At the 2026 Beijing International Auto Show, Changan Kaicheng, under the theme "New Digital-Intelligent Kaicheng, Creating a New Ecosystem," unveiled its globally debuted Changan Kaicheng Robovan and outlined its strategic blueprint amid digital and new energy transformation. Wang Xiaofei, Executive Vice President of Changan Automobile and Chairman of Changan Kaicheng; Dong Chenrui, President of Changan Kaicheng; and Mou Aiming, Vice President of Changan Kaicheng and General Manager of its Marketing Center, held in-depth discussions with media outlets including Yunshuren.

　　Wang Xiaofei pointed out: "What users care about is safety and profitability, but the current answers remain vague." This hits the core pain points of users in the transportation industry. Changan Kaicheng has set "three tones" for its autonomous logistics strategy: first, aligning corporate strategy with national strategy; second, prioritizing stability over speed in product implementation; and third, building an autonomous logistics ecosystem without going it alone.

Aligning Corporate with National Strategy

　　Wang Xiaofei stated that corporate strategy must resolutely transition towards digitalization and new energy. Centered on these two directions, Changan Kaicheng has formulated three major strategic plans.

　　The first is the "Shangri-La Plan," aiming for new energy vehicles to account for over 60% of domestic sales by 2030.

　　The second is the "Beidou Tianshu Plan," focusing on integrating intelligence and digitalization into products, with autonomous logistics vehicles being a typical implementation of this strategy.

　　The third is the "Haina Baichuan Plan," under which Changan Kaicheng, like its passenger vehicle counterparts, will vigorously expand overseas markets, targeting overseas sales to exceed 40% of total sales in the future.

　　Wang Xiaofei emphasized that Changan Kaicheng will implement these three strategies. The key to achieving this strategic implementation lies in two major pillars: product implementation and ecosystem construction. Products must be reliable, safe, and efficient. Ecosystem building is equally core; Changan Kaicheng must fully leverage its role as an industry chain connector, bringing together partners across the chain to ensure a viable business model and effectively contribute to the national strategy of reducing total logistics costs from 13.9% to 12.5%.

Prioritizing Stability over Speed in Product Implementation

　　As a new track, competition in autonomous logistics vehicles depends on algorithms in the short term, cost in the medium term, and reliability in the long term. Currently, most autonomous logistics vehicles are developed by technology companies, whose core strength lies in algorithms but whose critical weakness is a lack of complete vehicle R&D experience and validation systems. They are best at answering "whether it can run," but struggle to answer "whether it dares to run and whether it can keep running."

　　Anyone can build a "running" vehicle in the demo stage. However, when it comes to large-scale deployment, the vehicle transitions from a "prototype" to a "production tool," and product reliability becomes the key to market viability. When customers shift from buying a "concept" to buying a "tool," automotive-grade products will create a moat.

　　Dong Chenrui pointed out that as a central state-owned enterprise, Changan Kaicheng absolutely does not compromise on product safety and reliability. He believes that for autonomous vehicles to truly improve efficiency, they require extensive real-world road validation in terms of operation and maintenance. Hardware computing power, intelligent systems, software safety guarantees, and product reliability in both low- and high-temperature environments are all particularly important for autonomous logistics vehicles after large-scale deployment.

　　Dong Chenrui also emphasized Changan Kaicheng's "zero accident" mission. Currently, over 90% of vehicle accidents are caused by human error. With comprehensive intelligence—encompassing both vehicle intelligence and full V2X communication—true safety can be achieved. Moreover, as a central SOE, the company must also consider the supervision of overall data flow security.

　　The collaboration with JD Logistics exemplifies a carefully designed entry point: the early demand for autonomous logistics vehicles will inevitably come from logistics companies sensitive to costs and eager for efficiency. The key to winning over such customers lies in automotive-grade reliability. This requires, firstly, adaptability to all climates, operating normally in temperatures from -20°C to 40°C; secondly, adaptability to all road conditions, ensuring vehicle durability regardless of surface; and finally, mass-producibility, meaning a product ready for large-scale commercial use, not just a demo. JD Logistics' urban delivery scenarios provide the perfect testing ground for these standards.

