Orders made before the year will be made after the year,
The dyeing factory queues and the weaving factory is idle,
The warehouse is full of inventory,
There will be no winner until the end.
Recent news about queues and price increases in dyeing factories has triggered a lot of discussion. I asked several business owners and found that orders have indeed picked up. Add in some unfinished orders from a year ago, and the dyeing factories are also very busy. normal.
A lot of cloth is piled up at the entrance of the dyeing factory, which is a good thing, but at the same time, a lot of cloth is piled up at the door of the weaving factory, which is not good news. Yesterday, the editor drove several times on the road densely packed with weaving factories. There was a lot of inventory in the weaving factories visible to the naked eye. The gray cloth warehouses in some factories could no longer be loaded and even piled up to the factory entrance.
No one can roll better than anyone else
With the rapid growth of domestic weaving production capacity in recent years, the textile market has fallen into serious “involution”.
A few years ago, Boss Bu’s general view was that emerging peripheral production capacity was dominated by backward production capacity. After a few years, he discovered that this was not the case at all. Because most of the industrial parks are re-planned and newly built, the level of various types of weaving in the peripheral areas has improved very quickly, and the supporting facilities are also very complete. Some products that are common on the market can be made by the traditional textile clusters, and the newly built factories can also make them.
A textile boss lamented that he went to the Textile Industrial Park in northern Jiangsu for business at the beginning of this year. The factories and supporting facilities there were really well built, and they were no different from those in the Yangtze River Delta.
Not to mention that in order to open up the entire industrial chain, some leading chemical fiber companies have also entered the terminal market in the past two years, entering the weaving and fabric industries on a large scale, making this market more “volume”.
A regular fabric costing 2 blocks, it could normally be sold for 2 blocks 3,, 2blocks4, now you shout2blocks3, someone shouted 2blocks 2, and then someone shouted 2Block1, some In order to clear inventory and return funds, companies can even shout 1blocks8,1blocks9. If your account period is one month, someone would dare to owe you 3 months or 6 months for the same product.
The current textile market has fallen into the trap of “price competition” to a large extent.
The whole point of high-end
Everyone with a discerning eye understands that competing for scale and price is difficult to achieve. If you are cheap, others will dare to be cheaper, or even dare to sell at a loss. This is a bottomless pit. No matter how cheap the production cost is, can it still be cheaper than in Southeast Asia in the future?
Therefore, if they want to live well, textile companies can only continue to challenge themselves, strive for service and technology, and establish some thresholds that are difficult to catch up in the short term. In the past, if textile companies wanted to live a prosperous life, they only had to concentrate on doing one thing well. But now the market is too complicated. Upstream, downstream and the industry are all encroaching on each other’s market, guarding the original one-third of an acre and not making any products. If you make a breakthrough, you will easily be eliminated by the market.
“In the past, brands gave us their needs, and we made products according to their requirements. Now we even have to develop and design products ourselves, design fashion trends, and make sample clothes. They only order them for us if they think they are good. Single order.” said a person in charge of a fabric company.
This also puts forward higher requirements for enterprises. Technical reserves, design capabilities, trend analysis and judgment, quality control and other abilities are indispensable. It increases the investment of enterprises and requires employees to constantly recharge and make progress. But from another perspective, those well-known fabric companies in Europe, America, Japan and South Korea have actually come through this step slowly. The editor still has the impression that a few years ago a textile boss said that when he visited Toray’s workshop in Japan, he felt that their quality control was out of reach, but he did not really do it, but tried step by step, little by little. You will never be able to solve problems by groping. Now many textile companies are working hard in the right direction.
From a macro perspective, these years have been called “”Major changes unseen in a century” is essentially a confrontation between “China’s rise” and “European and American hegemony.” If the current trend continues, some Chinese companies with high added value in the future global industrial chain will definitely get a share of the pie. The same is true for the textile industry. Some products with thresholds are destined to get higher added value. Whoever can “endure the hardships” and cultivate his internal strength now can get rid of involution and have the opportunity to “become a master” in the future.
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