Automark

Muhammad Yousuf Shaikh, An Auto Industry Consultant, Motorcycle Industry Expert, Motorcycle Designer, China Sourcing Expert, Serial Entrepreneur, and the Founder & Chairman of Pakistan China Motorcycle Industry Council (PCMIC), offers his analysis of the motorcycle trade & industry trends from Pakistan & China.  The Chairman of PCMIC, working with the motorcycle trade & industry for over two decades, Yousuf believes that new energy EV projects could help the motorcycle industry to design and produce new energy, new design, new tech & large displacement motorcycles in Pakistan. For further details and for assistance, please email at [email protected]

The first two articles in this series traced the global arc of the electric vehicle—from its 19th-century origins to the Chinese factories now powering Pakistan’s streets. We then examined the challenges and opportunities that come with this influx. Now, we arrive at the most critical question: How does Pakistan move from being a mere importer to a true manufacturer of electric two-wheelers?

The answer lies in a word that industry insiders are increasingly focused on: localization. And at the heart of this push is a structured, phased plan being developed by the Engineering Development Board (EDB) in collaboration with key industry stakeholders—chief among them, the Pakistan China Motorcycle Industry Council (PCMIC).

Who is PCMIC? The Bridge Between Nations

To understand the localization drive, one must first understand the organization helping to architect it. The Pakistan-China Motorcycle Industry Council (PCMIC) is a niche, industry-focused body dedicated to fostering bilateral trade, investment, and technology transfer between Pakistan and China in the motorcycle sector.

Founded in October 2011 by Muhammad Yousuf Shaikh (Founder and Chairman), PCMIC did not emerge from a vacuum. It built upon pioneering work dating back to 2002, when Shaikh first began introducing economical, high-quality motorcycles from top Chinese manufacturers into the Pakistani market—including models in the 70cc and 125cc segments that helped popularize Chinese imports.

With over 35 years of experience in the motorcycle industry as of 2026, Shaikh established PCMIC as a structured platform to formalize advocacy for policy reforms, joint ventures, and bilateral opportunities. The council’s mission extends across the entire spectrum: gasoline motorcycles, electric vehicles (EVs), parts sourcing, manufacturing localization, SME support, and export promotion.

Today, PCMIC serves as the essential bridge for Chinese investment under the CPEC framework, facilitating everything from policy dialogue to direct sourcing and consulting. Its Lahore-based operations (including PCMIC House) and active engagement via platforms like Facebook keep stakeholders connected to the latest developments in parts sales, events, and trade trends.

The Localization Blueprint: EDB’s Phased Approach

Now, PCMIC is channeling its bilateral expertise into one of the most significant policy initiatives in recent years: the government’s upcoming subsidy scheme for electric motorcycles and scooters, and the accompanying plan for parts localization.

As detailed in a recent report by Automark.pk, the Engineering Development Board (EDB) has prepared a comprehensive proposal for the standardization of key EV components. This is not just about encouraging local assembly; it’s about creating a systematic, phased roadmap that ensures quality, safety, and genuine technology transfer.

The core of the proposal focuses on standardizing three critical components that form the heart of any electric two-wheeler:

· Battery (Traction Battery): Standardization here is crucial for safety, performance, and interoperability—especially if battery-swapping networks are to become a reality.

· Electric Motor: Defining standards for motors ensures efficiency and reliability, preventing a flood of subpar, mismatched units that could harm consumer trust.

· Motor Controller: Often called the brain of the EV, the controller’s standardization is key to vehicle performance and diagnostics.

Why Localization Matters for Pakistan

For too long, Pakistan has relied on completely built-up (CBU) imports, which limits technology transfer and keeps value addition overseas. Localization flips this model. It creates jobs, builds technical expertise, reduces dependence on foreign currency for finished goods, and ultimately lowers costs for consumers.

The EDB’s phased approach recognizes that this transformation cannot happen overnight. It requires careful planning, investment, and collaboration between Chinese technology partners and Pakistani manufacturers.

The Phased Localization Timeline 

Perhaps the most important aspect of the EDB’s plan is its gradual, realistic timeline for achieving indigenization. This phased approach allows the industry to build capacity step by step, avoiding the pitfalls of rushed, low-quality local production.

According to the proposals, the localization roadmap is structured as follows:  

Phase 1 (Years 1-2): CBU Imports & Basic Assembly

In the initial stage, complete built-up (CBU) units from China will continue to enter the market to build consumer demand. Simultaneously, assemblers will begin bringing in completely knocked-down (CKD) kits for basic assembly, laying the groundwork for local skills development.

Phase 2 (Years 3-5): Component Localization

This is the critical transition phase. Under EDB’s oversight, assemblers will be required to begin localizing specific parts. The focus will be on high-impact, locally manufacturable components such as:

  Frames and chassis

· Body panels and plastic parts

· Wiring harnesses   

· Suspension components

· Basic electronic assemblies 

Phase 3 (Years 5-7): Deep Localization

In the final phase, the goal is to achieve significant local value addition, including the assembly and eventual manufacturing of batteries, motors, and controllers within Pakistan, subject to achieving necessary quality standards and economies of scale.

PCMIC’s Role: Ensuring a Smooth Transition

As the EDB moves forward with these plans, PCMIC is actively working to ensure the transition benefits all stakeholders—from Chinese partners to Pakistani SMEs.

“The policy framework must encourage not just assembly, but deep localization of parts, especially batteries and motors,” emphasizes Muhammad Yousuf Shaikh. “This will ensure quality control, easier maintenance, and true technology transfer. We are inviting Chinese investors to establish R&D facilities and manufacturing units in Pakistan—proposed locations like Sunder Industrial Estate in Lahore are ideal for this.”

The council is also advocating for SME-friendly policies within this framework:

· Low tariffs on raw materials

· Incentives for joint ventures

· Support for training centers

· Export incentives once local production achieves scale

The goal is not just to serve Pakistan’s domestic market of over 2.5 million annual motorcycle sales but to eventually position Pakistan as a regional hub for EV manufacturing.

