DOCSLIB.ORG

SAIC-GM-Wuling JV Begins Construction of New Indonesian Plant 21-Aug-2015 12:44 GMT News Investments

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
SAIC-GM-Wuling JV Begins Construction of New Indonesian Plant 21-Aug-2015 12:44 GMT News Investments SAIC-GM-Wuling JV begins construction of new Indonesian plant 21-Aug-2015 12:44 GMT News Investments Plant's vehicle assembly section is expected to be completed by late 2017 Three-way Chinese joint venture (JV) Shanghai Automotive Industry Corporation-General Motors-Wuling Automobile Company (SGMW) today (21 August) began construction of its new Indonesian plant, reports Dow Jones. The JV plans to produce mini-commercial vehicles and multi-purpose vehicles (MPV) at the new 600,000-square metre factory located in Bekasi. The plant's vehicle assembly section is expected to be completed by late 2017, followed by construction of a facility to manufacture automotive spare parts. SGMW Motor Indonesia vice-president Yuan Zhijun sounded a positive note, stating, "SGMW Motor Indonesia was established due to the potential and opportunities here. We are confident about our presence in Indonesia." Significance: SGMW had been considering expansion plans in Indonesia since 2007 and confirmed a potential JV partnership in late 2013. In February 2015, the JV confirmed an investment of USD700 million to build a new plant with an estimated annual production capacity of 150,000 units. The plant will be the first overseas facility for the company. The first vehicle expected to enter production at the facility is a new MPV model under the Wuling brand, as previously reported. IHS Automotive identifies this model as Wuling's 730 C-segment MPV, while we also expect the JV to produce the chassis-cab and van versions of its Sunshine minivan at the plant. Total expected output at the facility is predicted at 13,690 units in 2017, and this is forecast to climb to 27,406 units during 2018 when the JV begins local assembly of an all-new unnamed D-segment MPV based on the 730 MPV nameplate. The kits for these models will be supplied by the automaker's Liuzhou West and East plants in China. The JV's new Bekasi plant will mainly cater to demand in the local market, although it will also ship the models to neighbouring markets such as Malaysia, Thailand, and Vietnam in the Association of Southeast Asian Nations (ASEAN) region, according to our data. The information contained in this presentation is confidential. Any unauthorized use, disclosure, reproduction, or dissemination, in full or in part, in any media or by any means, without the prior written permission of IHS Markit or any of its affiliates ("IHS Markit") is strictly prohibited. IHS Markit owns all IHS Markit logos and trade names contained in this report that are subject to license. Opinions, statements, estimates, and projections in this report (including other media) are solely those of the individual author(s) at the time of writing and do not necessarily reflect the opinions of IHS Markit. Neither IHS Markit nor the author(s) has any obligation to update this report in the event that any content, opinion, statement, estimate, or projection (collectively, "information") changes or subsequently becomes inaccurate. IHS Markit makes no warranty, expressed or implied, as to the accuracy, completeness, or timeliness of any information in this report, and shall not in any way be liable to any recipient for any inaccuracies or omissions. Without limiting the foregoing, IHS Markit shall have no liability whatsoever to any recipient, whether in contract, in tort (including negligence), under warranty, under statute or otherwise, in respect of any loss or damage suffered by any recipient as a result of or in connection with any information provided, or any course of action determined, by it or any third party, whether or not based on any information provided. The inclusion of a link to an external website by IHS Markit should not be understood to be an endorsement of that website or the site's owners (or their products/services). IHS Markit is not responsible for either the content or output of external websites. Copyright © 2021, IHS Markit®. All rights reserved and all intellectual property rights are retained by IHS Markit..
