The “Gold Content” of SAIC Commercial Vehicles’ 43% Ultra-Fast Export Growth

　　In August 2026, SAIC Commercial Vehicles' overseas sales reached 13,276 units, up 121% year-on-year across the full lineup; cumulative sales from January to August reached 92,443 units, up 43% year-on-year.

　　Data from CAAM shows that from January to July, industry commercial vehicle exports were 785,000 units, up 36.1% year-on-year; it is estimated that from January to August industry exports will approach 890,000 units, with a year-on-year growth rate of about 30%. SAIC Commercial Vehicles' 43% growth outpaced the overall industry by nearly 10 percentage points. Against the backdrop of narrowing overall industry commercial vehicle export growth, SAIC Commercial Vehicles' growth rate has even greater “gold content.”

　　At present, SAIC Commercial Vehicles' business covers more than 100 countries and regions worldwide. Its main overseas markets are concentrated in developed-country markets in Europe, the Americas, Asia-Pacific and other regions, entering the competitive zone where global profits are most concentrated.

　　High-barrier markets are a “touchstone”: product hard power speaks for itself.

　　It is worth noting that Europe and Australia are precisely the two markets with the highest regulatory entry barriers, yet they have instead become the regions where SAIC Commercial Vehicles' NEW ENERGY products penetrate fastest.

　　Adhering to the concept of globally unified high-quality vehicle manufacturing, its light buses, pickups, MPVs and other multi-category models have the same quality at home and abroad. They have also won the world's three authoritative five-star safety certifications—C-NCAP, Euro NCAP and ANCAP—meeting the stringent entry standards of developed markets such as Europe, Australia-New Zealand and the Americas, naturally allowing them to “enter” other global markets faster.

　　Europe is the most mature strategic market for SAIC Commercial Vehicles' globalization. From Greece and Norway to Poland, it ranks first among Chinese brands in market share in multiple countries; Italy took the lead in implementing the “Glocal Strategy” to begin systematic deep cultivation.

　　In the Asia-Pacific and Oceania markets, it shows superimposed momentum as the top player in multiple countries. In the Australian market, a new vehicle received more than 800 orders before launch; in Singapore, it ranked first in electric light commercial vehicles for four consecutive months; sales in Thailand and the Philippines soared year-on-year; Malaysia even set a local record for the largest single order of NEW ENERGY light buses. At the Kuala Lumpur International Motor Show, the Deputy Prime Minister of Malaysia visited the booth in person and gave high praise.

　　In the Americas market, the T70 new vehicle in Chile just launched in August, and three batches of pickups arriving at port were all sold out; Venezuela secured a large government-enterprise order for 200 T60 units, marking a deep breakthrough in energy extraction scenarios.

　　As domestic commercial vehicle manufacturers begin to replicate the “price war” strategy in overseas markets, SAIC Commercial Vehicles has firmly rooted itself in developed overseas markets and successfully achieved brand premium for its products.

　　Winning sustained repeat purchases from leading industry customers: long-term trust behind orders.

　　Opening a market is not easy, but whether one can withstand the test of overseas professional users, obtain continuous orders, or attract new customers is even more difficult. Commercial vehicles are essentially production tools. Major customers' procurement decisions are by no means simple price comparisons, but long-cycle evaluations centered on uptime, operating-condition fit, and total lifecycle cost. Repeat purchase orders are the highest evaluation customers can give.

　　In 2026, multiple global industry benchmark customers continued to increase their commitment to SAIC Commercial Vehicles products, covering diverse sectors such as international logistics, energy extraction, large enterprise groups, and RV modification.

　　In the European market, international logistics giant DHL continued to place multiple batches of repeat orders for NEW ENERGY light buses, and SAIC Commercial Vehicles became the Chinese commercial vehicle brand with the largest procurement scale in its Europe operations. The deep trust and good reputation accumulated through multiple collaborations enabled SAIC MAXUS to win DHL's trust: its eDeliver3 model, the largest in procurement volume, has an urban range of over 400 km and can fast-charge to 80% in 30 minutes, perfectly meeting European logistics companies' stringent requirements for range and energy replenishment efficiency, while also matching DHL's strategic goal of fleet electrification by 2030. Data shows that more than one-third of DHL logistics vehicle orders come from MAXUS.

　　In the Asia-Pacific and Americas markets, in 2026, leading RV modification enterprises in Australia and New Zealand purchased Xintu V90 in batches; Venezuela's oil company purchased T60 in batches; Malaysia's Yinson signed an order for 300 eDeliver5 units, setting a record for the largest single order of NEW ENERGY light buses in Malaysian history—the continued choices of global leading customers confirm the products' long-term value. In addition, the rich product matrix also allows SAIC Commercial Vehicles to quickly use point-to-area expansion to open more potential markets.

　　Continuous and in-depth cooperation with these leading industry customers has built a “moat” for SAIC Commercial Vehicles. Purchases and repeat purchases by leading customers create an industry demonstration effect. This allows the brand to break through pure product competition and establish a reputation barrier that is difficult for competitors to quickly replicate.

　　Strengthening service network development has even greater “gold content”: systemic capability determines the endurance of going global.

　　In the commercial vehicle industry, sales and profits come not only from the initial vehicle sale, but more from after-sales service. In customers' purchasing behavior, satisfaction with after-sales service determines the probability of repeat purchases. Especially for commercial customers in logistics, mining areas, and modification, vehicle downtime directly causes business losses. Long spare parts waiting periods, slow maintenance response, and insufficient local technician capabilities are common core pain points for overseas commercial customers worldwide. Completing vehicle sales alone is only the starting point of a globalization business.

　　Relying on more than 2,000 global service outlets, localized operations teams, and modification ecosystem cooperation, SAIC Commercial Vehicles is gradually establishing a complete network covering sales, after-sales, spare parts, and finance.

　　According to reports, in 2026 SAIC Commercial Vehicles plans to expand the scale of overseas stationed staff, increase investment in local major customers and modification plant resources, and take dealer success as a core assessment indicator; deepen global channel layout and improve the overseas dealer network and service system. Winning through “service density” is more sustainable and competitive than a “price war.”

　　If “product going global” was the 1.0 stage of Chinese commercial vehicles going global, then today SAIC Commercial Vehicles' “whole-system going global” marks that Chinese commercial vehicles going global have entered a brand-new stage. SAIC Commercial Vehicles is verifying through actions and results: the path of advancement for Made in China is not only about exchanging price for market; it can also win the respect of the global market with quality, technology, service, and ecosystem.