of about 25% to 30%.
However, the fact is that China's auto parts industry is not affected by the global economic crisis. Due to the decline in domestic and foreign demand in the second half of last year, some companies withdrew from the market due to liquidity problems. Research shows that the U.S. exporter’s U.S. export revenue in 2008 decreased by 10% compared with 2007.
The economic downturn, the sudden emergence of Chinese companies, the rapid recovery of the domestic market, the heavy blow to international suppliers, and the shift in the focus of global automakers are all objective factors that have caused Chinese companies to remain active. But fundamentally, this is an adaptation of the Chinese enterprises to twists and turns over decades. As for the economic trend, no matter whether it is a task or its own needs, it is increasingly becoming a routine measure for enterprises to seek opportunities to grow.
From this point of view, the development of parts in China even precedes the development of vehicles.
One argument is that China will have the most complete industrial chain due to the collapse of large and small suppliers in developed countries.
China’s self-renovation of vehicles seems to be a kind of extravagance. Among the 156 major industrial construction projects, the establishment of a comprehensive cargo vehicle manufacturing plant was quickly put on the agenda. After the heavy responsibility of "three-year repair" was issued, FAW built a car to build a car at the same time, an even more arduous task - supporting the liberation of cars is also carried out simultaneously.
“Imagine? China's first self-restraint rate for liberation of heavy trucks has reached 75%, and we only spent three years.†Rong Huikang, the current deputy director of the China Association of Automobile Manufacturers Committee of Experts, personally experienced that kind of pride.
When China decided to start production of its own trucks, the former Soviet Union sent the first set of parts and blanks needed for the car and participated in the construction in person. However, it is obviously unrealistic to transport more than a thousand parts of automobiles. The even more daunting task of the automaker is to make its own parts. This seems to be an impossible task for China, which has a weak industrial base and has never had experience in building a car.
"At that time, everyone was buzzing in their hearts. The word "impossible" didn't even think about it."
Just after entering the factory, the 22-year-old Rong Huikang was transferred to FAW Forging Works to make forging dies, such as engine crankshafts and connecting rods. He also clearly remembers the scales on the drawings. According to the paintings and scoops, those parts were created one by one.
The large factory area of ​​1.5 million square meters can be described as "small and complete." All people are concentrated, for example, the piston ring of the engine is a work section, and the piston is another work section. With the expansion of the scale, parts began to be differentiated into plant areas. The first component factory that Rong Huikang identified in the past was the annex plant in the original Japanese Helium Plant in 1959, and gradually developed into a FAW radiator. head office.
In addition to the major towns led by FAW Changchun, Changsha, Beijing and other places have also received the task of supporting FAW. Rao Da, the son of Rao Bin, a former FAW plant manager, recalled that eleven types of parts, such as carburetor and bearing steel belt, were arranged in the predecessor of BAIC Automobile Factory in Beijing, and there was also a project in Changsha Automobile Electrical Factory, which was mainly used as a starter. , generators, coils, etc. The other standard parts are mainly purchased from Shanghai and across the country. It is better to teach them to fish than to teach them. According to the Sino-Soviet agreement, China has gone to four batches, and about 800 people have gone to the Soviet Union to conduct professional studies. Later, these people became the backbone of the Chinese auto industry and played a significant role in promoting the development of China's industry.
On July 14, 1956, the first batch of 12 domestic liberation-brand trucks rolled off the assembly line. People seemed to have surrounded the interior of the car with three floors. Rong Huikang was particularly excited because some of the important parts on the cars came from his hands.
"There is a mat for FAW. The self-restraint rate of FAW is even higher than that of FAW," Rao Da told reporters.
“The former Soviet Union did make a breakthrough in the Chinese auto industry, but its extensive spare parts production model also has a profound impact on the Chinese auto industry in the future.†said Wang Hong, a senior researcher at Ipsos, an international authoritative market research company. If the original liberation of FAW was transferred from the Soviet Union intact, it would be no problem to make only local changes. However, such professional plant imitation has been used in the future, and it is certainly not feasible to use it in the production of cars. The entire process of manufacturing the three parts of stamping, welding and painting is the most complex. The “2mm project†abroad requires continuous improvement of each link to achieve stable quality and quality. It is not difficult to understand why foreign manufacturers can generously sell simulation systems to us without worrying about our maintenance. For many years, domestic companies have not gone through the manufacturing process to accumulate data. The simulation platform is just a castle in the air and there is no way to build its own development model.
