Chery Targets 70% Overseas Vehicle Production by 2030 as Chinese Carmakers Expand Globally

Chinese automaker Chery plans to manufacture 70% of the vehicles it exports outside China by 2030, accelerating a shift towards local production as the company expands into international markets and seeks to strengthen its position against established global carmakers.

Executive Vice President Zhang Guibing said on Friday that vehicles manufactured overseas accounted for about 48% of Chery's export volume this year. The company expects the proportion to exceed 50% by the end of 2026, rise to 60% next year and reach 70% by 2030.

The targets signal a shift in Chery's international expansion strategy - from relying heavily on vehicles manufactured in China to building a larger production footprint in the markets it serves. The company, which sells vehicles under the Omoda and Jaecoo brands, is among the Chinese automakers challenging established manufacturers with competitively priced vehicles and advanced technology.

"Step by step, we are trying to localize production and rely mainly on local manufacturing," Zhang said at an event at Chery's headquarters in Wuhu, China.

He said the company's approach extends beyond selling vehicles in overseas markets to creating employment and working with local technology providers.

The shift towards overseas manufacturing could help Chery respond to changing trade policies, reduce exposure to tariffs, and improve its access to customers who prefer vehicles assembled domestically. It could also allow the company to adapt products and production to local market conditions rather than relying entirely on exports from China.

However, expanding production abroad requires substantial investment in factories, supply chains, workforce training, and quality control. Analysts have tied the commercial benefits to how quickly Chery can build sufficient production volumes and whether its overseas operations can remain cost-competitive.

Chery's plans come as Chinese automakers expand internationally amid intense competition in their domestic market. Their pricing and technology have increased pressure on traditional manufacturers, particularly as electric vehicles and other advanced automotive technologies reshape the industry.

Establishing factories in overseas markets can help Chinese manufacturers move closer to customers while reducing some of the disadvantages associated with exporting finished vehicles. Local production may also improve relationships with governments seeking investment, industrial development and job creation.

Zhang's comments suggest Chery wants its manufacturing presence to become a more durable part of its international operations. Rather than treating overseas markets simply as destinations for Chinese-made vehicles, the company is seeking to develop local industrial capacity and cooperate with domestic technology providers.

That approach is deemed necessary in markets where trade restrictions or local-content requirements make imported vehicles less competitive. Manufacturing closer to customers may also help companies respond more quickly to changes in demand and regulatory standards.

Nevertheless, overseas production does not automatically eliminate trade exposure. Automakers still need to source components, manage cross-border supply chains, and comply with local rules. Building plants in multiple countries can also increase operating complexity, particularly when factories initially run below capacity.

Chery is also moving beyond vehicle manufacturing into adjacent areas of the automotive and energy industries. The company said it plans to begin building fast-charging and energy-storage stations in countries including the United Kingdom, Spain and Thailand from 2027. It also intends to launch robotaxis in the United Arab Emirates from next year.

The charging and energy-storage plans could support the adoption of electric vehicles while creating additional infrastructure around Chery's automotive business. Fast-charging networks can make electric vehicles more practical for drivers, while energy storage can help manage electricity demand and support charging operations.

Participation in this infrastructure is expected to strengthen Chery's position in markets where charging availability influences vehicle purchasing decisions. The company has not disclosed the investment planned for these projects or the scale of the initial deployments.

The proposed robotaxi launch in the UAE represents another potential extension of its technology ambitions. Autonomous ride-hailing services could open a route into mobility services beyond conventional vehicle sales.

The company's plans do not yet establish how extensively the robotaxi service will operate or when it could expand beyond the UAE.

Taken together, the initiatives suggest Chery is pursuing a broader international model that combines locally manufactured vehicles with charging infrastructure, energy storage and emerging mobility services. Such diversification could create additional sources of demand and deepen its presence in overseas markets, although each business carries different investment and execution risks.

Chery's immediate challenge remains translating its export growth into a sustainable international manufacturing network. Its target of producing 70% of exported vehicles overseas by 2030 is an ambitious measure of that transition. Meeting it would require the company to build capacity across multiple markets while preserving the price competitiveness that has helped Chinese automakers gain ground globally.