What Is The Key Point Of Chemical Fiber Enterprise Adjustment?

< p > a few days ago, China's "a target=" _blank "href=" http://www.91se91.com/ "textile" /a "vice president of the Federation of industry Xu Wenying took the lead from Beijing and visited Zhejiang, Xiaoshan, Changxin, Jiangsu Shengze and other enterprises in the field.

The research group mainly focused on the operation of the chemical fiber and chemical fiber weaving industry in 2013, and the basic situation of the labor and market after the Spring Festival in 2014. It also conducted an in-depth investigation on the problems of excess capacity and homogenization in the chemical fiber and chemical fiber weaving industry.

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< p > at present, the problem of productivity pressure between PTA and PET industry chain is typical in the whole textile industry.

Data show that in 2012 and 2013, China's PTA industry entered a new peak of capacity expansion, and its capacity increased rapidly.

In 2013, PTA capacity remained at around 33 million tons a year.

In 2013, China's polyester production reached about 31 million tons.

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< p > raw material price collapse and imbalance between supply and demand. Most enterprises are subjected to unprecedented pressure in the PTA to weaving industry chain.

The wait-and-see mentality of "buying up or not buying" makes the production chain of the industrial chain become the "warehouse" of the next generation.

The high inventory from terminal spread caused the Domino domino effect.

The development model which was originally relied solely on the expansion of scale was tested by the real dilemma.

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< p > however, capacity is still on the path of inertia growth.

Take PTA as an example, major domestic PTA producers will further increase their output in 2014.

Sheng Hong Group in Lianyungang, Jiangsu, 1 million 500 thousand tons / year PTA plant, Hengli petrochemical in Dalian 2 million 200 thousand tons / year 3 PTA device will start one after another.

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< p > the challenges of supply and demand imbalance are manifold.

The first thing that enterprises feel is that the profit space is compressed.

The company's outspoken profit is "thinner than the blade".

Secondly, the imbalance between supply and demand leads to continuous inventory and low operating rate.

Production enthusiasm of downstream weaving enterprises has declined compared with previous years, and enthusiasm for purchasing textile raw materials is also less than expected.

A number of enterprises said that the weaving enterprises in Shengze this year started mostly a week later than in previous years, which directly reduced the demand for upstream raw materials in spring.

At the same time, chemical fiber enterprises began to reduce production voluntarily, expecting to drive prices to stabilize and rebound.

However, the most important factor is the downstream terminal textile < a target= "_blank" href= "http://www.91se91.com/" > clothing < /a > inventory backlog is serious, making the risk of capital recovery of the bomb weaving and weaving enterprises increased.

Cash flow protection has become the top priority of the enterprise management.

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< p > enterprises face challenges in order to survive.

Research found that some polyester enterprises because of poor efficiency, but also in order to obtain greater voice in the PTA contract negotiations, reduce load or publish maintenance plans.

In the PTA production enterprises, there are also leading enterprises taking advantage of delayed delivery and other means to try to regain their initiative in dealing with customers, and at the same time take measures such as lowering prices and so on to deal with competition.

In the weaving industry, the cruelty of the market is also vividly staged.

In a famous weaving town in Shengze, a company official said that workshop production may not last the winter.

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< p > face to face competition also shows that business mentality is more stable than last year.

Since the fourth quarter of 2011, this downturn has disrupted the production plan of many enterprises.

Before the development mode is no longer bright, enterprises need to find a way out.

Xu Wenying has led many times to go deep into the enterprise to understand the actual production of enterprises and explore a new mode of profit. Duan Xiaoping, President of China Chemical Fiber Industry Association, warned from last year that enterprises should adapt to the current development speed and adjust their development ideas.

Now in the investigation, we can feel more enterprises can face the reality and prepare for the long winter.

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< p > the mentality of large enterprises that has experienced many development cycles is even positive.

A leading business representative in Xiaoshan expects to accelerate the survival of the fittest under the full competition of the market. He thinks that the pressure of production is the adjustment of the industry itself and the recovery of health.

A weaving enterprise in Shengze also believes that the low market can eliminate backward production capacity and poor management of enterprises.

While intensifying competition, it is beneficial for enterprises to pursue technological progress.

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< p > under the pressure of production capacity, the industry first squeezed out enterprises with backward technology and high energy consumption.

Excess capacity also shows that backward production capacity is in urgent need of elimination.

Research found that the current enterprise energy saving and upgrading equipment enthusiasm.

The representative of Zhejiang Sheng Bang Chemical Fiber Co., Ltd. said that the enterprise can save energy and save electricity by 800 kilowatts per hour through technical reform, and the energy saving money can be increased by 20% of the capacity, the total power consumption is unchanged, and the benefit is improved.

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< p > at the same time, the production of differentiated products and continuous innovation has become the norm of enterprises.

Therefore, in order to keep an eye on market trends and trends, weaving enterprises generally reflect that production and R & D are more tired than before.

Enterprises generally say that in the current predicament, design and production are wary and careless.

Zhejiang three Zhi Textile Co., Ltd. is a company specializing in functional environmental protection home textile fabrics.

Ding Yunfa, chairman of the board, said that three Zhi textile has been recognized by the market through its continuous research and development and innovation.

At present, the trend of product innovation and fashion has always been consistent. However, innovation and development of new products are often subject to imitation and low price competition, which makes him very worried.

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After P has gone through the development stage of volume winning, specialization and integration require large enterprises to move forward to improve the industrial chain and integrate resources.

Extending the industrial chain will help enterprises to resist industrial cycle risks and reduce cost losses.

At the same time, small and medium-sized enterprises can avoid overlapping business with large enterprises without scale competitive advantage.

With the adjustment of industrial structure and technological progress, there will be broad prospects and development space for subdivision areas with high added value and differential upgrading.

In the survey, the Changxin Yong Neng Chemical Fiber Co., Ltd. focuses on the bomb disposal project, which is "privately tailored" for downstream enterprises and has a good profit.

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< p > so, this round of adjustment has different emphasis for different enterprises.

For large enterprises, the key is resource integration; for small and medium-sized enterprises, the key is to identify accurately.

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< p > in addition, in the survey, < a href= "http://www.91se91.com/news/index_c.asp" > enterprises < /a > have indicated that financial loans and government policies should serve the free choice of the market.

Under the current situation, after the market competition has completed the survival of the fittest, the eliminated enterprises must have a perfect exit mechanism, and the way of merger and reorganization should be opened up, and the process should be accelerated.

At the same time, the industry should also have normal financial support.

Banks can not choose industries to lend and get everything across the board.

In addition, enterprises should also slow down the pace of production, while avoiding the peak of capacity explosion, and adopting new technologies in the face of rapid changes in technology, they will be more competitive.

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