Stability Today, Development Tomorrow: Kerman Motor’s Performance in 1404

Khodrocar - In 1404, Kerman Motor successfully navigated supply chain challenges, stabilized production, maintained its market share, and advanced its strategic goals by unveiling hybrid and electric versions of the Eagle, expanding the domestic KMC brand, and introducing the T9 deposit certificate. Together, these moves presented a clear model of resilience and innovation in Iran’s automotive industry.

A review of passenger car and pickup production figures from 1402 to 1404 shows that Kerman Motor has operated one of the most stable production lines among the country’s private automakers. Temporary fluctuations in output, particularly the decline seen in the months of Mehr and Aban, are a natural part of the annual production cycle in the auto industry. This pattern has repeated consistently over the past three years and has always been offset by capacity increases and production growth in the final months of each year.

At first glance, this dip in output might be interpreted as a “production Fail,” but in reality, it stems from regional characteristics and the climatic conditions of the Arg-e Jadid Special Economic Zone in Bam. As such, it is recognized as a structural and natural pattern in Kerman Motor’s production planning rather than a sign of disruption.

In 1402, production in Azar and Dey reached 6,250 and 6,789 units respectively, and with rising capacity in Bahman and Esfand, an upward trend took shape. The same pattern continued in 1403. Production fell from around 7,000 units in Aban to 5,760 units in Azar, but in Bahman and Esfand it surged to 8,420 and 13,366 units, enabling Kerman Motor to fully compensate for the autumn slowdown and meet its annual production targets.

In 1404, this natural cycle has continued. Output grew to 5,819 units in Mehr and then temporarily declined to about 5,252 units in Aban, reflecting the same structural pattern. Even the energy crisis and the effects of the 12-day war were unable to disrupt this cycle. This demonstrates that, through correct planing and risk management, Kerman Motor preserved its operational stability during one of the most challenging periods for Iran’s automotive sector.

At the same time, the company’s stable market share over the past three years confirms this approach. Kerman Motor’s share rose from 6.08 percent in 1402 to 6.21 percent in 1403 and, despite production constraints, remained at a reasonable  level of 5.9 percent in the first eight months of 1404. This stability was achieved at a time when the national auto industry experienced one of the largest ownership shifts in recent years.

In such an environment, maintaining market share underscores Kerman Motor’s sound production strategy, consistent supply, smart challenge management, and sustained customer trust. Notably, alongside successfully managing production fluctuations and preserving quantitative indicators, the company has kept a strong focus on innovative, technological, and forward-looking development programs, advancing them in parallel with its core operations.