Mojia, the brand of humanoid and quadruped robots under the umbrella of Chinese automaker Chery, has collectively delivered over 2000 robots to more than 60 countries. While this achievement is an important milestone, the more significant discovery is the underlying operating system: Mojia's competitive advantage lies not in the robot's hardware itself, but in Chery's thirty-year globalization stack.
At the global delivery ceremony dedicated to the '2000 overseas, 60 countries' achievement, Mojia General Manager Zhang Guibin described the shift within the company. Previously, buyers asked questions like 'will it be able to walk, talk, dance?' Now, their inquiries sound different: 'when will it be able to start working, when will it be able to solve a customer's problem.' This transition is real and now holds commercial significance as the sole determining factor.
The first batch of robots was sent to Malaysia in February 2025, and the last order from Malaysia was for 120 units. The absolute number is more important than the shape of the growth curve.
Commercial use cases for the robots have moved beyond demonstration models. In the first half of this year, 110 Mojia Zhicun robots began operating in various cities across China, performing tasks such as traffic regulation, queue direction, and security provision. The Mojia Moyin receptionist robot handles client reception in car dealerships, intelligent interaction, autonomous door opening, and subsequent client escort. Mojia Zhixu medical guides take on primary examination and anamnesis collection processes in hospitals. The quadruped Argos is used for patrolling any terrain, swarm management, payload following, and multimodal interaction. These robots are already in commercial operation in the fields of automotive retail, public spaces, smart patrolling, and medical support, holding EU CE and US FCC certifications.
The cost of implementing such projects is significantly lower within Chery than if Mojia operated independently. Mojia's business model is built on the principle of 'joint supply of vehicle and machine': the same intellectual probing, navigation, and control stack underlies both Chery vehicles and Mojia robots. The use of overseas channels, spare parts centers, localized service networks, data compliance teams, and regional subsidiaries represents reusable assets. When Mojia sends a robot to Malaysia, it does not need to create a new after-sales service system; it inherits Chery's existing 30-year system. This operational mechanism is what startups specializing exclusively in humanoid robots lack.
Mojia Vice President of Executive Management Xia Penglu directly described the strategy: future competition in the robotics industry will not be about a single product, but about an industrial system. Chery's three decades of global manufacturing, supply, sales, distribution channels, and after-sales service are precisely the assets that startups in humanoid robotics in China and the US are trying to build from scratch. Thus, Mojia's milestone should be viewed as a validation of the thesis: the robot market will reward those who can first industrialize and globalize, not those with the best demonstration. The series of 2000 units and 60 countries is the most concrete evidence that the automotive industry has provided humanoid robotics with a ready-made globalization platform.