[next]In the past, many people always thought that trucks were large and heavy and were not easy to build. However, after really starting to build cars, they learned that various parts and components are much more difficult than making trucks, mainly because the sophistication of car parts is much greater. This is a new challenge for China, which just tried to make a truck.
When we witnessed the 1958 unforgettable 33-day National People’s Congress, we have a question: “At that time, we spent only 33 days trying out a red flag sedan, which was similar to Toyota’s 1956 level. Even more difficult?"
In June 1958, FAW received a new mission: to create the first batch of cars in New China to participate in the 1959 celebration of the 10th anniversary of the National Day, and were reviewed. The supporting system for cars and trucks is obviously different, and the time is so tight that it cannot be done according to conventional methods. At that time, FAW leaders decided to split a Chrysler sedan as a prototype vehicle and let the parts go by itself, allowing the factory to select the technicians themselves to choose what they could do to research and manufacture. At that time, Rong Huikang chose a connecting rod forgings, and Jiang Zemin, who had a lot of research on electrical appliances, chose generators and starters.
At that time, the manufacture of radiators was a special process, and it took more than half a year according to the formal methods. This kind of method was dispersed to various manufacturing units, designers, engineering technicians, and leading cadres to discuss how to re-try the system. The process took the first red flag prototype in more than a month.
It is the difficult problem of the automatic transmission that they have encountered. According to Meng Shaonong, an automotive expert who worked at Ford Motor Company in the United States and who was one of the chief engineers of the company, FAW decided to install a manual transmission on the double-row seat of the Hongqi Auto Group at the same time as it does not have the conditions for producing automatic transmissions. Transmission research. After five years of efforts, the initial clearance in 1965. However, due to the small volume of production of the Hongqi sedan, the kind of automatic transmission is also difficult to guarantee quality, so it was discontinued with the suspension of production of the old Hongqi.
Because the red flag car was headed for the head, the final scale was 300 cars per year. Small batch production makes the body manufacturing another difficult problem. Can not use the large punch can be used in large punching machines, large-scale die equipment, can only use sheet metal, when the best gold sheet metal craftsmanship was Shanghai workers, the factory also specifically recruited a group of senior metalworkers and painters.
The fate of this car changed in 1982. At that time, because of the serious losses, the competent authorities requested that the “red flag†be discontinued. Because of the small batch size, the kind of automatic transmission can hardly guarantee the quality and it is also discontinued.
It was not until 7 years later that this "political car" turned to "commercial vehicles" before it resumed production.
40 years later, in 1999, at the 50th annual military parade in Daqing, Jiang Zemin, the then chairman of the country, designated the old Hongqi as a military parade vehicle. At that time, Rong Huikang was the director of the Beijing FAW office. After seeing the old red flag of Jiang Zemin passing by in Tiananmen Square, Rong Huikang’s eyes were moist: “The feelings of these people on FAW and the Red Flag are difficult to understand for many people.â€
In a joint venture with Volkswagen, Santana has experienced a difficult localization process. The success or failure of Sino-foreign joint ventures lies in the ability to achieve localization. Otherwise, it can only rely on imported parts to become an agent for foreign companies. After six years of painstaking training, our localization rate has seen a big improvement. The real domestic supporting system that it has cultivated also has an excellent situation in which China’s autos “plant trees with their predecessors and cool down with their descendantsâ€.
Is it possible to drop the pie in the sky? After Shanghai failed to cooperate with the United States and Japan, German Volkswagen immediately sent the latest product that they put into production in 1983 - the economical car Santana that suits China's needs, and Volkswagen also agreed to back-selling 80,000 yuan. Taiwan’s “short engine†and purchased 140,000 U.S. dollars of abrasive tools from Shanghai to ensure the basic balance of foreign exchange in China at that time.
These seemingly great things have gone extremely hard. As early as in the negotiation period, the German side insisted that all parts, components and raw materials supplied by China must be verified and approved by the public company and reach its standard requirements before it can be used. This point, the Chinese side also promised to be very determined, because only in this way can we ensure quality. Otherwise, the purpose of the introduction will fail accordingly.
