In the fall season, it was at the "High-Level Symposium on State-owned Enterprise Reform and Yuchai's Innovation Practice" in Beijing. Chairman of the Board of Directors of Guangxi Yuchai Machinery Group Co., Ltd. Yu Ping, after vigorously proclaiming the glory of Yuchai's development, began to describe the equations that have plagued him for many years. "In contrast, Yuchai's 60 years of development, especially the 11th 'The process of development is not easy, there are many distresses and a lot of confusion."

From China Economic System Reform Research Association, China Machinery Industry Federation, Department of Structural Reform, National Development and Reform Commission, China Economic System Reform Research Association, Guangxi Yulin Municipal Government, China Institute of Internal Combustion Engine Industry, National Institute of Development and Reform Macroeconomic Research, State Council SASAC Enterprise Reform Bureau Experts from other organizations have made suggestions and issued targeted "Yuchai prescriptions."

The confusion of Yuchai, but also the confusion of state-owned enterprise reform, Yuchai's development is so good. What are the factors and what are the risks that plague Yuchai?

At the meeting, 晏 晏 晏 晏 晏: First of all, Yuchai does not possess any monopoly resources or monopoly products, and the field in which it competes is very fierce. Yuchai Group is a wholly-owned local state-owned enterprise. Judging from the reality, Yuchai’s stock resources are seriously insufficient, and it is not enough to support Yuchai to achieve greater development. Standing at a new height of development, does Yuchai need to reform or what kind of restructuring is needed to achieve a win-win situation for enterprises and the government?

Secondly, with the rapid expansion of industrial scale and follow-up management resources, Yuchai has to rely on a large number of new projects if it wants to achieve its strategic goal of exceeding RMB 100 billion in sales income by the end of the “Twelfth Five-Year Plan” period. However, from the current practice, we have new projects, but because of the follow-up management resources can not keep up, resulting in new projects can not advance or fail to achieve the desired results. The most outstanding performance is the shortage of talents. At present, Yuchai’s key projects or the backbones or technical backbones required for newly established subsidiaries are mostly drawn from Yuchai Machinery Co., Ltd., but the talents of the stock companies are in short supply. On the other hand, the talents of the joint-stock companies are inherently limited. They are mainly driven by the engine. Excessive brain drain will certainly affect their normal development. The method of introducing a large number of foreign talents is also unrealistic. First, it is difficult to find a suitable one. Second, they are worried that they will not be satisfied with soil and water, so that new projects will lose at the starting line. For such contradictions, Yuchai’s decision-makers have been pondering whether there are better or more reasonable internal resource allocation methods.

Thirdly, as an independent diesel engine manufacturing enterprise, in the case that most domestic mainstream automobile manufacturers have their own engine industries, Yuchai's engine products gradually fall into the category of “non-primary distribution in mainstream mainframe plants, and it is mainly used in non-mainstream OEMs. Matching the situation, market development is increasingly passive. Under such circumstances, is it necessary for Yuchai to enter the downstream industry in the next step or in what way? This is Yuchai's current big confusion.

The confusion of Yuchai, but also the confusion of the entire internal combustion engine industry, is the common confusion of state-owned enterprise reform.

In the internal combustion engine industry, Xing Min, deputy chairman of China Internal Combustion Engine Industry Association, saw problems that plagued the industry's development. Xing Min has come up with two figures to illustrate the gap in the development of internal combustion engines in China: One is 64%, which means that the internal-combustion engine industry consumed about 230 million tons of oil imported by the country last year and 64% of the 210 million tons produced by the country. The domestic dependence on petroleum is relatively high, and the internal combustion engine consumes so much. This is a pressure. It is accompanied by the domestic level of the internal combustion engine. Now the fuel level is higher than the foreign 15% to 20%. In the second aspect, about 30% of the emissions, compared with foreign countries, the internal combustion engine industry in China is lagging behind one or two standards abroad, including road and non-road standards. The internal combustion engine industry is facing great pressure for energy conservation and emission reduction.