Mojia, the brand of humanoid and quadruped robots under development by 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 a global delivery ceremony dedicated to the '2000 overseas, 60 countries' milestone, Mojia General Manager Zhang Guibin described the shift within the company. Previously, buyers asked questions like, 'Will it be able to walk, talk, or dance?' Now, their questions are 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 shipped to Malaysia in February 2025, and a recent order from Malaysia amounted to 120 units. The shape of the growth curve is more important than the absolute number. Commercial use scenarios for the robots have moved beyond mere demonstrations. In the first half of this year, 110 Mojia Zhijin robots were put into operation in various Chinese cities for traffic regulation, queue direction, and safety assurance.
The Mojia Moyin administrator robot handles customer reception in car dealerships, intelligent interaction, autonomous door opening, and subsequent customer escort. The 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 in commercial operation in the fields of automotive retail, public spaces, smart policing, and medical support, holding EU CE and US FCC certifications.
The cost of implementing these projects is significantly lower within Chery than if Mojia operated independently. Mojia's operational model is based on a '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 hubs, 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 solely in humanoid robots lack.
Mojia's Vice President of Operations, Xia Peng, 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 humanoid robotics startups in China and the US are trying to build from scratch. Thus, Mojia's milestone should be viewed as a test of the thesis: the robot market will reward those who can first industrialize and globalize, rather than those with the best demonstration. The series of 2000 units and 60 countries is the most concrete proof that the automotive industry has provided humanoid robotics with a ready-made globalization platform.