Although Shanghai was the most important production base for auto parts in the country at that time, it was built on the level of the 40s to 50s of the 20th century. Once it was demanded by the level of the 1980s, the natural gap was far away. This time became the heart of the country’s artificial vehicles. Jiang Zemin, the mayor of Shanghai, Zhu Rongji, the deputy director of the State Economic Commission, and Rabin, the chairman of the former China National Automobile Co., Ltd., all personally came out to grasp the localization of Santana. Obviously, as long as this is done well, "Bull nose", the overall level of the Chinese auto industry has gone up.
Li Jianan, currently the general manager of Futian Environmental Protection Power, was the chief designer of the Guizhou Yunque mini vehicle at that time. Among the tasks for supporting Santana, one-third were specifically assigned to the military-to-civilian enterprise. Guihang was then a military industrial enterprise and was responsible for quality. The requirements are relatively high and they are easy to be recognized, so they quickly got their qualifications.
Li Jian'an recalled that at that time it was really a self-made. In the beginning, they were sub-fabricated by the factory. Seventeen or eight factories were set up around Santana's factory area. They were from water tanks, exhausts, lamps, carriages, switches, and electrical appliances... “The automobile and aircraft industries are the same. Forty-six of the six enterprises and institutions are professional factories. We take Santana's components and go back to engage in research and development ourselves.†Li Jian’an said that not all parts and components are understood, and the first stage of digestion and absorption It takes a lot of effort.
It took three years for Santana to reach a localization rate of 2.7%, which means tires, radios and batteries, and these parts. On the one hand, the research of the company is very bitter. On the other hand, the slow progress of localization is also related to the fact that the German side has established a strict card. Zhu Rongji, who was the mayor of Shanghai, personally came forward and asked the German side to formulate a timetable for localization. The two sides share the responsibility and complete the deadline.
It was also in 1989 that Santana was fully put into production, and the localization rate was only 31.04%.
However, it is precisely this step-by-step running-in that a large number of components and components that are technologically advanced and superior in equipment are being formed. “Santatana is the first joint venture in China. Although Volkswagen strictly monitors the quality of parts and components, it is a great leap forward for Chinese parts and components.†Li Jianan said that these parts and components plants are not only for Santana cars, but also for future production. The Passat, Polo and Shanghai Buick high-end cars complement the localization rate by 40%. At the same time, it also creates conditions for the matching of other models across the country.
So far, the idea of ​​SAIC Group is that when the parts and components industry is strong in one place, the corresponding automobile manufacturing will be easier.
This was verified by the subsequent practice of car repair. Then SAIC completed the construction of a number of large modular component supply systems such as chassis, powertrain, and air conditioning.
To achieve mass production, a small workshop-style operation mode certainly cannot meet the needs of future expansion of production. To keep a brand, it is necessary to take a unique path of development. The engine must win the world. When the technology is inferior to people, take the market for technology. feasible?
[next]
In July 2009, two self-developed high-tech CA6GV gasoline engines and CA4DD diesel engines independently developed by FAW Group were successfully ignited at the technical center. This marked that China’s mid-to-high-class passenger car gasoline engine and high-end light vehicle diesel engine have been independently developed and developed. New level. Apart from the excitement, people recalled the controversy surrounding the introduction of the 488 engine 24 years ago.
Should the market change technology be supposed to go this way? In fact, this kind of dispute began as soon as Santana was introduced. In 1985 when FAW decided to introduce the US Chrysler 488 engine production line, this debate once again became the focus.
Opponents believe that investing 330 million yuan to build a production line with an annual production capacity of 150,000 vehicles, the engine produced is a second-hand goods, although the use of cars for cars is already lagging, and even if light commercial vehicles reach an annual output of 60,000 vehicles, There is still 60% of capacity going short.
Opponents believe that the production line was previously used in the Dodge 600 sedan, as long as slight modifications can be made to the light-duty trucks that FAW was developing at that time and the need to develop cars in the future, the strategic significance of the introduction is still quite obvious.
"It was very difficult to develop an advanced engine product at that time." Rong Huikang, deputy chief engineer of FAW, certainly understands this principle. An outdated production line, sold as second-hand goods, is relatively inexpensive. And Chrysler’s intentions are not in the production line, but in the Chinese market. FAW is quite clear on this point. It is not as good as “Large fishing.†Its real intention is not only to purchase a production line, but also to include the production technology of the engine. Through this model, the level of the old light vehicle will be greatly increased, and the cost performance will be improved.
