The Strategy Of "One Belt And One Road" Has Entered The Stage Of Comprehensive Promotion, And The Textile Industry Has Accelerated The Global Layout.

At present, China's economy has bid farewell to high speed growth and entered the new normal pattern of structural pformation and innovation drive.

In the new and old energy conversion stage, including

The real manufacturing industry, including the industry, faces great difficulties and downward pressure.

At the same time, all the major reforms in the field of innovation, free trade pilot park, Beijing Tianjin Hebei integration and other major top-level designs have been introduced, especially the "one belt and one road" strategy, which is focused on the medium and long-term development.

Recently, in the "

"The textile layout" is the theme of the 2015 China textile industry "going out" exchange conference. The industry has in-depth discussions on the situation, opportunities and priorities facing China's textile industry to accelerate the global layout and create new advantages in international competition, and jointly explore the development path of the domestic textile industry under the new situation.

The underlying risk of locked supply chain increases.

At present, the world economy is still in the rear.

The depth of adjustment in the era of crisis has been divided.

The US economy has regained growth momentum, and the European Union and Japan have stagnated. The economic development of a large number of emerging economies such as Brazil, Russia and South Africa has suffered a great setback. Commodity prices are low and exchange rate fluctuates greatly.

It is embodied in:

First, under the background of the weak growth of global total demand, the comparative advantage competition between textile supply chains is more intense. The textile and garment industry is faced with the practical difficulties of the total shortage of industrial workers and the constraint of resources and environment, resulting in the rising cost rigidity.

At the same time, although the domestic cotton policy has been improved, the inventory and quality problems of national cotton stocks are still very prominent, and the uncertainty caused by this affects the stable operation of the whole industrial chain.

The rise of the comprehensive cost caused by this series of factors has objectively weakened the leading international comparative advantage of China's textile industry.

Two, changes in Global trade policy are profoundly affecting the reshaping of the global textile supply chain. Regional trade agreements will pose great challenges to the healthy development of our industry.

For example, since the completion of the China ASEAN Free Trade Area in 2010, it has promoted the deep integration of the textile and apparel industry chain between China and ASEAN countries. ASEAN has quickly surpassed Japan to become the third largest export market of China.

In addition, the European Union and Japan, through adjusting the preferential tariff policy, give zero tariff or preferential tariff treatment to textile, clothing products, such as Kampuchea, Burma and Vietnam, and accelerate the pfer of some international orders from China to the above countries.

The three is that the new round of industrial revolution and consumption revolution in the world has come to light. It is urgent for China's textile industry to break through the low end of the value chain.

The new generation of information technology and production chain are deeply integrated, industrial robots and whole process intelligence have achieved innovative breakthroughs and large-scale applications. Industrial organization process, industrial competition mode and global industrial competition pattern are facing major adjustments.

Wang Tiankai pointed out that although China's textile industry occupies a central position in the manufacturing sector of the global supply chain, the domestic textile industry is still far from the core software and hardware innovation and service application of the developed countries in the new round of industrial revolution.

Especially in the global high-end raw material resources control, aesthetic original design and fashion leading ability, international brand and channel control and other high-end areas are not strong enough.

In addition, in recent years, overseas fast fashion brands represented by UNIQLO have realized large-scale channel construction in China's market, and the market penetration is very fast. This has weakened the capital accumulation and development potential of domestic clothing brands, and the core competitiveness of China's textile industry has been locked in the risk of supply manufacturing.

Multidirectional communication, rapidly tap market potential

In order to meet many challenges at home and abroad and create new international competitive advantages and sustainable development capabilities, the pnational layout of China's textile industry has been accelerating in recent years.

There are two main lines of pnational resources allocation for many key industries in the industry. One main line is to take industrial capital as the leading factor, and to carry out the pnational layout of productive forces through greenbelt investment and cooperation, and to create a layout mode of manufacturing bases for China + neighboring countries, and to maintain and enhance the leading edge in the global supply chain. For example, the Chinese cotton spinning industry represented by Tianhong, Bailong Oriental and Huafu has invested about 2 million spindles in Vietnam.

