The 奕境X9, jointly created by 东风 and 华为乾崑, launched on September 24, 2026. Positioned as a RMB 300,000-class large six-seat SUV, it surpassed 20,000 small-deposit pre-orders within 24 hours of presale and reached 9,157 firm orders within 24 hours of launch. After orders surged, material preparation and quality validation for option-equipped variants became delivery bottlenecks; 奕境 is using a daily senior-management meeting mechanism to accelerate production, logistics, and delivery, compensating users for waiting beyond the promised time with points while stressing that quality validation processes will not be compressed. Whether the new vehicle can turn order momentum into stable deliveries and reputation has become a key test during its brand-building period.
After orders surge, delivery becomes the new brand's first test
On September 24, 2026, the Yijing X9, the second-generation family flagship natively co-created through the full-stack collaboration between Dongfeng and Huawei Qiankun, was officially launched. Gasgoo has learned that the new model's locked orders exceeded 9,157 units within 24 hours of launch, and pre-orders exceeded 20,000 units within 24 hours of presale. In the highly competitive price band of RMB 300,000-class large six-seat SUVs, such an order ramp-up speed is both buzz and pressure for a new brand.
The pressure first appeared in user communities. Zeng Qinglin, brand general manager of Yijing Auto, publicly responded via his personal Weibo that recently, almost all direct messages on various platforms, comment sections, and screenshots forwarded by stores were messages urging delivery. He apologized to users for this and disclosed the latest delivery progress at the same time.
This is not a one-off communications move. For a new brand co-created by a traditional automaker and a technology company, order numbers only complete the first half of market validation; what truly determines the direction of reputation is the capability of the pipeline that converts orders into deliveries.
Validation cycle for option-equipped models: where the slowdown lies
According to information disclosed officially, the main bottleneck in the current delivery pace is concentrated on option-equipped models. Zeng Qinglin said that option-equipped models have successively started production and will soon be ready for shipment, but their delivery cycles are relatively longer.
There are two reasons. One is component stocking. The other is quality validation control: newly added optional configurations must complete a full set of production and quality validation before entering mass production. At present, the relevant validation processes have been completed, and materials are in place.
This explanation points to the real constraints new brands face in their configuration systems. The more optional items there are, the longer the bill of materials and the more complex the validation matrix; and when orders concentrate on specific configuration combinations in a short period, scheduling for the supply chain and validation processes is amplified accordingly. For the industry, this is also a common tension between the promise of 'delivery at launch' and the strategy of 'configurations available as options'.
Organizational response: daily meeting mechanism and full-chain acceleration
In terms of delivery organization, Yijing has adopted a daily meeting mechanism led by senior executives. According to disclosures, Wang Junjun, chairman of Yijing Auto, and Zeng Qinglin lead a daily meeting with the production system, focusing on checking and implementing shipment status and resolving issues on the same day. The factory, logistics, and delivery teams have all been working around the clock, and daily logistics and delivery volumes will gradually increase going forward.
On the production side, the Yijing Chengdu plant strictly follows Huawei's quality control standards, and every vehicle must undergo multiple rounds of end-of-line inspections. During the R&D stage, Huawei deeply enabled 23 vehicle validation standards and methods, with multiple indicators reaching the industry's first tier.
This constitutes an observable implementation form of the co-creation model: product-side collaboration featuring joint definition, joint development, and joint office work is extending to manufacturing and delivery. For a new brand, the value of the daily meeting mechanism lies not only in speeding up, but also in ensuring that anomalies in shipment, logistics, and delivery are exposed and handled within 24 hours.
The trade-off between quality and speed: the user operations logic behind late-delivery points
While speeding up, Zeng Qinglin clearly drew the bottom line: not a single required validation process or quality gate will be skipped, and he stated that 'we would rather have everyone wait a few more days and pay more late-delivery points than hand over a car that is not ready to users.'
By explicitly defining timeout compensation as a hedge against delivery delays, the brand is in effect putting a price on delivery uncertainty: it bears part of the user's waiting-time cost in exchange for room to keep the verification process from being compressed. At a time when the industry generally competes on delivery speed, this approach is closer to a risk-allocation arrangement than to a mere PR statement.
Its effect depends on two things. The first is the transparency with which the compensation rules are implemented; the second is whether the actual extent of delays is controllable. Zeng Qinglin's emphasis that “logistics and delivery volumes will gradually increase each day going forward” is precisely a public commitment to that controllability.
The ability to convert buzz into reality is the real long-term variable for a new brand
For Yijing, market feedback on the X9 has already completed the first round of validation: more than 20,000 small orders within 24 hours of presale, and more than 9,157 locked-in orders within 24 hours of launch, show that the product definition and pricing have struck a chord in the RMB 300,000-class large six-seat SUV market.
But the credibility of a new brand is often not established at the moment orders are announced; it is repeatedly tested over the delivery-fulfillment cycle. Whether configured vehicles can be quickly converted into shipment volumes after validation is completed, whether the daily meeting mechanism can continue to support the production ramp-up, and whether timeout compensation can be paid as promised—these three factors together will determine whether the buzz can settle into word-of-mouth reputation.
Based on public information, the path Yijing has chosen is open communication plus processes that do not slow down. In the short term, this path will lengthen some users' waiting time, but it presents the true boundaries of delivery capability to users. For a new force created jointly by Dongfeng and Huawei and still in its brand-building phase, this candor is itself part of user operations.