The Economic Case for Local Manufacturing 

Beyond the technical benefits, localization makes strong economic sense. Every component manufactured locally reduces the import bill, creates employment, and builds industrial capacity. The battery alone—which constitutes nearly one-third of an EV’s cost—represents a massive opportunity for local value addition if assembly and eventually cell manufacturing can be established.

Furthermore, a localized EV industry would support the growth of ancillary sectors: raw material suppliers, tooling and mold makers, logistics providers, and specialized service centers. This multiplier effect can transform Pakistan’s industrial landscape.

The Road Ahead: Standards as the Foundation

For Pakistani consumers, this localization push will eventually mean more affordable, durable, and serviceable electric vehicles. For entrepreneurs and technicians, it means new jobs in parts manufacturing, battery assembly, and specialized EV repair. For the nation, it means reduced import dependency and a cleaner transport future.

The EDB’s standardization and localization plan, supported by industry bodies like PCMIC, provides the blueprint. The challenge now is execution: ensuring that the phased timeline is followed, that quality standards are enforced, and that the partnership between Chinese technology and Pakistani enterprise reaches its full potential.

PCMIC invites Chinese manufacturers and local entrepreneurs to explore joint ventures under this phased localization framework. With Pakistan’s young workforce, strategic location under CPEC, and growing domestic market, the time to invest is now.

In Conclusion

The ride toward a localized EV industry has officially begun. With the right policies and partnerships, Pakistan is poised to move from the passenger seat to the driver’s seat of its own electric future.

This is the third article in a monthly series by Muhammad Yousuf Shaikh tracking Pakistan’s electric vehicle transformation. For industry consultation, joint ventures, or to share your insights, contact the Pakistan China Motorcycle Industry Council at [email protected] or visit PCMIC House in Lahore for more information.

By Muhammad Yousuf Sheikh, published in Automark’s printed edition of April-2026

Chery Tiggo 7 PHEV arrives at a defining moment for Pakistan’s mobility landscape. As fuel costs continue to rise and everyday mobility becomes increasingly expensive, it introduces a smarter and more efficient way to move, one that reduces fuel dependence without compromising performance, comfort, or freedom. This dual capability is not just relevant, it is timely.

At a time when both consumers and the country are navigating rising fuel costs, Tiggo 7 PHEV presents a clear and immediate solution. Delivering fuel savings of over 70%, it significantly lowers running costs while contributing to reduced fuel imports. For most daily use, the vehicle can operate in pure electric mode, enabling everyday driving without consuming fuel, while delivering a smoother, quieter, and more cost-efficient experience. It is no longer an alternative, but the most practical and immediate path forward.

This launch reflects Chery Master Pakistan’s structured approach to building the PHEV category, from introducing plug-in hybrid capability with Tiggo 8, Pakistan’s only 7-seater plug-in hybrid D-SUV, to establishing the premium PHEV E-SUV segment with Tiggo 9. With Tiggo 7 PHEV, this technology now scales further, expanding access while contributing to Pakistan’s largest CKD PHEV lineup with local assembly from day one. Since entering the market, Chery Master Pakistan has moved rapidly from entry to disruption, with Tiggo 8 PHEV already reaching customers ahead of promised timelines, challenging conventional industry norms. This reflects a deliberate and accelerated build-up of Pakistan’s PHEV ecosystem.

Accelerating Pakistan’s transition to plug-in hybrid technology, Tiggo 7 PHEV enters a segment still dominated by conventional petrol and hybrid SUVs, where plug-in hybrid options remain limited, positioning itself as a technologically advanced and cost-efficient alternative.

Globally, Chery is the best-selling Chinese SUV brand of 2025, with Tiggo 7 among its leading models. Tiggo 7 is  the best-selling Chinese SUVs for four consecutive years and is the most exported model in the lineup, now entering Pakistan as a globally proven product with over one million users worldwide.

Built on Chery’s 5th Generation Super Hybrid (CSH) architecture, the world’s best plug-in hybrid technology, engineered as a purpose-built platform, Tiggo 7 PHEV combines a 1.5 TGDI engine, an 18.3 kWh battery, and a dedicated hybrid transmission to deliver 255 kW of power, 342 horsepower, and 525 Nm of torque, accelerating from 0 to 100 km/h in 8.4 seconds, balancing efficiency with performance.

For everyday driving, it offers 90+ kilometres of pure electric range, allowing most daily commutes to be completed without using fuel. For longer journeys, a combined range of 1,200+ kilometres ensures uninterrupted travel without planning constraints. Combined with lower fuel and maintenance costs, it stands among the most cost-efficient SUVs in its category.

Inside, the vehicle offers a refined and intuitive experience, with a 24.6-inch dual curved display powered by the Snapdragon 8155 chipset, an 8-speaker Sony audio system, ambient lighting, and a panoramic sunroof. Heated and ventilated front seats, driver memory function, and dual-zone climate control with N95 filtration ensure consistent comfort.

Safety is positioned at the highest level in its segment, with 8 airbags and Level 2 Advanced Driver Assistance Systems (ADAS), making it one of the safest SUVs in its category. This is further reinforced by a 5-star safety rating, strong NCAP performance, and recognition as a No.1 ranking brand in J.D. Power studies, reflecting Chery’s commitment to safety and quality.

Further extending its practicality, Vehicle-to-Load (V2L) capability of 3.3 kW allows the vehicle to power external devices.

Chery’s global strength underpins this offering. As China’s number one automotive exporter for 23 consecutive years, with a presence in over 120 countries and more than 19 million users worldwide, the brand brings proven scale and engineering credibility. In Pakistan, Chery is backed by Master Auto Engineering, part of the Master Group with over 60 years of industrial expertise, ranked 4th largest automotive groups in Pakistan.

