Selection of Symmetrical and Asymmetrical Supply Chain Channels for New Energy Vehicles Under Multi-Factor Influences

In recent years, as an important alternative to traditional gasoline-powered vehicles, new electric vehicles (NEVs) have gained widespread attention and rapid development globally. In the traditional automotive industry chain, downstream vehicle manufacturers need to master core technologies, such as engines, chassis, and transmissions. In contrast to the traditional automotive industry chain, where downstream vehicle manufacturers must master core technologies, like engines, chassis, and transmissions, the electric vehicle industry chain has evolved in a way that the development of core components is gradually separated from the vehicle manufacturers. Downstream vehicle manufacturers can now outsource key components, such as batteries, electric controls, and motors. Additionally, in terms of sales models, the electric vehicle industry chain can adopt either the traditional 4S dealership model or a direct-sales model. As the research and development of core components are increasingly separated from vehicle manufacturers, the downstream vehicle manufacturers can source components, like batteries, electric controls, and motors, externally. At the same time, they can choose to use either the traditional 4S dealership model or the direct-sales model. The underlying mechanisms and channel selection in this context require further exploration. Based on this, a mathematical model is established by incorporating terminal marketing input, product competitiveness, and after-sales service levels from the literature to solve for the optimal pricing under centralized and decentralized pricing strategies. Using numerical examples, the pricing and profit performance under different market structures are analyzed to systematically examine the impact of the electric vehicle supply chain on business operations, as well as the changes in various elements across different channels. We will focus on how after-sales services (including the spare part supply) influence the pricing strategy and profit distribution in the supply chain, aiming to provide insights into advanced manufacturing system management for manufacturing enterprises and improve the efficiency of intelligent logistics management. The research indicates that (1) The direct-sales model helps to improve the terminal marketing input, after-sales service quality, and product competitiveness for supply chain stakeholders; (2) It is noteworthy that the manufacturer’s direct-sales model also significantly contributes to lowering prices, highlighting that the direct-sales model has substantial impacts on both supply chain stakeholders and, importantly, consumers.