Load more

Recommended publications
  • Competing in the Global Truck Industry Emerging Markets Spotlight
    KPMG INTERNATIONAL Competing in the Global Truck Industry Emerging Markets Spotlight Challenges and future winning strategies September 2011 kpmg.com ii | Competing in the Global Truck Industry – Emerging Markets Spotlight Acknowledgements We would like to express our special thanks to the Institut für Automobilwirtschaft (Institute for Automotive Research) under the lead of Prof. Dr. Willi Diez for its longstanding cooperation and valuable contribution to this study. Prof. Dr. Willi Diez Director Institut für Automobilwirtschaft (IfA) [Institute for Automotive Research] [email protected] www.ifa-info.de We would also like to thank deeply the following senior executives who participated in in-depth interviews to provide further insight: (Listed alphabetically by organization name) Shen Yang Senior Director of Strategy and Development Beiqi Foton Motor Co., Ltd. (China) Andreas Renschler Member of the Board and Head of Daimler Trucks Division Daimler AG (Germany) Ashot Aroutunyan Director of Marketing and Advertising KAMAZ OAO (Russia) Prof. Dr.-Ing. Heinz Junker Chairman of the Management Board MAHLE Group (Germany) Dee Kapur President of the Truck Group Navistar International Corporation (USA) Jack Allen President of the North American Truck Group Navistar International Corporation (USA) George Kapitelli Vice President SAIC GM Wuling Automobile Co., Ltd. (SGMW) (China) Ravi Pisharody President (Commercial Vehicle Business Unit) Tata Motors Ltd. (India) © 2011 KPMG International Cooperative (“KPMG International”), a Swiss entity. Member firms of the KPMG network of independent firms are affiliated with KPMG International. KPMG International provides no client services. All rights reserved. Competing in the Global Truck Industry – Emerging Markets Spotlight | iii Editorial Commercial vehicle sales are spurred by far exceeded the most optimistic on by economic growth going in hand expectations – how can we foresee the with the rising demand for the transport potentials and importance of issues of goods.
    [Show full text]
  • CHINA FIELD TRIP May 10Th –12Th, 2011
    CHINA FIELD TRIP May 10th –12th, 2011 This presentation may contain forward-looking statements. Such forward-looking statements do not constitute forecasts regarding the Company’s results or any other performance indicator, but rather trends or targets, as the case may be. These statements are by their nature subject to risks and uncertainties as described in the Company’s annual report available on its Internet website (www.psa-peugeot-citroen.com). These statements do not reflect future performance of the Company, which may materially differ. The Company does not undertake to provide updates of these statements. More comprehensive information about PSA PEUGEOT CITROËN may be obtained on its Internet website (www.psa-peugeot-citroen.com), under Regulated Information. th th China Field Trip - May 10 –12 , 2011 2 PSA in Asia – Market Forecast, PSA in China: ongoing successes and upsides Frédéric Saint-Geours Executive VP, Finance and Strategic Development Grégoire Olivier, Executive VP, Asia Table of contents Introduction China: the new auto superpower China: a global economic power The world’s largest automotive market The growth story is set to continue PSA in China China: a second home market for PSA 2 complementary JVs Key challenges in China and PSA differentiation factors A sustainable profitable growth Extending the Chinese Success ASEAN strategy Capturing the Indian opportunity th th China Field Trip - May 10 –12 , 2011 4 PSA – a global automotive player (1/2) > 39% of PSA’s 2010 sales are realized outside of Europe, of
    [Show full text]
  • On the Road Again a Financial and Extra-Financial Analysis of the Auto Industry
    SRI - EFI Sector Research On the road again A Financial and Extra-financial Analysis of the Auto Industry p Caught in the void Î fuel prices, carbon and pollution p Charting new terrain becomes key Î alternative power trains p Cost is king Î it determines the way forward p Don’t forget Î governance, BRICs, legacy costs and offshoring p Toyota is our global champion Î other winners could emerge Pierre-Yves Quéméner, Financial Analyst +33 1 45 96 77 63 [email protected] November 2005 Valéry Lucas Leclin, SRI Analyst +33 1 45 96 79 23 [email protected] Sarj Nahal, SRI Analyst +33 1 45 96 78 75 [email protected] On the road again This report follows a request from a group of asset managers working with the United Nations to analyse the