Another main line is the vertical extension and control of industrial capital through overseas direct investment and mergers and acquisitions to high-quality raw material resources, design innovation resources, brand resources and market channel resources all over the world, so as to drive the industry to penetrate into the high value-added area of the industrial value chain.

For example, Ruyi Group invested in cotton farms and mergers and acquisitions in Australia, multinational brands, the acquisition of Canada's dissolving pulp company by YOUNGOR, the acquisition of new Malaysia by Malaysia, and the acquisition of orrican's assets by Jinsheng.

On the whole, through the practice of overseas investment, the international operation ability of industrial enterprises has been improved rapidly.

When it comes to providing opportunities for textile enterprises, Wang Tiankai said that the "five links" are the core content of the "one belt and one road".

The Chinese government and the governments along the belt and road will jointly endorse the support of more and more overseas economic and trade cooperation parks and industrial parks, which will help textile enterprises improve their landing efficiency, reduce investment costs and form industrial agglomeration advantages.

Financing provides enterprises with opportunities to obtain preferential credit support for investment in the countries along the route.

With the gradual development of RMB's functions of regional valuation, settlement, investment and financing in the "along the way" countries, the financial flexibility and convenience of domestic textile enterprises in foreign investment will also be enhanced.

The common aspiration of the people will strive to dispel doubts and doubts about China's capital entry and reduce the political risk of investment through expanding personnel exchanges, media cooperation and scientific and technological cooperation.

At the same time, we should accelerate the creation of deep integration of international and domestic markets, and provide more high-quality factor resources, target market and its configuration guarantee system for enterprises' pnational layout.

Among them, facility Unicom will enhance the efficiency of goods circulation in the region, facilitate international pport facilitation and reduce paction costs through large-scale construction of land, sea and air international infrastructure.

Wang Tiankai said that with the realization of interconnection and large-scale infrastructure modernization, the orderly, rapid and free flow of financial capital, talent, labor, energy, raw materials and products in the region will greatly enhance the potential efficiency of the textile supply chain in the region. The feasibility of Chinese textile enterprises in the vertical integration operation of the industrial chain and the pnational allocation of production capacity in different countries will greatly enhance the domestic textile enterprises.

Focus on integrating resources to extend the industrial chain

During the "13th Five-Year" period, the textile industry should take the global perspective to plan the allocation of high-quality resources at home and abroad, and strive to achieve the pnational integration and value chain upgrading of the industrial chain through "going out". We need to continue to be cautious and do a good job of feasibility study and risk prevention and control in the overseas layout.

Continuously improving the core business capability of enterprise headquarters is an important guarantee for "going out".

WTO trade data confirm the status of manufacturing center of "China + Southeast Asia", and it is foreseeable that "China + Southeast Asia" will continue to play a central role in the world textile and apparel supply chain in the medium term.

In other parts of Africa, South America and other areas, the constraints of industrialization remain prominent. Large-scale investment needs to be very cautious, and the feasibility study is well done.

In the past 3 years, the Baron Oriental Limited by Share Ltd has made over 40 spindles of scale in Vietnam. Chairman Yang Weixin reminded the enterprises to pay attention to the risk of investing in Vietnam in the course of the exchange, especially in terms of politics, market and exchange rate.

"Although labor costs in Vietnam are lower than those in China, the rate of increase in recent years is very fast, increasing by about 30% a year. Therefore, enterprises must strictly assess their market, customers' needs and funds in order to" go out ".

Yang Weixin said.

Wang Tiankai said that enterprises should face up to the gap with international excellent pnational enterprises and enhance the capability of pnational supply chain management and global brand operation.

In particular, efforts should be made in the maintenance and pmission of brand value, the global utilization of aesthetic and creative resources, the supply chain management of high quality raw materials and finished products, the entry management of different country markets, and the global basic control and operation including human resources, finance and taxation.