SamAuto Targets 2.5x Sales Growth by 2030

Tashkent, Uzbekistan (UzDaily.com) — The Samarkand Automobile Plant SamAuto has unveiled a five-year roadmap aimed at significantly expanding its business, with sales expected to grow 2.5 times by 2030.

Key growth drivers include the electrification of commercial vehicles, deeper localization of production, and expansion into international markets under the leadership of its new majority shareholder, Anadolu Isuzu.

“Our goal is to make SamAuto a manufacturing and export hub for Central Asia, and in the future, for Africa. That is why we chose Uzbekistan,” Anadolu Isuzu’s top management said during the public presentation of the strategy.

The Samarkand plant began operations in 1999 as SamAuto in partnership with Koo Holding. Since 2007, it has produced vehicles under the Isuzu brand. Over 26 years, its model range has expanded from five or six models to nearly 150, including buses, truck chassis, vans, pickups, and specialized vehicles.

According to the company, around 60,000 Samarkand-made vehicles are currently in operation across Uzbekistan, with every fifth commercial vehicle in the country produced at the plant.

A major ownership transformation took place in December 2025, when the company became fully foreign-owned. A 75.2% stake was acquired by Anadolu Isuzu, while 24.8% went to Isuzu Motors and Ito Corporation. The deal marked Anadolu Isuzu’s first direct international investment outside Türkiye.

Anadolu Isuzu is part of Anadolu Group, a diversified conglomerate with more than 50 years of history. In 2025, the group’s turnover reached US$16 billion, with over 100 major enterprises across 20 countries. Its portfolio spans automotive manufacturing, soft drinks, beer, retail, stationery, agriculture, and healthcare, including partnerships with Johns Hopkins.

In passenger transport, electrification has been identified as a key priority. SamAuto introduced its first electrified models in 2025, with compressed natural gas (CNG) solutions scheduled for launch in 2026. The plant is also developing 12-meter low-floor electric buses with high passenger capacity.

Company representatives noted that their portfolio already includes buses and trucks powered by electricity, liquefied natural gas, and biofuels, with plans for gradual deployment within SamAuto operations.

In the грузовой segment, full electrification is expected to take longer due to battery weight and cost constraints. As an interim solution, hydrogen technologies are being considered as supporting infrastructure develops.

A new phase of deep localization is planned for the next three to five years, targeting 30% localization across all product lines. This is expected to reduce costs, simplify logistics, and protect pricing from exchange rate fluctuations.

“Localization benefits all participants in the value chain. It reduces costs, improves responsiveness to market demand, and facilitates technology transfer,” the company said, adding that synergies with Anadolu Isuzu will accelerate this process.

A strong service network remains one of SamAuto’s key competitive advantages. According to industry estimates, one day of downtime for a commercial vehicle costs around €300, including driver expenses and lost revenue. The company has operated licensed service centers across all regions of Uzbekistan since 2008 and regularly organizes a nationwide competition for auto mechanics, with winners participating in international Isuzu contests in Japan.

At the same time, efforts are underway to ensure uninterrupted spare parts supply.

Integration into Anadolu Isuzu’s structure provides SamAuto with access to a global trade network spanning more than 40 countries across three continents. Negotiations are already underway to localize production in additional markets, while assembly operations have been launched in Kyrgyzstan and Jordan.

Africa is identified as a key long-term growth direction. Company executives expressed confidence that in the future demand will shift from finding buyers to expanding production and logistics capacity.

The company also highlighted human capital as a strategic asset. While building a plant takes three years, developing skilled personnel requires 10 to 15 years, management noted. Many employees have worked at the plant for over 25 years, including the production director, who joined in 1999 as a machine operator and now oversees a workforce of 800 across 11 workshops.

SamAuto also emphasized its commitment to increasing women’s participation in production and technological processes, including in leadership roles.