environmental, social and corporate governance issues that may be material for company performance and to then identify potential impact on company valuations. The United Nations Environment Programme Finance Initiative (UNEP FI) works closely with 160 financial institutions worldwide, to develop and promote linkages between the environment, sustainability and financial performance. UNEP FI Asset Management Working Group (AMWG) explores the association between environmental, social, and governance considerations and investment decision-making. Asset Managers that have participated in this project have combined mandates of 1.7 trillion USD. Asset managers: ABN AMRO Asset Management Brazil Acuity Investment Management BNP Paribas Asset Management BT Financial Group Calvert Group Citigroup Asset Management
    [Show full text]
  • Entry Mode Joint Venture & Strategic Alliance
    Larrieux Emma Ricaud Luc Metton Anna Emma Pangaut Erwann Moreaux David ENTRY MODE JOINT VENTURE & STRATEGIC ALLIANCE What is a joint venture ? A joint venture is an association of companies for the purpose of carrying out a joint project. Consequently, the two companies - or more - have the desire to collaborate in order to share their skills, knowledge. In this guide we are going to explain you why companies use joint venture. You will see that this entry mode is used outside of simple skill sharing. It exists three types of joint venture : - The horizontal joint venture : This joint venture regroup companies who has a same activities and similar sector of activity - The vertical joint venture : It’s cooperation between two companies who have a same sector of activities, but who haven’t the same job ( a producteur of partition with recording studio) - The conglomerate joint venture : There isn’t a relation face to a sector between the partner ( a label and provider of internet ) Why companies use Joint Venture ? ● Opportunity to leverage the distinct strengths of both partner organisations ● Cuts investment or funding costs versus developing commercial opportunities in house ● Partner skill set should be complementary, making the value of the JV greater than the sum of its parts, as well as ● providing quick and low cost access to expertise in an area where you are weak ● Reduces downside risk should partnership not deliver the expected/ hoped for returns ● Increased power over the activities and principles guiding the JV's operations and objectives compared to a ● minority interest investment ● Allows a deal to be done when funding might otherwise preclude it, since you can contribute things other than ● cash, such as assets, IP or know-how Some examples : We are going to illustre why companies use joint venture thanks to some concrete examples.
    [Show full text]
  • Groupe Renault and Jmcg Officially Establish a Joint Venture for Electric Vehicles in China
    PRESS RELEASE 2019­07­17 GROUPE RENAULT AND JMCG OFFICIALLY ESTABLISH A JOINT VENTURE FOR ELECTRIC VEHICLES IN CHINA • Groupe Renault will increase its share capital by RMB 1 billion to become a major shareholder of JMEV with a 50% stake. Boulogne­Billancourt, July 17, 2019 – Groupe Renault and Jiangling Motors Corporation Group (JMCG) announced the official establishment of their joint venture to further promote the development of the EV industry in China, following a first agreement on December 20, 2018. Groupe Renault will increase its share capital by RMB 1 billion (about 128.5 million euros) to become a major shareholder of JMEV with a 50% stake. JMEV has already completed business license registration. This cooperation is part of the overall strategy of JMCG and Groupe Renault. Through this joint venture, Groupe Renault will be able to expand its influence in China’s electric vehicle market, while JMCG will be able to integrate and leverage more resources, which will promote its rapid growth in the future. China is a key market for Groupe Renault. This partnership in electric vehicle business with JMCG will support our growth plan in China and our EV capabilities. As a pioneer and leader in the European EV market for 10 years, we will capitalize on our experience in EV R&D, production, sales and services, said Mr. Francois Provost, Senior Vice President, Chairman of China Region, Groupe Renault. Adhering to the concept of openness and cooperation, JMCG is one of the first domestic enterprises to introduce international strategic partners. By partnering with Groupe Renault, JMEV will be able to elevate its comprehensive competitiveness to a new level and penetrate into China’s electric vehicle market, said Mr.
