Supply Chain Transformation and Innovation in Global Expansion Amid Geopolitical Challenges: A Case Study of CATL

Kaijun Deng

doi:10.6981/FEM.202611_7(11).0020

Authors

Kaijun Deng Supply Chain Management, School of Business Administration, Guangdong University of Finance, Guangzhou 510521, Guangdong, China

DOI:

https://doi.org/10.6981/FEM.202611_7(11).0020

Keywords:

CATL; Supply Chain Transformation; Geopolitical Challenges; LRS Model; Zero-carbon Manufacturing.

Abstract

Amidst a global landscape characterised by the convergence of geopolitical risks and green trade barriers, CATL has overcome geopolitical barriers through its Light Asset technology licensing model, built compliance competitiveness through zero-carbon and smart manufacturing, promoted collaborative global expansion across the industrial chain, and achieved deep localisation. It has successfully transformed geopolitical pressures into strategic opportunities, achieving the upgrading and transformation of its corporate supply chain. This provides a model of sustainable resilience for the global development of China’s high-end manufacturing enterprises.

Downloads

Download data is not yet available.

References

[1] United States Congress. (2022). Inflation Reduction Act (H.R.5376). Washington.

[2] European Commission. (2023). Regulation (EU) 2023/1542 of the European Parliament and of the Council on batteries and waste batteries. Official Journal of the European Union.

[3] Gereffi, G. (2018). Global value chains and development: Redefining the contours of 21st century capitalism. Cambridge University Press.

[4] Xu, K. N. (2021). Industrial agglomeration, global value chains and the internationalisation strategies of Chinese enterprises. China Industrial Economics, (7), 34–42.

[5] China Academy of Information and Communications Technology. (2024). Research on risks and countermeasures for enterprises in the lithium battery industry chain going global. Electronics Industry Press.

[6] Porter, M. (1997). Competitive advantage (X. Y. Chen, Trans.). Huaxia Publishing House.

[7] Contemporary Amperex Technology Co., Ltd. (2025). 2024 social responsibility (ESG) report. Ningde.

[8] SNE Research. (2025). Global EV battery market tracker (2020–2024). SNE Research.

[9] Contemporary Amperex Technology Co., Ltd. (2024). 2023 annual report. Ningde.

[10] Dunning, J. H. (1980). Toward an eclectic theory of international production: Some empirical tests. Journal of International Business Studies, 11(1), 9–31.

[11] Ponomarov, S. Y., & Holcomb, M. C. (2009). Understanding the concept of supply chain resilience. The International Journal of Logistics Management, 20(1), 124–143.

[12] Buckley, P. J., & Casson, M. (1976). The future of the multinational enterprise. Macmillan.

[13] Luo, Y., & Tung, R. L. (2007). International expansion of emerging market enterprises: A springboard perspective. Journal of International Business Studies, 38(4), 481–498.

[14] Baron, D. P. (1995). The nonmarket strategy system. Sloan Management Review, 37(1), 47–61.

[15] Porter, M. E. (1990). The competitive advantage of nations. Free Press.

[16] Li, L. (2023). The restructuring of global industrial chains from a geopolitical perspective and response strategies for Chinese enterprises. International Trade, (5), 45–53.