“This is not about introducing another product into the market. It is about responding to a real and immediate shift in how Pakistan needs to move. With Tiggo 7 PHEV, we are bringing advanced hybrid technology at exactly the right time, making it practical, accessible, and aligned with both consumer realities and national priorities. This is where the transition moves from early adoption to scale, and where hybrid becomes a natural choice for everyday driving in Pakistan,” said the CEO of Master Auto Engineering, Mr. Samir Malik.

Positioned as a premium 5-seater C-SUV, Chery Tiggo 7 PHEV is now available in Pakistan at an introductory ex-factory price of PKR 9,499,000, with a booking amount of PKR 1,500,000. This is a limited-time price. With demand building and production already underway, Chery Master Pakistan aims to fulfill most customer orders within June 2026, ahead of any potential policy changes. Test drives are available nationwide.

With Tiggo 7 PHEV, Chery Master Pakistan continues to accelerate the country’s shift toward a more efficient, better built quality and sustainable mobility future.

Global NEV leader BYD, through its official partner in Pakistan, Mega Motor Company, has delivered BYD Atto 2 and BYD Sealion 7 electric vehicles to Islamabad Police, marking the first operational adoption of a new energy vehicle (NEV) fleet by a federal department in Pakistan. The induction of these vehicles was formally celebrated through an official ceremony inaugurated by Prime Minister Shehbaz Sharif. Inspector General of Islamabad Police, Ali Nasir Rizvi, and Chief Traffic Officer of Islamabad, Muhammad Sarfraz Virk, were also present, along with other senior officials from the department.

The fleet has been designated for specific operational roles within the police department, supporting traffic patrol and official mobility. Its introduction will enable Islamabad Police to significantly reduce fuel dependency, lower operating costs, and introduce emission-free mobility into daily policing operations across the capital.

The initiative comes at a time when Pakistan is experiencing unprecedented volatility in fuel prices, reinforcing the need for more stable and cost-efficient mobility solutions for institutional use. By transitioning to electric vehicles, Islamabad Police is taking a forward-looking step toward reducing exposure to fuel price fluctuations while improving long-term operational efficiency.

Commenting on the initiative, an official from Islamabad Police said:
“We are committed to adopting modern, sustainable solutions that enhance operational efficiency while serving the public responsibly. The integration of electric vehicles into our fleet marks a significant step toward reducing fuel dependency and enabling environmentally responsible policing. It also serves as a practical manifestation of the Prime Minister and Interior Minister of Pakistan’s vision for a greener, more sustainable future, with Islamabad Police playing a leading role in advancing this agenda.

 
This initiative lays the foundation for the gradual expansion of our NEV fleet as we continue to modernise our operations in collaboration with BYD.”

Commenting on the collaboration, Danish Khaliq, Vice President Sales and Strategy at BYD Pakistan-Mega Motor Company, said the initiative demonstrates how electric mobility solutions can support real-world institutional use cases.

“Islamabad Police’s decision to integrate BYD’s electric vehicles into its operational fleet reflects growing confidence in our new energy mobility solutions for real-world institutional use. As the first federal government department to take this step, it sets an important precedent for public sector organisations across Pakistan.

Beyond sustainability, this transition highlights a broader shift toward smarter fleet economics, where reduced reliance on fuel and lower maintenance requirements can significantly improve long-term operational efficiency. At Mega Motor Company, we remain focused on enabling this shift through reliable, high-performance electric mobility solutions designed for real-world demands.”

BYD’s new energy vehicles bring advanced electric mobility technology to the police fleet, offering zero tailpipe emissions, superior blade battery technology, enhanced safety systems, and lower maintenance requirements compared with conventional vehicles. In addition to environmental benefits, electric mobility presents a significantly lower running cost compared to traditional fuel-powered vehicles, particularly in high-utilisation environments such as public service fleets. The vehicles also enable silent patrolling, an operational advantage particularly suited to urban law enforcement environments.

As public institutions navigate rising fuel costs and explore more sustainable transportation solutions, initiatives such as this highlight the growing role of electric mobility in delivering both financial and environmental value while reducing reliance on imported fossil fuels.

Dear Readers, Pakistan’s long-term economic stability is deeply tied to one critical equation: localization leads to industrialization, and industrialization fuels SME growth.

Across the world, successful developing economies have demonstrated that Small and Medium Enterprises (SMEs) are the backbone of sustainable growth — contributing significantly to GDP, employment generation, and domestic value addition.

Globally, SMEs account for over 90% of businesses and nearly 50% of employment. In Pakistan, SMEs contribute approximately 40% to GDP and employ nearly 80% of the non-agricultural workforce. Despite this strong foundation, their true potential remains underutilized due to structural inefficiencies and policy gaps.

Recognizing the urgency, the government has begun focusing on SME development, particularly in light of rising import bills and mounting pressure on foreign exchange reserves. Pakistan’s imports consistently range between $50–55 billion annually, while exports struggle to surpass $30 billion. This imbalance underscores the urgent need to strengthen domestic manufacturing and reduce dependency on imported goods.

However, several systemic challenges continue to hinder SME-led industrialization.

One of the most critical issues is the imported brand culture. There exists a deep-rooted perception that imported products are superior in quality, even in sectors where local alternatives are available. This mindset drives unnecessary imports and discourages domestic production. Countries such as South Korea and China overcame similar challenges by promoting local brands alongside strict quality improvements and national pride campaigns. Pakistan must adopt a similar approach to shift consumer behaviour toward                        “Made in Pakistan.”

Another major barrier is limited access to finance. SME lending in Pakistan accounts for less than 10% of total private sector credit, significantly lower than the 20–30% observed in regional economies. Without affordable financing, SMEs cannot invest in technology, scale production, or compete globally. The solution lies in introducing blended financing models, including public credit guarantees, venture capital support, and fintech-driven lending platforms. Additionally, tax incentives and simplified compliance procedures can ease the financial burden.