    [Show full text]
  • 2016 Annual Report
    東風汽車集團股份有限公司 DONGFENG MOTOR GROUP COMPANY LIMITED Stock Code: 489 2016 Annual Report * For identification purposes only Contents Corporate Profile 2 Chairman’s Statement 3 Report of Directors 7 Management Discussion and Analysis 42 Profiles of Directors, Supervisors and Senior Management 51 Report of the Supervisory Committee 59 Corporate Governance Report 61 Independent Auditor’s Report 84 Consolidated Income Statement 91 Consolidated Statement of Comprehensive Income 92 Consolidated Statement of Financial Position 93 Consolidated Statement of Changes in Equity 95 Consolidated Statement of Cash Flows 97 Notes to the Financial Statements 100 Five Year Financial Summary 189 Corporate Information 191 Notice of Annual General Meeting and Relating Information 192 Definitions 208 Corporate Profile Dongfeng Peugeot Citroën Sales Co., Ltd. Dongfeng Peugeot Citroën Auto Finance Co., Ltd. Dongfeng (Wuhan) Engineering Consulting Co., Ltd. Dongfeng Motor Investment (Shanghai) Co., Ltd. Dongfeng Off-road Vehicle Co., Ltd. Dongfeng Motor Co., Ltd. Dongfeng Nissan Auto Finance Co., Ltd. China Dongfeng Motor Industry Import & Export Co., Ltd. Limited Dongfeng Motor Finance Co.,Ltd. Dongfeng Getrag Automobile Transmission Co., Ltd. Dongfeng Renault Automobile Co., Ltd. Dongfeng Liu Zhou Motor Co., Ltd. Dongvo (Hangzhou) Truck Co., Ltd. Honda Motor (China ) Investment Co.,Ltd. Motor Group Company Dongfeng Honda Auto Parts Co., Ltd. ), the predecessor of Dongfeng Motor Corporation and the parent of the the parent of Corporation and of Dongfeng Motor the predecessor ), Dongfeng Honda Engine Co., Ltd. Dongfeng Honda Automobile Co., Ltd. Dongfeng Dongfeng Peugeot Citroën Automobile Co., Ltd. Dongfeng Commercial Vehicle Co., Ltd. Dongfeng Electrical Vehicle Co., Ltd. 第二汽車製造廠 Dongfeng Special Purpose Commercial Vehicle Co., Ltd.
    [Show full text]
  • The Renault-Nissan Alliance 014 the Renault-Nissan Alliance
    The Renault-Nissan Alliance 014 The Renault-Nissan Alliance Nissan has greatly increased its global footprint and achieved dramatic economies of scale through the Renault-Nissan Alliance, a unique and highly scalable strategic partnership founded in 1999. In 2011, 8.03 million cars* were sold by the Renault-Nissan Alliance, amounting to a 10.7% global share. We are marketing vehicles under the brands of Nissan, Infiniti, Renault, Renault Samsung Motors and Dacia. * This figure includes Lada sales (AvtoVAZ of Russia). The Alliance’s Vision Although it was initially considered a unique arrangement in the late 1990s, the Alliance quickly became a model for similar partnerships in the auto industry. The Alliance itself has entered cooperative relationships with Germany’s Daimler, China’s Dongfeng Motor Corp., Russia’s AvtoVAZ and others, and it continues to prove itself as the industry’s most enduring and successful partnership. The Alliance is based on the rationale that substantial cross-shareholding investments compel each company to act in the financial interest of the other, while maintaining individual brand identities and independent corporate cultures. Renault currently has a 43.4% stake in Nissan, and Nissan holds a 15.0% stake in Renault. The cross-shareholding arrangement requires mutual trust and respect, as well as a transparent management system focused on speed, accountability and performance. ＞ Please see our website for more information on the Renault-Nissan Alliance. http://www.nissan-global.com/EN/COMPANY/PROFILE/ALLIANCE/RENAULT01/index.html Alliance Objectives The Alliance pursues a strategy of profitable growth with three objectives: 1. To be recognized by customers as being among the best three automotive groups in the quality and value of its products and services in each region and market segment 2.