　　Wang Xiaofei introduced that Changan Kaicheng's product planning for autonomous logistics vehicles is comprehensive, based on a deep understanding of scenarios. The full-spectrum product matrix, ranging from "small" to "large," covers all scenario needs from urban delivery to line-haul logistics, including:

　　3-4 m³ Robovan: Targeting instant delivery, solving the flexibility pain point in the "last mile."

　　5-7 m³ Robovan: Aiming at urban express and cold-chain fresh food delivery, the main battlefield for current urban logistics.

　　8-12 m³ Robovan: Focusing on wholesale market transfer and warehouse distribution, connecting B and C ends.

　　20-25 m³ Robotruck: Deploying in logistics hubs, plant transport, and even hazardous material scenarios, tapping into higher-value areas.

　　Furthermore, Wang Xiaofei stated that to support the large-scale implementation of this product matrix, Changan Kaicheng has independently developed seven globally-first technologies and an industry-first global validation system to ensure its autonomous logistics vehicles meet automotive-grade standards, providing users with reliable, efficient, and safe products as per vehicle requirements.

Building an Autonomous Logistics Ecosystem

　　Currently, autonomous logistics vehicles are a "hot spot," but Wang Xiaofei remains clear-headed: improving the efficiency of social logistics and reducing costs is difficult to achieve with products alone. Therefore, building an ecosystem to facilitate the implementation of business models is crucial.

　　No single OEM can build an autonomous logistics ecosystem alone. He repeatedly emphasized, "We need to be a connector, not a lone ranger." Changan Kaicheng will adopt an open attitude, welcoming partners with advanced technologies and unique advantages to join.

　　The ecosystem requires not only internal efforts in R&D, manufacturing, operation, service, and finance but also government support in traffic management and regulation. Without this, autonomous vehicles might not even be as efficient as human-driven ones.

　　Wang Xiaofei believes that building such an ecosystem requires three layers of synergy: first, technological synergy (connecting V2V and V2X); second, business synergy (reducing costs across the entire chain); and third, regulatory synergy (addressing data security and right-of-way acquisition). As a central SOE, Changan Kaicheng has a natural trust advantage in dialogues with the government and participation in standard-setting—a "soft power" sometimes more critical than technological breakthroughs.

What Happens to People When Autonomous Vehicles Arrive?

　　Dong Chenrui has a viewpoint: autonomous logistics vehicles will replace not "people," but the most arduous and tiring tasks. "Just as farmers now use drones instead of manual sowing and spraying, future logistics workers will also transition from 'running transport' to 'operating equipment.' The true goal of technological progress is not to eliminate professions but to enhance the value-added of entire occupations."

　　On the marketing front, Mou Aiming outlined four plans: clearly communicate the value created for customers, such as efficiency improvements and specific value creation, with clear calculations; then, demonstrate through leading B-end enterprises like JD Logistics, and popularize once the model proves successful. Channel-wise, leveraging over 1,000 stores nationwide to build a ground network covering display, delivery, and maintenance, while the OEM connects with major customers and dealers develop more B-end clients for rapid display and delivery. Finally, in terms of service network, autonomous vehicles cannot rely on users for repairs; Changan Kaicheng will train dealers to develop local O&M and service capabilities, enabling quick implementation and promoting initial promotion.

　　Wang Xiaofei predicts that by 2030, the autonomous logistics vehicle market could reach 300,000 to 500,000 units, but this is contingent on unified standards, mature policies, and successful business models—all of which require time.

　　Autonomous logistics vehicles are currently a trend pursued by various commercial vehicle companies and tech firms, with around twenty models already launched on the market.

　　But trends will eventually settle. What remains will not be the best storytellers, nor those with the most LiDAR cameras on their demo vehicles, but the companies that can truly build good vehicles, successfully operate their ecosystems, and achieve scalable implementation with reliable safety guarantees.