The digital transformation gap is another pressing concern. Many SMEs, particularly in traditional sectors, remain disconnected from digital ecosystems. Integrating SMEs into digital supply chains can enhance transparency, reduce operational costs, and open access to international markets. Digital platforms can also bridge the gap between manufacturers and consumers, enabling direct market access and improved competitiveness.

Regulatory and administrative barriers further complicate growth. Complex procedures, excessive documentation, and overlapping compliance requirements discourage entrepreneurship. Simplifying these processes, along with ensuring at least 10% SME participation in public procurement, can create immediate demand for local products. Moreover, easing audit requirements for smaller SMEs can significantly reduce operational stress.

Looking ahead, green industrialization and cluster development must become central to policy planning. Around the world, governments are linking industrial incentives with environmental performance and sustainability goals. Pakistan can adopt this model by establishing industrial clusters, shared manufacturing facilities, and plug-and-play zones under public-private partnerships. Such initiatives will reduce capital costs and allow SMEs to scale efficiently.

Equally important is the promotion of technology transfer and joint ventures. A dedicated Technology Transfer Support Scheme should be introduced to facilitate partnerships between Pakistani manufacturers and global firms. This initiative can include financial incentives, matching grants, and policy facilitation for technical agreements. Local industries are ready to collaborate, and with proper government support, structured B2B engagements can connect Pakistani firms with international partners, enabling knowledge transfer and localization of advanced components.

To sustain industrial growth, Pakistan must also introduce long-term financing facilities tailored to sectors like auto parts manufacturing. Access to single-digit interest rates with extended tenures of up to 10 years will allow businesses to invest in modern machinery, tooling, and automation — essential for meeting global standards.

Furthermore, export-oriented cluster development can position Pakistan in niche global markets such as automotive aftermarket parts, EV components, and precision engineering. With shared infrastructure, testing facilities, and export facilitation, these clusters can significantly enhance competitiveness and export volumes.

The Way Forward

Localization is not just an industrial policy — it is a national economic necessity. Strengthening SMEs through targeted financing, regulatory reforms, digital integration, and industrial clustering will reduce imports, boost exports, and generate large-scale employment.

If implemented effectively, SME-driven industrialization can transform Pakistan from an import-dependent economy into a production and export-oriented nation. This shift is essential not only for economic resilience but also for securing a sustainable and prosperous future.

By @mashood-khan, published in Automark’s April-2026 edition.
Director – Mehran Commercial Enterprises
Expert Auto Sector / Former Chairman PAAPAM / Director – SMEDA

Dear Readers!!! Eid Mubarak 2026 to all our Automark family! We wish this blessed occasion to bring prosperity, unity, and energy to the automotive industry in Pakistan. We shall continue to drive the industry forward with innovation, partnership, and determination. We wish you all joy, success, and growth. Eid Mubarak!

The automotive industry of Pakistan is once again gaining steam as production is underway, market sentiment is cautiously optimistic, and new entrants are redefining the competitive landscape of the industry. However, underlying all of this is the larger concern of whether we are actually witnessing real change or merely another round of cyclical upswings? This article is born of exactly the same concern. It is not merely an analysis of what is happening today but rather a contemplation of what direction the industry is forced to take if it is to achieve sustainability in the long run. For in today’s rapidly changing global environment, success is no longer measured by what is being produced but by how it is being produced. “Production is not just about assembling vehicles; it is about building a nation’s industrial backbone.

Background: A Sector of Strength, Yet Structural Limitations: The automotive industry of Pakistan has long been regarded as one of the most important sectors contributing towards the development of the industrial sector of the country. The fact remains that the country has gained decades of operational experience, a base of original equipment manufacturers, and a continuously expanding vendor base, making it a place with all the necessary ingredients of a robust manufacturing environment. But the harsh reality is that there is a fundamental lack of balance in the structure of the automotive industry of the country, as a substantial part of it still remains operational under assembly-based models, relying heavily on imported parts. The manufacturing processes are still largely labor-intensive, while the use of technology and real-time data is still in its development phase. This makes it an industry that is operational but not necessarily optimized. There is a fundamental difference between having a factory and having a functioning manufacturing ecosystem, and it is exactly here that the opportunity lies as well as the urgency. “We have built production capacity, but we are yet to unlock production intelligence.”

Why This Conversation Matters Today: The pressing need to achieve this change is being driven by a number of converging factors. On a global level, the automotive sector is witnessing a significant change in the form of smart manufacturing. The digital, automated, and analytical aspects of manufacturing can no longer be considered peripheral; they have to be the core. Those who do not adopt this change will be forced to lag behind in the highly competitive global market. On a national level, the market scenario is witnessing a change. The entry of new global players into the market has forced a change in the level of competition. The customer today is more informed, more demanding, and less willing to compromise. This is a changing environment that needs a review not only of what is being manufactured, but how it is being manufactured. The economic environment adds another layer to this situation. Fluctuating currencies, increasing costs, and import issues have all made efficiency a key factor for success. In this environment, traditional manufacturing processes are not effective. The industry must change to a more efficient, more intelligent, and more resilient model.

Production as a Symphony: In order to fully grasp the degree of transformation needed, it is necessary to reconsider the concept of production. This is no longer a linear process; rather, it is a highly orchestrated process—a symphony. In the symphony of production, the human element is the performer, the processes are the instruments, technology is the conductor, and leadership is the composer. When each of these is working together properly, the result is efficiency, quality, and uniformity. When they do not, inefficiencies and disruptions ensue.  “A factory does not achieve excellence through machines alone, but through the harmony of its entire system.”