    [Show full text]
  • 1 BAB I PENDAHULUAN 1.1 Latar Belakang Kemajuan Didalam
    1 BAB I PENDAHULUAN 1.1 Latar Belakang Kemajuan didalam periode ini, transportasi kebutuhan yang sangat penting untuk setiap pengguna. Konsumen saat ini yang terlalu macet turun dengan terlalu banyak produk pilihan untuk menentukan yang satu ke membeli. Sementara itu perusahaan yang saat ini dihadapkan dengan suatu yang masalah yang sulit, yaitu dengan masalah dari intens kompetisi, terutama untuk sesama perusahaan. Karena kita semua tahu bahwa produk ini yang sangat beragam dan melimpah, yang mengalami pertumbuhan sangat pesat dikasus ini. Transportasi adalah sesuatu yang semua orang inginkan sebagai alat transportasi, yang jarak bahkan dengan tingkat dari mobilitas dari sebuah individu akan meningkat dan pada kemajuan usia, oleh karena itu meningkatkan dengan dengan bentuk alat dari transportasi, berarti salah satu dari transportasi yang sangat banyak disukai adalah mobil. Saat ini, kebutuhan akan alat angkut tersebut mengalami kemajuan pesat di pasar otomotif Nasional. Hal ini disebabkan mulai diperkenalkannya model-model baru, baik kendaraan impor (build-up) maupun mobil yang diproduksi di dalam negeri. Meningkatnya inovasi dan pasokan telah mendorong dealer dari berbagai produsen kendaraan untuk memasarkan produk baru dengan lebih agresif. Pertumbuhan industri otomotif diyakini akan terus berlanjut seiring volume penjualan kendaraan yang terus meningkat. Di Indonesia, pertumbuhan industri otomotif yang pesat membuat tingkat persaingan semakin ketat, khususnya di industri otomotif. Produsen mobil terus 1 2 berinovasi pada barangnya. Hal ini terlihat dari semakin maraknya merek dan model mobil di Indonesia. Konsekuensinya, dalam memilih produk yang akan dibeli, konsumen harus lebih selektif. Melalui sebuah keinginan dari kisaran pasar, pengusaha berhasil dalam mendapatkan potensi konsumen simpati dan loyalitas. Ketika pembeli telah memilih untuk menjadi klien, mereka harus melakukannya menjadi percaya diri mereka dapat membeli barang-barang yang diciptakan oleh para perusahaan.
    [Show full text]
  • AR2019 AMFG Final.Pdf
    Laporan Tahunan 2019 Annual Report “Meningkatkan Kepuasan Pelanggan dan Reputasi Asahimas dengan produk dan pelayanan yang berkualitas tinggi untuk terus menjadi pilihan No.1 para pelanggan” ”Enhance CS and AMG brand value with high quality, attractive products, and services to continue to be customers’ No.1 choice” SANGGAHAN DAN BATASAN TANGGUNG JAWAB DISCLAIMER Laporan tahunan ini memuat pernyataan kondisi keuangan, hasil operasi, rencana, strategi, kebijakan, serta tujuan Perusahaan, yang digolongkan sebagai pernyataan ke depan dalam pelaksanaan perundang-undangan yang berlaku, kecuali hal-hal yang bersifat historis. Pernyataan-pernyataan tersebut memiliki risiko dan ketidakpastian, serta dapat mengakibatkan perkembangan aktual secara material berbeda dari yang dilaporkan. Pernyataan-pernyataan prospektif dalam laporan tahunan ini dibuat berdasarkan berbagai asumsi mengenai kondisi terkini dan kondisi mendatang Perusahaan serta lingkungan bisnis dimana Perusahaan menjalankan kegiatan usaha. Perusahaan tidak menjamin bahwa dokumen - dokumen yang telah dipastikan keabsahannya akan membawa hasil-hasil tertentu sesuai harapan. This annual report contains financial conditions, operation results, projections, plans, strategies, policies, as well as the Company’s objectives, which are classified as forward-looking statements in the implementation of the applicable laws, excluding historical matters. Such forward-looking statements are subject to known and unknown risks (prospective), uncertainties, and other factors that could cause actual results to differ materially from expected results. Prospective statements in this annual report are prepared based on numerous assumptions concerning current conditions and future events of the Company and the business environment where the Company conducts business. The Company shall have no obligation to guarantee that all the valid documents presented will bring specific results as expected.
