Risk Management in the New Energy Vehicle Supply Chain — Analyzing Supply Chain Risk Prevention from the Case of NIO Automobiles

Abstract

At present, the scale of the domestic new energy vehicle industry is constantly expanding. The industrial chain has evolved from a linear structure into a complex, multi-tiered network spanning multiple regions, rendering the system more susceptible to chain transmission. This study selects NIO Inc. as the focal case, employing a case-study approach informed by supply chain theory to identify and analyze the supply chain risks confronting NEV manufacturers from two perspectives: internal operations and the external environment. It summarizes NIO's strategic responses in supplier configuration, digitalized management, and flexible supply chain design, and distills generalizable strategies applicable to the broader Chinese NEV industry. The research results indicate that single supplier dependence, inefficient collaboration in contract manufacturing, fluctuations in raw material prices, and geopolitical trade shocks are the core risks for NIO and other similar automakers. By establishing a diversified supply system, promoting data exchange between upstream and downstream entities, and building local production reserves, etc., the resilience of the supply chain can be effectively enhanced. This approach can provide practical references for new automotive players and traditional automakers that are transitioning to new energy. This study only conducted an analysis based on the single case of NIO. The lack of cross-case comparisons limits its scope and can serve as a foundation for subsequent multi-case studies.