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Vietnam’s first automaker is quickly getting ready to debut a sedan and a SUV

Vinfast SUV

It was once one of the most dangerous waterways in the world, heavily mined and bombed during the final stages of the Vietnam War, but today, Haiphong Harbor has become the heart of the country's economic boom.

And, if things go according to plan, it will soon become home to the world's newest automobile company, with nearly half of the 827-acre factory complex Haiphong-based VinFast is now building based on land reclaimed from the sea.

Set to unveil two new models at the Paris Motor Show early next month, VinFast is the brainchild of Pham Nhat Vuong, a Vietnam native who, over the past quarter century, parlayed $40,000 in loans into an empire worth an estimated $10 billion. His Vingroup now operates a network of shopping malls, apartment complexes, spas, resorts, hospitals and schools across the country. VinFast marks its first entry into manufacturing. Its biggest test to date will come as the world gets its first glimpse of its products next month. Then, less than a year from now, Vietnamese consumers may get the chance to own one.

Initial plans call for the new carmaker to focus on the Vietnamese market. With the country's GDP growing by an estimated 6 to 7 percent annually, automotive sales are expected to soar over the coming years. Even so, VinFast's massive new production center would have enough capacity to nearly double the size of the domestic market, and company officials are looking at opportunities to export, primarily to Southeast Asia.

Jim DeLuca, the start-up's CEO, just smiles when the question is posed about whether the company's ambitions extend even further. DeLuca is a veteran Asia hand, having spent a decade working for General Motors in Korea and China before retiring in 2016. He received an unexpected call from Vingroup the following year, which drove him “out of a comfortable retirement.”

Paul Eisenstein | CNBC
Vinfast offices

There are plenty of successful car companies in Asia, Toyota, Nissan and Hyundai immediately coming to mind, with scores of Chinese wannabes aiming to take advantage of the growth of that huge market. But the struggles of Indonesia's Proton show just difficult it can be to start up from scratch.

A visit to VinFast's manufacturing complex revealed key elements of the strategy the company hopes will allow it to emerge almost overnight as a major automotive player. That starts with putting a premium on the latter half of VinFast's name. The company is moving at breakneck speed.

Even as monsoon-level rains threatened to wash the Haiphong complex back into the sea, workers were racing to complete construction in time to launch retail production of VinFast's first products: two passenger cars and a line of electric scooters, by the second quarter of 2019, barely two years after preliminary work on the site got underway.

That's all the more amazing when one considers that even for well-established automakers, it typically takes four to six years to go from concept to production of an all-new vehicle. DeLuca boasted, “We're doing in 24 months what most OEMs need up to 60 months to do.”

Key to pulling that off, VinFast has lined up a strong list of partners, including ABB, Bosch, Magna Steyr and Siemens. It also convinced BMW to license the underlying architecture, or platform, for those first two models. But Dave Lyon, another former GM exec who is heading VinFast's design operations, insisted the company's cars “won't be clones” of the BMW 5-Series sedan and X5 SUV.

The Vietnamese company convinced several European design houses, including Italdesign and Pininfarina, to come up with unique styling for those midsize models and, in a highly unusual move, it asked the Vietnamese public to vote on the designs they liked best. At that point, a traditional car company would have sculpted clay models, beginning a process that, just from the design side, could've taken several years. Instead, VinFast and Pininfarina, which won the styling shoot-out, worked almost entirely in the digital realm, cutting the development time by more than half.

With Vuong's blessings, DeLuca has put together a dream team of automotive veterans from the U.S., Europe, Australia and Asia, challenging them to find ways to break with traditional industry practices to save time and reduce costs — even while putting an emphasis on quality.

“Being best doesn't always mean it has to be the most expensive,” stressed Shaun Calvert, VinFast's vice president of manufacturing.

The real test will come in the months ahead. The stamping, paint, engine and paint plants were all empty shells during a late August tour of the VinFast complex. The first tools were just going in at the engine plant that will produce a licensed version of a BMW 2.0-liter inline-four set to power those first two models. But the Vietnamese automaker plans to have everything in place by the end of the year for the first pilot vehicles to start rolling down the line. Production of models that can be sold will launch during the second quarter.

And the VinFast team is already working on two more products that it is scheduling for production by autumn 2019: a microcar and an electric vehicle.