    [Show full text]
  • Sustainability Report of Nissan's Subsidiaries in China
    Sustainability Report of Nissan’s Subsidiaries in China About This Report Period Covered Reliability Assurance From January 1, 2017 to December 31, 2017. In order to improve data comparability, part of contents Nissan’s subsidiaries in China ensure that the materials disclosed in this Report are authentic and reliable is beyond this period. and that no false record, major omission or misleading statement is contained herein. Organizational Scope This Report covers Nissan (China) Investment Co., Ltd. (hereinafter referred to as “NCIC”), Nissan’s Report Preparation Process wholly-owned subsidiary in China; Dongfeng Motor Co., Ltd. (hereinafter referred to as “DFL”), Nissan’s joint venture in China, and Dongfeng Nissan Passenger Vehicle Company (hereinafter referred to as"DFN"), DFL’s subsidiary in charge of the passenger vehicle business; Zhengzhou Nissan Initial Report Content Design Feedback Automobile Co., Ltd. (hereinafter referred to as “ZNA”), also a joint venture of Nissan; and Dongfeng Preparation Writing Review Release and Plan Infiniti Motor Co., Ltd. (hereinafter referred to as “DFI”), a wholly-owned subsidiary of DFL. In this Report, “Nissan’s subsidiaries in China” refer to the companies above in general, and “Nissan” refers to Nissan Motor Corporation. ● Establishment of the ● Confirmation of report ● Confirmation of report ● Formation of report ● Collection of feedback from workgroup framework and content contents design draft stakeholders ● Peer benchmarking ● Report preparation ● Senior review of report ● Report release ● Adjustment and optimization analysis contents of further work plan Reporting Cycle ● Information collection ● Third-party assessment As an annual report, this Report is the first sustainability report released by Nissan Motor Corporation report in China.
    [Show full text]
  • Joint Ventures & Strategic Alliances
    13/08/2019 Joint Ventures • A joint venture (JV) is a business arrangement in which two or more parties agree to pool their resources for the purpose of accomplishing a specific task or economic activity togther. Joint Ventures & JV Agreement • Regardless of the legal structure used for the JV, the most Strategic Alliances important document will be the JV agreement that sets out all of the partners' rights and obligations. • The objectives of the JV, the initial contributions of the partners, the day-to-day operations and the right to the profits (and responsibility for losses) of the JV are all set out in this document. It is important to draft it with care, to avoid litigation down the road. PGDBFS 202 (FSG) 1 PGDBFS 202 (FSG) 2 Difference Between Mergers and Joint Ventures Famous JV • When two firms merge, they cease to exist as • Microsoft and GE Joint Venture, Caradigm independent firms. A new and separate legal entity 2011, Microsoft Corporation and General Electric formed a joint venture which controlling the assets of both firms is a health IT company of its own kind. i.e “ A” Ltd & “ B” Ltd merge together as “AB” Ltd. • The Hisun-Pfizer Joint Venture After, “ A” Ltd or “ B” Ltd no longer to be exist. The world’s largest drug company, Pfizer, and a Chinese pharmaceutical company, Zhejiang Hisun, formed a joint company in the Chinese city of Hang Zhou • in a joint venture, a new separate firm is formed, but the original companies continue to exist on their own. • Chery Jaguar Land Rover Automotive Company.
    [Show full text]
  • Commercial Vehicle Joint Venture in China Goes Into Operation
    Press release Munich, 06.05.2015 Commercial vehicle joint venture in China goes into operation The joint venture between Knorr-Bremse and Dongfeng Motor Group Co. Ltd. has got off to a perfect start with its grand opening. The partnership represents a stra- tegic milestone for Knorr-Bremse to strengthen its profile in the Chinese com- mercial vehicle market. Both partners will benefit equally from their collaboration, as they are creating the basis for further growth in the Asian commercial vehicle market: Knorr-Bremse is the world’s leading manufacturer of commercial vehicle braking systems, Dongfeng is the biggest Chinese truck manufacturer. Based in Shiyan in the Chinese province of Hubei, some 1,000 km to the west of Shanghai, the new joint venture Knorr-Bremse DETC Commer- cial Vehicle Braking Technology Co., Ltd. has a workforce of some 460 employees. “We are going to do our best to meet the needs of customers in the expanding, techno- logically evolving Chinese commercial vehicle market. Dongfeng and Knorr-Bremse complement each other perfectly,” explains Klaus Deller, CEO of Knorr-Bremse. “Knorr- Bremse can contribute its extensive product expertise, and DETC has in-depth knowledge of the market. Together we aim to further develop braking technologies for the Chinese market and in the medium term make the joint venture one of the leading suppliers for the commercial vehicle industry in China,” says Hinrich J. Woebcken, member of the Executive Board of Knorr-Bremse responsible for the Commercial Vehi- cle Systems division. This close collaboration will enable us to develop the market more rapidly and more effectively,” adds Baoping Xu, President of Knorr-Bremse Commercial Vehicle Systems in China.
    [Show full text]