At that time, the purpose of FAW was very clear. The introduction was only the first step. The important thing was to take a unique development path, that is, “open cooperation, independent developmentâ€â€”“products, processes, mechanisms, talentsâ€. .
However, further negotiations with Chrysler eventually broke down and FAW began to decide to put Bao on itself.
In the world market, the engine as the core technology is occupied by the three R&D clubs in the developed countries. They are the Mercedes-Benz of the “experienceâ€, the Deutz of the “Strength†and the Austrian AVL of the “Academyâ€. FAW finally chose the world famous Austrian AVL company. Of course, at the beginning of R&D, their “autonomous knowledge†content was not high. In the cooperation between the two parties, the leading company is still AVL. However, Li Jun, the chief engineer of FAW Technology Center, and his team have cooperated with AVL for 4 years. The wings are getting fuller.
Today, Chen Changping, the director of the Armaments Department of the Automotive Engineering Society, recalls the scene at that time and still feels very much. He said: "Coldly think about it. If we did not take this first step, we still remain in the era of knocking and building cars. How can there be 12 million vehicles today?"
From the end of the 20th century to the beginning of the 21st century, international giants have successively arranged in China, and the international competition at the entrance to the house has begun to haze. It is difficult to imagine how difficult it is for a group of leaps to lay down the first pile on the beach. Whether it is copying or plagiarism? The inability of the R&D link to have to take the short cut of “imitation†seems to have hindered even devastating forces after a certain period of development.
2009 has a special significance for Great Wall Motors. Following the launch of the VVT ​​all-aluminum engine at the beginning of the year, Great Wall Motor once again challenged the technical heights, and "equipped" the Great Wall of the CVT Promise Transmission. This success is not easy. Previously experienced all kinds of embarrassment, now independent brands began to attack the core technology.
In fact, self-owned brand cars want to be able to make a difference in core technology at birth. In October 2005, Chery introduced a new engine that was manufactured by Europe's leading technology. This is Chery's formal implementation of brand management on core components, marking the birth of the first engine brand that belongs to China.
In 2002, the MR479Q engine bearing Geely’s dreams went offline in Ningbo, successfully replacing Toyota’s 8A engine, and re-developed a successful CVVT engine four years later.
Today's results are the result of reverse research and development, but this approach has been criticized before or even now. At the beginning, the main imitation was in appearance and trademark, which caused the independent brand to suffer a lot of losses and was troubled by infringement lawsuits. Chery's QQ has formed a single product to beat the world's scenery, but it is difficult to escape the rush of General Motors.
Geely and Chery shared common problems. Geely sold 47,000 units in one sale in 2002. The profit was nearly 100 million yuan. Just when it was full of hope for the future, Geely received a summons from the court on the grounds that it violated Toyota’s Trademark rights. Although this lawsuit ended with the victory of Geely, it made Li Shufu have a new idea.
In fact, at the beginning of the lawsuit, Li Shufu realized the seriousness of the problem, and it seems that building a car is not like the “four-wheeled guy†described by Li Shufu. Since it is building a car, it must have its own core technology. It is easy to talk about, but it will be even more difficult for private enterprises with no background, no technical resources, and no strong economic strength.
“We don’t know when it’s a time of victory. We see and can only do the constant investment, investment, and investment. We only know that only in this way there may be tomorrow.†Although it has made great progress, Great Wall Motor President Wang Fengying still feels worried.
From the imitation of appearance and trademarks to the reverse R&D of core technology, this turn of independent brands has been resolute and thorough. “Imitation and learning are not shameful. From a historical point of view, the rise of self-owned brands has undergone a process of reverse research and development.†Rong Huikang told reporters that this purchase-decomposition-imitation method is not only time-consuming. Less, low input and quick response to the market. Looking back at Japan 40 years ago, South Korea 20 years ago, they also relied on reverse R & D to achieve today's achievements.
"Of course, imitation is not our ultimate goal." The thinking of Wei Jianjun, chairman of Great Wall Motors, is that in the struggle of national brands and multinational corporations, it is only satisfied with the simple assembly of auto parts. It is far from enough for the rapid development of the Chinese auto industry. What we are doing now is, like Japan and South Korea, accumulating a large amount of model data through reverse research and development, so as to prepare for more positive and positive R&D in the future.