The Shift Toward Smart Manufacturing: The move from conventional production systems to smart manufacturing systems is a paradigm shift in terms of mindset. Conventional production systems are, more often than not, reactive in nature, focusing on solving problems only after they have occurred. Such systems are largely based on manual reporting systems, operate in silos, and focus on quality inspections at the end of the production line. Smart manufacturing systems, however, are proactive in nature, focusing on anticipating problems by using real-time data, integrating various operations, and infusing quality at every step of production. This is not meant to replace human effort but to enhance it by providing it with the tools it needs to be more effective in its decision-making processes. Smart manufacturing is all about creating a system that is not only efficient but also intelligent.

The Pillars of Transformation: The foundation of a successful transformation into a smart manufacturing system depends on several important aspects. Among these, the integration of data is the most important. In the modern manufacturing environment, data plays the vital role of the central nervous system. In real-time, the ability to monitor key performance indicators such as output rates, downtime, and efficiency enables the system to take immediate action. However, the second important aspect of a smart manufacturing system is the concept of built-in quality. In the modern environment, quality should be considered a part of the process, rather than a final check. This implies the need for standardization of processes, error-proofing, and a culture of “doing it right the first time.” Furthermore, the workforce should also be considered. In the factory of the future, individuals should be able to understand the system in which they work, in addition to being competent in their own area of work. Continuous training and multi-skilling are critical to the development of such a workforce. In addition, efficiency has to be redefined. The lean approach, which focuses on waste reduction and the optimal use of resources, has to be embedded into the operations. Moreover, the production systems have to be flexible enough to enable manufacturers to respond to changing market requirements.

Leadership as the Catalyst: No such transformation is possible without the presence of good leadership with a vision to lead the way. The leadership required in the automotive industry is no longer just about managing the day-to-day activities of the business. They must be the architects of the systems they lead, guiding the future course of the business. This requires strategic investment in technology, culture, and human capital as a priority. Leadership is not just about delivering today’s results; it is about laying the foundations to deliver tomorrow’s results. “True leadership is measured not by output, but by the systems it creates and the people it develops.”

Localization: The Foundation of Sustainability: An integral part of this process is the establishment of a strong supply chain in the region. Without localization, the full benefits of smart manufacturing cannot be achieved. For instance, reliance on imports is not only costly but also compromises the industry in periods of economic uncertainty. Enhancing the quality of the supply chain and encouraging the production of parts and other materials in the region is an integral step towards establishing a self-sustaining industry. Localization is not only an economic imperative but also a necessity for the growth of the industry.

The Role of Integrated Decision-Making: In the modern production environment, the speed and efficiency of the decision-making process play a determining factor. This is the idea behind the concept of a centralized production war room. This concept brings together real-time data, real-time teams, and real-time problem-solving to create a system where production decisions can be made quickly and efficiently. This is the kind of integration necessary to ensure production is not just efficient, but also flexible. “In today’s manufacturing landscape, the speed of decision-making defines the speed of success.” The road to smart manufacturing is not without obstacles. The initial investment costs, lack of organizational change, lack of skills among the labor force, and inconsistencies in policies all pose major challenges. These challenges, however, should not be considered obstacles, but rather as chances to create a more structured industry. Every challenge is a gap, and closing the gap will only make the system better.

A Vision for the Future: The future of the automotive industry in Pakistan is not just beyond the assembly lines, but a vision for a digital factory, an intelligent factory, a smart factory, a factory with a skilled, enabled, and globally aligned workforce, a factory where products are not just assembled, but engineered and manufactured with pride. To achieve this vision, there is a need for collective efforts, alignment, and commitment to excellence.

Orchestrating the Future: The evolution of the automotive industry in Pakistan is not a matter of possibility but of intent. The world is moving forward at an unprecedented pace, and the choice we are presented with is clear: evolve and lead, or stagnate and follow. The idea of a “Symphony of Production” embodies the concept of evolution. It is “a vision of harmony, integration, and excellence in which every part of the production system is working together towards a unified purpose.” “Excellence is never accidental; it is the result of deliberate design and disciplined execution.” The time has come to transcend fragmented initiatives and develop a cohesive, intelligent, and forward-thinking manufacturing environment. Because at the end of it all, the factories we construct today are going to shape the economy of tomorrow.

Take way from this article:

Smart manufacturing is redefining Pakistan’s automotive landscape by integrating digital technologies, automation, and data-driven decision-making into production systems. The outcome is higher efficiency, improved quality, reduced costs, and enhanced global competitiveness. It enables faster response to market demands, strengthens supply chain resilience, and builds a skilled, future-ready workforce. For industry leaders and stakeholders, the message is clear: embrace innovation, invest in advanced technologies, and prioritize continuous learning. Those who adapt will lead the transformation, while those who hesitate risk falling behind. The future belongs to organizations that are agile, intelligent, and committed to sustainable growth through smart manufacturing excellence.

This exclusive article has been published in Automark Magazine’s April-2026 printed edition. Written by @muhammad-rafique

DEAR READERS, This article explores the history of Geely, its ownership structure across multiple automotive brands, its shareholdings, global ranking, and the performance of its star models, especially in the growing electric vehicle (EV) segment.

Introduction

In today’s fast-changing automotive world, one name that has rapidly climbed the global ladder is Geely. Once a small private company in China, Geely has transformed itself into one of the most influential automotive groups worldwide. It is not only known for producing affordable cars but also for owning and investing in some of the most respected global automotive brands.

Geely’s journey reflects China’s broader industrial rise—from imitation to innovation, and from local markets to global dominance. Today, the company stands as a symbol of how strategic investments, technology adoption, and global partnerships can reshape an entire industry.

History of Geely: Humble Beginnings to Global Expansion

Geely was founded in 1986 by Li Shufu in China. Interestingly, the company did not start as a car manufacturer. It began as a refrigerator parts producer and later moved into motorcycles in the 1990s.

In 1997, Geely entered the automobile industry, becoming one of the first private Chinese companies to manufacture cars. At that time, China’s auto market was dominated by state-owned enterprises and foreign joint ventures. Geely’s entry marked a shift toward private innovation.

