Largest car companies in the world: the top automakers by revenue and vehicles sold

This list is for suppliers, service firms and sellers who want to know which automakers matter most, and for anyone who needs a current, sourced ranking. Every revenue figure comes from the automaker's own annual report, SEC filing or full-year results release, with its fiscal year. Figures in other currencies are shown as reported and converted to US dollars at one stated rate, so the comparison is consistent.

The largest car companies in the world by revenue

Revenue is total revenue as each company reports it, including financial services, trucks and motorcycles where the group has them. US dollar figures use the Federal Reserve's 2025 annual average rates (G.5A, 5 January 2026): $1.1306 per euro, ¥149.5686 per dollar, ₩1,421.3963 per dollar and 7.1875 yuan per dollar. Ford, GM and Tesla report in dollars. Vehicles and employees are as each company states them, on the basis shown; "not in release" means the document we used doesn't give the figure.

Notes on specific rows:

• Nissan and Kia are effectively tied at $80.3 billion. Kia gave its revenue rounded to ₩114.1 trillion, so the order between them is within rounding.
• Hyundai's and Mercedes-Benz's figures come from results releases that each company described as preliminary and unaudited at the time; Kia's release gives rounded figures.
• Ranks 17 to 19 are among the companies we could check. We couldn't open current results for Tata Motors' passenger vehicle business (which includes Jaguar Land Rover), Volvo Cars, Mazda, Subaru or Changan for this update, and some of them may belong in that range.
• Honda's revenue includes motorcycles (18% of sales revenue in its latest year) and financial services (16%).

Below the list for scale: Li Auto reported RMB 112.3 billion ($15.6 billion) and 406,343 deliveries for 2025, and Ferrari €7.1 billion ($8.1 billion) from 13,640 cars.

What the ranking shows

Revenue and volume tell different stories. Toyota sold about 600,000 more vehicles than Volkswagen, although the two count differently: Toyota reports consolidated sales including Daihatsu and Hino, while Volkswagen counts deliveries including its Chinese joint ventures. Volkswagen still takes in more revenue, helped by its premium brands, trucks and financial services. The German premium makers show the gap most clearly. Revenue divided by vehicles (our calculation, and rough, because revenue includes financial services and other businesses):

Chinese automakers are growing fastest. Geely's revenue rose 25.1% and its vehicle sales 39%. Chery grew 11.3% and Great Wall 10.2%. BYD grew 3.5% to RMB 804.0 billion, and its announcement says its vehicle exports "surpassed one million units for the first time, growing by 140% year-over-year".

Established makers shrank or lost money. Mercedes-Benz revenue fell 9.2% and BMW's 6.3%; Tesla's fell 2.9%, to $94.8 billion. Stellantis reported a net loss attributable to owners of €22.4 billion for 2025. Nissan reported a net loss of ¥533.1 billion for its year to March 2026, and Renault a net loss of €10.9 billion, including a €9.3 billion non-cash loss on its Nissan stake. Honda's 20-F says it "revised our product launch plans for EV models" and recognized ¥1,577.8 billion of related losses and expenses in its automobile business.

Joint ventures make volume totals overlap. Volkswagen's 9.0 million deliveries include its Chinese joint ventures, and the Chinese partners in those ventures count the same cars in their own totals, so a car can appear in two companies' figures. Revenue doesn't have this problem: joint ventures accounted for by the equity method don't add to either partner's revenue.

How we built the list

1. Who counts. Automaker groups that publish audited results or full-year results releases, ranked by total revenue as reported, including every business the group consolidates.
2. Which year. The latest fiscal year each company had reported by 30 October 2026: calendar 2025 for most, and the year to 31 March 2026 for Toyota, Honda, Nissan and Suzuki.
3. Currency. One set of rates for every company: the Federal Reserve's 2025 annual averages. Japanese fiscal years ending in March 2026 are converted at the 2025 calendar average too, for consistency; a rate for April 2025 to March 2026 would move the yen figures by a few percent.
4. Vehicles. Each company's own measure, which varies: deliveries to customers, wholesales to dealers, shipments, or group sales including joint ventures. The table says which.
5. Checking. We opened each filing, annual report or results release for the figures shown. Where a company's document didn't give vehicles or employees, the cell says so rather than filling it from elsewhere.

Other rankings exist: the Fortune Global 500 ranks all companies by revenue, and the international automakers' association OICA has published production by manufacturer. Their methods and years differ from ours.

Selling into the largest automakers

Most B2B sellers reach automakers in one of three ways: as a parts supplier (directly as a tier 1 supplier, or to a tier 1), as a supplier of indirect goods and services to plants and offices, or as a vendor to the dealer network. Each has a different buyer.

Where the buying happens. Direct materials are bought by program: a commodity team (seats, wiring, electronics) sources parts for a vehicle program years before it launches, and the supplier keeps the business for the life of the program unless it fails on quality or cost. Indirect buying (software, logistics, maintenance, facilities, services) sits with indirect purchasing at regional or plant level. This is general guidance; every automaker organizes purchasing a little differently, and the supplier section of its website explains how to register.

Timing. When an automaker reports losses or revises its product plans, as Stellantis, Nissan and Honda did, expect requests to cut prices on current programs and changes to programs not yet launched. That's a bad moment for a list price pitch and a good moment for anything that saves cost or speeds up a relaunch. Read the outlook and risk sections of the annual report before the first call; our guide to account research shows how, and how to find decision makers covers locating the commodity or plant buyer. For the wider manufacturing market, see our guide to manufacturing companies.

Worked example

Illustrative example. Corvid Interconnect (corvid.example) makes wire harness connectors and wants business on a Toyota model built in North America. Toyota's 20-F reports 2,934,000 vehicle sales in North America for its year to March 2026.

1. Size the program. A model built at 250,000 a year is about 8.5% of that regional volume (250,000 divided by 2,934,000). With 12 of Corvid's connectors per vehicle at $0.40 each, the part is worth 250,000 x 12 x $0.40 = $1.2 million a year.
2. Count the life of the business. Over a six-year program life, that's $7.2 million, which is why sourcing decisions are slow and why quality and capacity audits come before price.
3. Pick the route. Corvid's sales lead finds that the harness itself is sourced from a tier 1 supplier, so the buyer for the connector is that supplier's purchasing team, not Toyota's. The automaker's engineers can still specify an approved connector, so Corvid targets both.
4. Time the approach. The lead focuses on programs two to three years from launch, when commodity teams are still choosing suppliers.

At volume, finding the right commodity buyer and the current program news for each account is the slow part; Bebop does that research for each company in the list.

Next step: see how the wider sector buys in our guide to manufacturing companies.