The decision to debut with the more expensive models, explained DeLuca, was meant to create a “halo” around the VinFast brand, showing what it is capable of doing, but the smaller models to follow have, by far, the greater volume potential.

Source: VinFast

While Vietnam's economy is growing fast, the average income is still little more than $2,000 annually, according to VinFast data. The typical consumer is stretching just to buy one of the scooters that are ubiquitous in urban centers like Hanoi and Ho Chi Minh City.

Income is significantly higher in major cities, said Thuy Le, chairwoman of VinFast and vice chairwoman of the Vingroup. The difference is significant enough that she is confident about the planned production capacity for the automaker, 250,000 vehicles annually. In fact, that's at a modest 38 units an hour, slow by global standards and when pressed, VinFast officials acknowledged they could ramp up to something closer to industry norm, around 60 an hour.

The question is whether they will find market demand. Vietnam's population is growing fast and, at 93 million, is larger than Korea's. But its car market is still relatively tiny, around 300,000 vehicles a year, noted Mike Dunne, an independent industry analyst who has spent more than three decades in Asia.

There is little doubt the market will grow, Dunne told CNBC, though he doesn't see that happening fast enough to absorb VinFast's full production. It is possible the company could take some share from established competitors, especially market-dominant Toyota and Hyundai, Dunne added, but he doesn't see those importers ceding volume without a fight.

“So, if I were Vinfast, I would be looking at both domestic and export markets,” he added, especially in Southeast Asia.

That is clearly on the agenda, according to DeLuca. If VinFast can prove itself out, he acknowledged, the company could look at even more challenging opportunities, such as Europe and, perhaps, even the U.S. — though given the U.S.'s past history with Vietnam, expanding in the market could be a challenge, Dunne said.

“Certainly, the ambition is there,” said Dunne.

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  Auto Consultant Lawrence Burns Dishes the Dirt on Waymo 28 Aug

Photos: Left, HarperCollins; Right: Hite Photo

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The genesis of the modern self-driving car across three Darpa challenges in the early 2000s has been well documented, here and elsewhere. Teams of universities, enthusiasts and automakers struggled to get cars to drive themselves through desert and city conditions. In the process, they kick-started the sensor, software and mapping technologies that would power today’s self-driving taxis and trucks.

A fascinating new book, “Autonomy” by Lawrence Burns, explores both the Darpa races and what happened next—in particular, how Google’s self-driving car effort, now spun out as Waymo, came to dominate the field. Burns is a long-time auto executive, having come up through the ranks at GM and spent time championing that company’s own autonomous vehicle effort, the impressive but ill-fated EN-V urban mobility concept.

Burns began working with Google’s Project Chauffeur in 2010, just as New York Times journalist John Markoff was about to reveal the program to the world. (Incidentally, the book tells us that Markoff discovered its existence through a tip from a disgruntled former safety driver). But Burns’s role actually started earlier, when he turned down a request from Urban Challenge victors Red Whittaker and Chris Urmson to fund a joint venture between GM and their Carnegie Mellon team.

Burns writes that at the time (2008), even GM, which had supported Urmson’s team in the DARPA competition, believed autonomous cars were half a century away. What’s more, the company was preoccupied with its mere survival during the Great Recession.

Fast-forward to 2010, when Google’s program, led by Darpa veteran Sebastian Thrun, suddenly realized it needed someone to bridge the gap between Silicon Valley and Detroit. “They were looking for the grey-beard auto executive to help on many different fronts,” Burns told me in a telephone interview. “They were looking for an executive that had a vision for the technology but also knew how the OEMs [car makers] and regulators work.”

Burns’s book provides a wealth of detail and anecdotes about Google’s program, both technological and social. There’s a description of how Google co-founder Larry Page recruited Thrun (and what Burns calls his “lieutenant,” maverick engineer Anthony Levandowski) to the company in the face of multi-million dollar offers from venture capitalists to work on maps, and then self-driving cars.

Where the book really shines, though, is in illustrating the complex dynamic between Thrun, Urmson, and Levandowski, the three critical figures in making robot cars a reality. “We see a lot of heroes in this story,” says Burns. “Anthony is just an extraordinarily creative guy… with unbelievable energy. [But] he was disruptive, hard to trust and unpredictable.”