The real turning point came in 2010, when Geely acquired Volvo Cars from Ford. This bold move shocked the global automotive industry. Many doubted whether a Chinese company could manage a premium European brand. However, Geely proved critics wrong by revitalizing Volvo, improving its technology, safety, and global sales.

Since then, Geely has followed a strategy of global acquisitions and partnerships, turning itself into a multi-brand automotive conglomerate.

Geely’s Ownership of Automotive Brands and Shareholding Structure

Geely’s strength lies in its diverse portfolio of brands, ranging from mass-market vehicles to luxury cars and electric mobility solutions.

Major Brands Owned or Controlled by Geely

1. Geely Auto (Core Brand)
   • Parent company flagship
   • Focus: Affordable and mid-range vehicles
   • Fully owned
2. Volvo Cars
   • Ownership: ~82% (major controlling stake through Geely Holding)
   • Focus: Premium vehicles and safety innovation
3. Polestar
   • Ownership: Approx. 48–50% (via Geely + Volvo combined influence)
   • Focus: High-performance electric vehicles
4. Lotus Cars
   • Ownership: ~51% (majority stake)
   • Focus: Luxury sports cars and EV hypercars
5. Lynk & Co
   • Ownership: Joint venture (Geely + Volvo)
   • Focus: Connected vehicles and subscription-based mobility
6. ZEEKR
   • Ownership: Fully controlled by Geely
   • Focus: High-end electric vehicles
7. Proton
   • Ownership: 49.9% stake
   • Focus: Southeast Asian markets
8. smart (Joint Venture with Mercedes-Benz)
   • Ownership: 50% Geely
   • Focus: Compact electric cars
9. LEVC
   • Ownership: Fully owned
   • Focus: Electric taxis and commercial vehicles
10. Farizon

• Focus: Electric trucks and logistics vehicles

This diversified structure allows Geely to cover all segments—from budget cars to luxury EVs, and from passenger vehicles to commercial fleets.

Business Strategy: “One Geely” Vision

Geely operates under a unified strategy often referred to as “One Geely.” This approach integrates research, technology, and manufacturing across all brands.

Key pillars include:

• Shared EV platforms
• AI-powered vehicle systems
• Global supply chains
• Cross-brand innovation

This strategy has helped Geely reduce costs while maintaining brand uniqueness.

Global Ranking and Market Position

Geely has grown into one of the largest automotive groups in the world.

• Total vehicle sales in 2025: over 3.02 million units
• Group-wide (multiple brands) sales exceeded 2.95 million units in first 9 months of 2025 alone
• Ranked among the top 10 global automotive groups (by volume and influence)

Geely is also:

• One of China’s largest EV manufacturers
• A major competitor to companies like BYD and Tesla in the EV space
•  

Star Models and Sales Performance

Geely’s success is driven by a mix of internal combustion engine (ICE) models and rapidly growing EVs.

1. Best-Selling Traditional Models

• Geely Xingrui / Emgrand Series
• Geely Boyue (SUV)
• Geely Binyue (Compact SUV)

These models continue to perform strongly, with ICE vehicles contributing over 1.21 million units in 2025

2. Star Electric & Hybrid Models (EV Focus)

Geely’s EV segment is the fastest-growing part of its business.

Key EV Highlights (2025):

• Total EV & hybrid sales: 1.68 million units
• Growth rate: +90% year-on-year

Popular EV Models:

• Geely Xingyuan (EX2)
  • Over 530,000 units sold cumulatively
• Geely E5 (EX5)
  • Over 160,000 annual sales
• ZEEKR 001 & ZEEKR 009
  • Premium EV segment leaders
  • ZEEKR total sales: 220,000+ units in 2025
• Lynk & Co 900 (Hybrid SUV)
  • 50,000+ units in 6 months

These models show Geely’s ability to compete across price segments—from affordable EVs to luxury electric vehicles.

Global Presence and Market Expansion

Geely is no longer limited to China. It has built a strong international footprint.

Global Reach:

• Present in 88 countries and regions
• Over 1,200 global sales outlets
• Strong markets:
  • Europe (UK, Germany, Sweden)
  • Southeast Asia (Indonesia, Malaysia)
  • South America (Brazil)
  • Middle East & Africa

Expansion Strategy:

• Local manufacturing plants (e.g., Egypt, Indonesia)
• Strategic partnerships (e.g., Renault in Brazil)
• EV-focused exports

Geely aims to sell 640,000 vehicles overseas by 2026, showing its aggressive globalization plans

Role in the Electric Vehicle Revolution

Geely is heavily investing in EV technology and smart mobility.

Key Innovations:

• AI-powered driving systems
• Advanced battery safety technology
• Satellite communication for vehicles
• Smart cockpit systems

The company has also launched a “Full-Domain AI” system, integrating:

• Autonomous driving
• Connectivity
• Data intelligence

This positions Geely as a technology-driven automaker rather than just a manufacturer.

Strengths and Competitive Advantages

1. Strong                                                                   Brand                                                   Portfolio
   Covers all segments from budget to luxury
2. Global                                                                   Acquisitions                                       Strategy
   Revived brands like Volvo and Lotus
3. Rapid                                                                    EV                                                           Growth
   One of the fastest-growing EV producers
4. Cost                                                                                                                                       Efficiency
   Shared platforms across brands
5. Innovation                                                                                                                          Focus
   AI, electrification, and connectivity

Challenges

Despite its success, Geely faces several challenges:

• Intense competition from Tesla and BYD
• Managing multiple global brands
• Profitability issues in some subsidiaries (e.g., Polestar)
• Regulatory pressures in international markets

Conclusion

Geely’s journey from a small Chinese company to a global automotive giant is nothing short of remarkable. Through strategic acquisitions, innovation, and a strong focus on electric vehicles, it has positioned itself as a leader in the future of mobility.