With the globally popular new energy vehicles, we can really stand on the same starting line with the international giants? The design and development of the three traditional automotive technologies of engines, transmissions, and chassis We have a gap of 15 to 20 years between Europe and the United States. The automotive industry as a system project, each car has tens of thousands of parts, the future of the car industry will be more reflected in the body parts.
"We cannot catch the opportunity to send us to the door. How can we go out?" So far, Chen Changping has not forgotten such a story. In 2007, Chen Changping, a friend of Ford Motor Company, found him to help him. Ford wants to invest a $2.6 billion component purchase order in China and hopes to find the right supplier in China. After Ford’s own selection, it’s difficult to complete even $100 million. Chen Changping asked them to issue a list and asked Rong Huikang to select the parts factory in the country for support. Rong Huikang has gathered foreign resources and domestic automobile engineering institutes and other forces, and can only finish 200 million U.S. dollars. “We have tried our best to pick out the few parts factories that can finally meet the requirements.†Chen Changping said helplessly. In the end, things are not going away. They are still matching abroad.
From a production perspective, in 1980, the country could produce 223,000 vehicles, and this year it has reached 12 million vehicles. "After we made the first car, will the automobile industry be able to go from a big country to a strong country? Those who engage in cars like me will be uneasy. If it is only a big country, it will only be a cheap labor force and an end factory." Chen Changping's words are full of worries. .
With the increase of foreign manufacturers and domestic cooperation, under the trend of globalization, Delphi, Visteon, Denso, Bosch and other international component suppliers have entered. These world giants first occupied the high-end spare parts market. In high-tech areas such as automotive electronics and engines, foreign-controlled companies accounted for more than 90%. The economist, Lang Xianping, believes: “The reasons behind this phenomenon urgently require our vigilance and deep thinking, that is, the stability of high-end parts and components is more demanding. Therefore, our gap is also greater, and the requirement to fill this gap will also be met. higher."
In the low-end accessories, the gap still exists. Taking the cylinder pad in the engine as an example, the error of the imported thickness is within 1%, and the domestic error will reach 5%. 5% is a sign of extreme instability. If the cylinder pad is too thick, it will wear out easily and cause air leakage and oil leakage. This is not difficult to explain why the domestic accessories will leak from thousands of kilometers to tens of thousands of kilometers and need to be replaced, and the original can be used normally after hundreds of thousands of kilometers. "In the first round of core competitiveness competition, China's auto industry has lost at the starting line." Lang Xianping said.
In addition, the upsurge of new energy has swept the world. It is changing from an unstoppable “mirage†to a goal that China’s auto industry is striving for. China, of course, hopes to take this opportunity to transform itself into an automobile powerhouse, and international giants can stand On the same starting line. “But internal combustion engines will not withdraw from the stage of history in at least 20 years. How will China's automobiles stay competitive for the next 20 years? We will both target foreign advanced technologies and track and study new energy vehicle R&D and traditional automobiles. The performance of spare parts is not as good as foreign ones. This is a normal phenomenon, but only learning and imitating without innovation, our steps are no longer a bit bigger and faster, and they are not as good as the key core technologies, which will affect the future. Industrial competition, without changing this situation will inevitably be subject to the people." Rong Huikang in the phrase.
The old man who went through the construction of FAW and had 1 million cars off the assembly line was still paying attention to the development of the Chinese auto industry and offered advice and suggestions in the year of Lianjia. The country is drafting the “12th Five-Year Planâ€. How to develop new energy vehicles is a matter that Rong Huikang has always been thinking about. As the author of the plan, he does not want to advocate this trend, “from the Chinese style development to the globalization of the future. , China's auto parts industry is about to start a new long march. We must take solid steps at every step."
In the world auto arena where the crowds gather, young Chinese auto parts companies are experiencing the test of internationalization: how to complete the transition from ancillary to protagonist.
The trade war between China and the United States has not yet come to an end and new anti-dumping lawsuits will no longer come. In the past year, Chinese auto parts manufacturers seem to have become accustomed to this. But no matter what kind of unfair treatment, people have to admit that these tests from globalization are pushing Chinese companies to the high end. Obviously, in the process of internationalization, China's spare parts companies are gradually emerging from the status of vehicle manufacturers and returning to their origins.