Although Burns’s sympathies clearly lie with Chris Urmson, the solid, dependable Canadian, his anecdotes often depict a smart and effective group solving problems together. On one occasion, Levandowski rented dozens of cars to supercharge Google’s mapping effort. On another, engineer Dmitri Dolgov (now Waymo CTO) faced off with a police officer while testing a prototype in a Mountain View car park.

There’s great reporting around 510 Systems, Levandowski’s stealthy start-up that provided imaging units and the first self-driving car to Google. Page eventually saw the firm as a conflict of interest for Levandowski. Thrun considered making Levandowski CEO of Chauffeur, but backed off when some team members threatened to leave if that happened. Another solution would have been for Levandowski to leave Google, going back to 510 or moving to a new company. Burns said Levandowski had even wooed several key engineers to join him there—an accusation he would later face again, with the formation of Otto. Under that scheme, Urmson would’ve been named CEO of the new company, if he had gone with them.

But Urmson wanted to stay put, reports Burn. “We built this thing here,” Urmson recalls saying. “This is going to take a lot of resources to build, so [Google] seems like the right place to do it.” As it turned out, Google bought 510, placating Levandowski with a hefty bonus plan for staying in Mountain View.

The group’s first tests on a public road involved a nerve-wracking rolling barrier of normal cars driven by Google employees in front of and behind the self-driving car, for safety. There’s also a fun section where the engineers struggle to complete a list of 10 difficult self-driving scenarios presented by Larry Page in order to earn a hefty pay-out. SPOILER ALERT: They succeed, enabling Urmson to make a down payment on a house.

Burns’s reactions to the team’s antics perfectly illuminate the difference between the Detroit auto companies and Google. “I was amazed that they were testing the vehicles on public roads. No automotive company would ever, ever have done that,” he tells me.

He also marvels at what Google accomplished in its $1.1 billion Chauffeur program (first reported in Spectrum). “GM spent about the same amount developing fuel cells during my 11 years as their vice president of R&D,” Burns recalls.

But even long after Markoff’s flattering story hit newsstands, Burns says that the Google team got the cold shoulder from Detroit, with reactions including amusement, disinterest, condescension, and anger that the engineers would take such risks. “I guess we’re not working with those guys,” Burns remembers Urmson saying after a particularly patronizing meeting.

Of course, things would change in the years that followed—especially after respected Detroit auto executive John Krafcik was brought on board. But there the book draws a veil. Burns has some discussion of Waymo rivals Uber and GM-Cruise, among others, and a fair bit on the infamous Waymo vs Uber trade secrets lawsuit. But none of his sources, nor he himself, delves into Waymo’s growing list of partnerships or future plans.

The book finishes with off with financial and economic analyses of the impacts of autonomous automotive mobility services (nothing on bikes or scooters), brief treatments of some high-profile crashes, and sparse details on Chris Urmson’s latest start-up, Aurora.

Burns ends on the optimistic note that we are inevitably heading for a tipping point where cheap, safe, and reliable self-driving vehicles will dominate transportation. “There’s going to be a moment where it’s crystal clear that the value offered by the convergence of autonomous and electric vehicles with transportation services to individual people is really compelling,” he tells me. “That point is when a lot of businesses are going to go into it… and that’s when things will scale, and scale fast.”

Anyone after a less rose-tinted view will be disappointed. There is little discussion in “Autonomy” of the possibility of increased congestion as we transition to an all-autonomous future, nor any reference to concerns about security, hacking, or potential societal risks around access and employment.

“Autonomy” is also partisan, to say the least. Although the book is not an official Waymo publication, Burns continues to be employed by the company. He is also a director at self-driving truck technology company Peloton. Burns also says he gave an early copy of the manuscript to Waymo, and made some very minor corrections or redactions at its request.

But these are minor quibbles. “Autonomy” does not claim to be a scholarly history of self-driving vehicles, nor a scientific paper to help regulators craft policy. In the hands of accomplished ghost writer Christopher Shulgan, it is rip-roaring story of one team’s exploits in reinventing the motor car. Now if only Anthony Levandowski would publish his account of the same events….

“Autonomy” by Lawrence D. Burns and Christopher Shulgan is published today by Ecco Books. $27.99

Editor's note: This story was updated on 28 August 2018.