With over 3 million annual vehicle sales, a presence in nearly 90 countries, and a rapidly expanding EV portfolio, Geely is shaping the next era of the automotive industry.

Its success story is not just about cars—it is about vision, adaptability, and global ambition. As the world moves toward sustainable transportation, Geely is set to remain a key player in driving that transformation.

This exclusive article has been published in Automark Magazine’s April-2026 printed edition. Written by Aqeel Bashir

Grow Automotive Grow Pakistan – Learning from the Past – Earning from the Present – Growing from the Future Episode: 10

Now, in the next few articles, we will examine the automotive market in Pakistan in general and the situation of the EV market in particular. In my initial articles, it was made clear that the automotive sector started with electric vehicles, and now, after almost a century and a half, the automotive industry and market are once again shifting towards electric vehicles based on modern technology of the new era, and it is hoped that in the coming years, electric vehicles will replace IC engines. 

Public Trust Building in Adoption of EV

With the passage of time, the forecast of EV is becoming true. Awareness is coming among the public and the public has started accepting EVs to a large extent in the auto sector. Similarly, many leading automotive companies are introducing many models of their own EV vehicles in the Pakistani market. While many new models of EVs are coming in the auto market, a new problem has arisen for customers.

Unclear Options and Confusions

While buying an EV, they are finding it difficult to decide by selecting the model according to their needs and preferences. Because there are many types of EVs, there are also many types of EV models, about which customers don’t know much due to being new technology and they seem quite confused while making a decision. Therefore, I thought that first of all, the basic technology related to EVs and the technology given in the models available in Pakistan should be explained in simple words so that buyers can easily and confidently select the model.  So let’s start with EV technology and then continue the discussion on EV models available in Pakistan.

Common Types of EV

Electric vehicles (EVs) are generally classified into four main types based on their powertrain: Battery Electric Vehicles (BEVs), which run entirely on electricity; Plug-in Hybrid Electric Vehicles (PHEVs), which combine a battery and gas engine with plug-in capability; Hybrid Electric Vehicles (HEVs), which use a motor to assist a gas engine without plugging in; and Extended Range Electric Vehicle (EREV), which use electric motor to drives the wheels, and a small IC engine acts as a generator to recharge the battery.

1. Battery Electric Vehicle (BEV): These all-electric vehicles rely solely on rechargeable battery packs (no gasoline engine) and produce zero emissions. They are charged via an external power source. Examples: Tesla Model 3, Nissan Leaf, Chevy Bolt.
2. Plug-in Hybrid Electric Vehicle (PHEV): These vehicles use both an electric motor (powered by a battery) and an internal combustion engine. They can be plugged in to charge but also run on gasoline for longer ranges. Examples: Toyota RAV4 Prime, Ford Escape PHEV.
3. Hybrid Electric Vehicle (HEV): Conventional hybrids use both a petrol engine and an electric motor. They cannot be plugged in; the battery is charged through regenerative braking and the engine. Examples: Toyota Prius, Hyundai Ioniq Hybrid.
4. Extended Range Electric Vehicle (EREV): A type of EV where the electric motor drives the wheels, but a small internal combustion engine acts as a generator to recharge the battery when it runs low, providing a longer range than a standard BEV. 

These vehicles are becoming increasingly popular, offering options ranging from daily city driving with zero emissions (BEVs) to long-distance, versatile driving (PHEVs/HEVs). A Battery Electric Vehicle (BEV) is a fully electric vehicle powered exclusively by electricity stored in an onboard high-voltage battery pack, driving an electric motor without any internal combustion engine or fuel dependency. BEVs produce zero tailpipe emissions, require external charging, and utilize regenerative braking to enhance efficiency.

1. Battery Electric Vehicle (BEV)

A Battery Electric Vehicle (BEV) is a Fully Electric Vehicle Powered exclusively by Rechargeable lithium-ion Battery Packs, containing No Internal Combustion Engine, Fuel Tank, or Exhaust System. Relying solely on electricity from the grid, BEVs offer Zero-Emissions, Quiet n Vibertion Free Driving, and Lower Maintenance.

Key Aspects of BEVs

• Propulsion: Electricity is stored in high-capacity, on-board batteries, driving one or more electric motors for acceleration.
• Charging: Batteries are recharged via external power sources, ranging from domestic sockets (slow) to public DC fast chargers (fast).
• Efficiency: BEVs are highly efficient, converting a higher percentage of energy into vehicle movement compared to combustion engines.
• Performance: Known for instant torque, providing quick acceleration, regenerative braking to boost efficiency.
• Range: While heavily affected by cold weather, modern BEVs frequently provide over 400 Kms of range.

BEV Market Trends in Pakistan (2025-2026):

As of early 2026, the Battery Electric Vehicle (BEV) market in Pakistan is experiencing a transition from niche, luxury-oriented adoption toward a more diverse, albeit cautious, market. While 2025 marked a turning point with increased model launches and the entry of major Chinese manufacturers, the market is currently balancing high enthusiasm for lower running costs against infrastructural limitations and concerns over resale value.

• Dominance of Chinese Manufacturers: The market is heavily influenced by the entry of Chinese giants, with BYD leading in market excitement following its 2024 debut, offering competitive models like the Atto 3 and Seal. Other players like MG, HAVAL, Chery and others are expanding their footprint, diversifying choices beyond high-end luxury, and moving toward mid-range SUVs.

BEV Popular Models in Pakistan: 

BYD Atto 3 

The BYD Atto 3 is a compact electric SUV featuring a 49.92 kWh to 60.48 kWh Blade Battery (depending on region/variant) providing a range up to 420-480 km (WLTP). Priced around PKR 8.99 million in Pakistan, it offers a 150 kW/310 Nm motor, 0-100 km/h in 7.3–7.9 seconds and high-tech safety.