First of all, the relocation of parts and components for complete vehicles, compared with the universal development rule of the first vehicle and then the spare parts in the world, Chinese companies take a purely Chinese-style growth path. The Chinese parts and components companies that have followed this path can concentrate their efforts on quickly completing the tasks of Chinese cars from scratch, and realize the goal of localization, and cultivate an increasingly mature parts and components supporting system. However, the disadvantage is that they are seriously attached. At the vehicle factory, it lacks the initiative to engage in late development, lacks innovation, and has low technological content.
In fact, the development goal of the Chinese auto industry has always been very clear. It is to establish an "autonomous" and complete auto industry system. To a certain extent, it has also used the "Japan-South Korea model", but I am afraid that the "Reference" effect From a point of view, it is far from reaching the achievements of the Japanese and South Korean auto industry.
“Although China, Japan and South Korea are inextricably linked to the use of foreign capital, they are all government-led, but the micro-foundation, operating mechanism, and the business performance decided by it are far from each other.†In early September 2009, the reporter saw He went to Ichiro Seiichiro, a professor of economics at Kanto University in Japan. He began researching the Japanese parts supply system from the 1970s. He came to China to research China's parts manufacturers.
Seiichiro believes that similar to the situation in China at the beginning of the founding of the People’s Republic of China, the post-war Japanese auto production level was also very low. In 1920, the Japanese auto industry was in its initial stage of development. Ford and GM successively set up subsidiaries in Japan. In less than 10 years, the two companies will be able to assemble 30,000 cars, which is about 60 times that of Japanese domestic cars. Soon, the global economic crisis spread to Japan. The government demanded that the two factories use more domestically produced parts and components. This effective government adjustment has also played an important role in the development of Japan's spare parts manufacturers in the future, and also contributed to Japan’s large scale in the 1930s. The foundation for the production of cars.
After 1970, with the opening of the capital market in Japan, the capital of GM, Ford, Renault and other auto companies entered Japan, but it did not affect Toyota or Honda, the two largest auto companies in Japan.
South Korea’s restrictions on foreign investment are also high. How much the development of Japan gives some inspiration to South Korea, backed by strong parts and components, the development of the vehicle will be more smooth.
The Korean auto industry's direct use of foreign investment in its initial stage is relatively short and is phased. Saenara Automobile Assembly Plant was established and cooperated with Nissan Corporation in Japan to produce Saenara passenger cars. Subsequently, South Korea’s parts support system began to be established using foreign capital, Kia Industries, Shinsei Motor Industry (renamed Daewoo Automobile in 1983), and Asia Automobiles and other manufacturers also reached technical cooperation with Japan’s Toyo Industries (later Mazda), Toyota Motor, and Italian Fiat, signed a parts import contract, and began assembly and production of passenger cars, buses, and trucks. After the Asian financial crisis in 1997, foreign capital began to enter the Korean automotive industry on a large scale. Samsung, Daewoo (Passenger), Daewoo Commercial Vehicles, and Ssangyong were all controlled by foreign companies, but the Hyundai-Kia Group, which accounts for more than 75% of total output, remained in prison. Firmly controlled by the capital of the country.
According to Seiichiro Ichiro, Japan and South Korea are more autonomous in the spare parts supply system. Japan's 11 auto companies have their own suppliers of parts and components. The assembly plant will propose a price for them to support them. It is also a very important feature that parts manufacturers and auto manufacturers hold shares with each other. They know the truth that "the troops and horses must move before the grass and horses go ahead." In this way, a "closed" supply system has been formed and even transplanted overseas. Just as every time Toyota plans to establish a production plant overseas, it will initially transplant parts systems such as parts supply to localization, and then begin local production. Many of Toyota's new models have been quickly brought to market, thanks to the full preparation in this area. This largely controls the cost.
Although there is a wide range of cooperation between parts manufacturers and OEMs, companies still remain relatively independent in their operations. Each company has its own product plans and strategies. "So there is no association under this approach.
Or mergers, but Baotuan-style common development. "Ryuichiro Ichiro said.
China's parts and components companies are not yet fully independent. Their development depends heavily on the training of automakers. The road to exclusion of foreign investment, like Japan and South Korea, is no longer viable at present. At the same time, it focuses on cars. The degree of internationalization of development has been very high. In the process of globalization, we can quickly use foreign capital to grow up. One important aspect is whether the Chinese automobile industry can improve the technical level of the entire vehicle enterprise during its opening to the outside world. Can we form more influential autonomous car brands?
Maybe we still need to walk a little longer.
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