MG ZS EV

The 2026 MG ZS EV is an electric SUV offering up to 440 of range with a 72kWh battery option, or a 51kWh standard range model, with prices ranging from PKR 9,690,000, positioning it as an affordable, family-friendly EV option in several markets.

Honri Ve

The Honri Ve is an electric vehicle (EV) that is locally assembled in Pakistan by Dewan Farooque Motors Limited (DFML). Honri Ve 2.0 (approx. 200km range) and Honri Ve 3.0 (approx. 300km range) priced with a significant discount, VE 2.0 av at Rs. 3,599,000 and VE 3.0 at Rs. 4,399,000. These prices represent a reduction of Rs. 600,000, valid for limited stock.

Deepal S07/L07

The Deepal S07 SUV (crossover) and L07 (sedan) were officially launched in Pakistan in August 2024 by Master Changan Motors Limited (MCML). As a premium electric brand under Changan Auto, the company introduced these models as completely built-up (CBU) units to mark their entry into the local high-end electric vehicle market.  Both vehicles feature a claimed range of over 500 km. PKR 14.99 million, this RWD SUV features a 66.8 kWh battery, offering a ~485 km range, 255 HP, and a fastback design with frameless doors.

Audi e-tron

The Audi e-tron is a premium, fully electric luxury SUVs and GT sports cars that combines high-performance electric driving with advanced technology and sophisticated design. Available models in Pakistan include the Q8 e-tron (used prices ranging from PKR 3.85–4.75 crore) and the new Q6 SUV e-tron Signature (priced at PKR 2.78 crore). Key features include Quattro all-wheel drive, high-capacity batteries, and fast-charging capabilities

Geely Riddara (RD6)

Capital Smart Motors is showcasing the Geely Riddara (RD6), a high-performance electric pickup with a 455 km range with price starting from PKR 13,299,000. Variant: BEV (Fully Electric), Battery Pack 86 kWh, Range Approximately 455 km, Performance 0–100 km/h in 4.5 seconds, and1030 kg loading capacity.

2. Extended Range Electric Vehicle (EREV/REEV)

Extended Range Electric Vehicles (EREV) and Range-Extended Electric Vehicles (REEV) are essentially the same technology, featuring a battery-electric powertrain with a small petrol/gasoline engine that acts solely as a generator to recharge the battery. Unlike conventional hybrids, the engine does not drive the wheels directly.

Key Aspects of EREV/REEV

• How They Work: The vehicle is powered by electricity from a battery and electric motor. When the battery is low, a “range extender” (engine) turns on to generate electricity and charge the battery while driving.
• Difference from PHEVs: While Plug-in Hybrids (PHEV) often use the engine to directly drive the wheels (parallel), EREVs use a series-connected structure where the engine is only a generator.
• Advantages: They Eliminate Range Anxiety, offering longer driving ranges than typical BEV and PHEV.
• Driving Experience: They provide the responsiveness and smooth acceleration of an EV, as the engine does not directly affect acceleration

EREV Market Trends in Pakistan

The Extended Range Electric Vehicle (EREV) market in Pakistan is experiencing a significant, driven by the need to overcome “range anxiety” associated with pure battery electric vehicles (BEVs). This shift is highlighted by the recent introduction of specialized models boasting extensive total driving ranges, with 2025–2026 being a crucial turning point for adoption, infrastructure growth, and local assembly initiatives. 

• Arrival of REEVs and Long-Range Models: The market has officially entered the Range Extended Electric Vehicle era with the launch of models like the Forthing Friday REEV, which offers a total driving range of 1,150 km.
• Major Brand Entry: Chinese EV giant BYD is partnering with Mega Conglomerate to set up a factory in Karachi by mid-2026, launching models with extended ranges that include both battery-electric and plug-in hybrid options.
• Segment Diversification: 2025 saw a shift from experimental models to a wider range of options, including compact city cars (Gigi, Honri), luxury EVs, and family-friendly SUVs, with Deepal S07 and L07 already on the market.
• Overcoming Range Anxiety: EREVs are seen as offering all-electric city driving with a gasoline-powered generator for long-distance, intercity travel.
• Rising Fuel Costs: Extreme increases in petrol prices make the lower operating costs of EREVs are highly attractive.

EREV Popular Models in Pakistan:

1-Deepal S05 REEV (Master Changan Motors)

The Deepal S05 REEV, produced by Master Changan Motors in Pakistan, is a groundbreaking Range-Extended Electric Vehicle, with volume production starting in early 2026. This SUV offers a combined range exceeding 1,000 km, powered by a 215 HP (160 kW) motor with a RWD and a 1.5L Range Extender Engine.  

• Range: Approximately 155 km – 200 km in pure EV mode, with a combined range often exceeding 1,000+ km.
• Fuel Efficiency: ~20-24 KM/L (city/highway).

Price: As of Feb 2026, the S05 REEV Premium is priced around PKR 9,999,000 (ex-factory, excluding freight). 
 

2. Forthing Friday REEV (CSM) 

Capital Smart Motors (CSM) has reduced the price of the Forthing Friday Range Extender Electric Vehicle (REEV) to PKR 9,999,000 (a PKR 1 million reduction) until March 31, 2026. This 5-seater SUV offers up to 1,150 km total range (combined battery and engine), and features a 57.8 kWh battery, 201 hp output.

• Range: It features a 31.9 kWh battery for pure electric driving (up to 600 km), with a 1.5L range extender petrol engine.
• Features: Includes Level 2 ADAS, a 14.6-inch infotainment display, and a 360-degree camera.
• Price: Pre-launch pricing was announced at PKR 10,999,000 for the REEV variant. 

We will continue to provide knowledge and information about modern automobiles, mobiles and electric vehicles. In the next installments, we will give complete details about other EV models, especially HEV and PHEV, so that customers who buy EVs can decide to adopt EVs with their own needs and mental and emotional satisfaction. Stay connected with Auto Mark. Until the next article, may Allah bless you.

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