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"One Belt, One Road" brings new opportunities for rubber industry development

点击数:3647 2015-08-26 Hits: 3647

China Rubber Net News During the Boao Forum for Asia on March 28, the "Vision and Action to Promote the Joint Development of the Silk Road Economic Belt and the 21st Century Maritime Silk Road" was issued, welcoming China's rubber industry to "go global" and implement internationalization Opportunities and challenges of strategy. How to take advantage of the historical opportunity to take the "Belt and Road" initiative of the rubber industry? During the 2015 China Rubber Industry Annual Conference, the reporter learned that rubber tire companies have a strong willingness to "go global", but industry insiders who were interviewed also stressed the need to change the concept of past product output and pursue higher levels of industrial output. Achieving win-win cooperation will truly benefit local enterprises, the people, and the country, and make Chinese rubber tire companies a reliable partner to build a brand image in the international market.

Enterprises actively invest in the construction of the “Belt and Road”
Some experts believe that the “Belt and Road” strategy is the third reform and opening-up after the establishment of a special economic zone and China's accession to the WTO, allowing the rubber industry to see an upgraded version of the “Traditional Tea Horse Road”, which has created rare historical opportunities for Chinese enterprises . Many companies want to embed the “Belt and Road”, plan to “go global” and achieve internationalization, while some companies that have gone global have stepped up their efforts.
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"As a major rubber manufacturing country, we need to adjust our global trade layout, investment layout, and production layout through 'going global'. We can not only export various rubber products, effectively realize the outflow of production capacity, but also have the ability to provide externally. More equipment and technical support will promote the rapid development of foreign emerging markets. "Said Deng Yali, president of China Rubber Industry Association.
In order to break through the bottlenecks of raw materials, the earliest representatives of China ’s “going global” are upstream tire companies such as Guangken Rubber, Sinochem International, and Hainan Rubber. Sexual step.
"Guangken's" going out "strategy has laid a solid foundation for industrial development." Chen Zhen, general manager of Guangken Rubber Group, told reporters that as early as 2005, Guangken Group established its first processing plant in Southeast Asia. "According to the needs and characteristics of the host country, such as Thailand's protective measures for rubber cultivation, we will set up processing plants in the northeast of Thailand to help local farmers get rich. Cambodia has land advantages and we will focus on plantations. In recent years It also extends to other cash crops and promotes local economic development. "
"The next step will firmly seize the important strategic opportunities of the country's" Belt and Road ", and focus overseas resources into three major centers, and realize listing in Hong Kong. Chen said that the plan of Guangken focuses on planting, processing and trade. It will build Thailand into an overseas processing center, Cambodia into a planting center, and Singapore into an international marketing center. At the same time, it will integrate high-quality project resources in Southeast Asia, increase the pace of shareholding system reform, achieve listing in Hong Kong, and accelerate the formation of industrial capital operation advantages.
Sinochem International started with rubber trade. Since 2004, it has implemented a resource strategy that extends upstream. It has become an operator of the entire industry chain covering natural rubber planting, processing and distribution links. "The company is engaged in the cultivation and processing of natural rubber in 4 countries in Africa, and palm trees in the other 2 countries." Li Bin, deputy general manager of Sinochem International's Natural Rubber Business Unit, said that with the construction of the "Belt and Road", many rubber tire companies may transfer Go out. On the road of “going global”, Sinochem International and Guangken are relatively early. In order to avoid more detours in layout and production, you can provide relevant suggestions in coordination with the China Rubber Industry Association.
It is understood that during the planting process, Sinochem International and its affiliated companies have 280,000 hectares of land in Africa and Southeast Asia, of which 180,000 hectares can be planted. In processing, it has a processing capacity of 730,000 tons, mainly distributed in China, Southeast Asia and Africa. In 2014, Sinochem International completed the acquisition and delivery of state-storage rubber, and the "going out" strategy reflects the strategic value of national reserves for strategic materials. Looking forward to the next step, Sinochem International will solidly advance key strategic projects such as the construction of the African Center, and seize the opportunity to acquire mature plantations and high-quality processing plants to steadily increase the scale of rubber planting and production and processing capabilities.
The "going out" of rubber machinery and equipment enterprises is more to introduce advanced manufacturing technology, build after-sales service networks and research and development systems, increase contact with local or regional tire companies, and better develop product support and technical support services for them. Soft Control adheres to the development strategy of "mid-to-high end" and "internationalization". It has established five major marketing service areas around the world and established a global service network; three major R & D centers in Europe, North America and China have been established to build a comprehensive International R & D system. In 2013, the total value of the "Equipment Sales Contract" signed by the company and Sailun (Vietnam) Co., Ltd. was 26.157 million US dollars, which has now been fulfilled. In December of the same year, it signed a purchase contract with India's JK Tire Company for an amount of 113,486,600 yuan, and some equipment of the project is still in the process of commissioning.
The Great Wheel Co., Ltd., which was completed and put into operation in 2012, has become the first stop of the giant ship's multinational operation. The product positioning is to provide supporting services for Indian tire companies and international tire companies' production bases in India, and to radiate the entire Southeast Asian market. In 2014, the Indian subsidiary accelerated its production expansion and realized sales income of RMB 40,718,700, a year-on-year increase of 61.7%, accounting for approximately 3.8% of the company's main operating income for the year. The company will further enhance the international competitiveness of tire molds and rubber machinery products through localized marketing and services.
Dalian Rubber & Plastics Corporation actively promotes technical cooperation with McLeod of Canada and Czech Buzuluk to achieve complementary advantages among the companies. The company plans to seize the favorable opportunity for domestic tire companies to invest and build factories overseas, and strive to obtain more orders.
In order to break through overseas trade barriers, in recent years, companies such as Sailun Jinyu, Linglong Tire, Zhongce Rubber Group, and Senqilin Tire have accelerated the pace of building factories abroad and promoted the progress of China's tire internationalization strategy.
After the second phase of Sailun Jinyu Group Co., Ltd. ’s Vietnam radial tire manufacturing project is completed, the construction scale of Sailun (Vietnam) will increase to 7.8 million semi-steel radial tires and 15,000 tons of all-steel engineering tires per year.
Linglong International Tire (Thailand) Co., Ltd. The first-phase project with an annual output of 2 million high-performance semi-steel radial tires was completed and put into production in February 2014. The second-phase full-steel radial tire project started construction in June 2014, Thailand time in May 2015 On the 28th, the first tire rolled off the production line smoothly. Linglong's globalization strategy starts with the Thai factory and eventually reaches three overseas manufacturing bases.
On June 29, Zhongce Rubber (Thailand) Co., Ltd. held an opening ceremony in Thailand-China Rayong Industrial Park. The plant is the first overseas construction of Zhongce Rubber Group, and it is currently the largest tire plant in Thailand, covering a total area of approximately 876 acres. From the official start of construction on November 7, 2014, to the roll-out of the first PCR tire on May 25 this year, Zhongce Thailand has created a miracle of building a factory. It is understood that the base currently produces semi-steel radial tires, with a production scale of 5 million pieces per year at the end of 2015. Shen Jinrong, chairman of Zhongce Rubber, introduced that the production base will also invest part of the production capacity of all-steel tires in the future.
On August 4, 2014, Senkilin Tire Co., Ltd. and Thailand Taihua Gum Co., Ltd. held a land contract signing ceremony, and Senkilin's overseas layout strategy was officially launched. It is understood that the tire project is located in Lisheng Rubber Industrial Park, Rayong Province, Thailand, with an annual output of 10 million tires. "The location of the factory is exactly what it takes to take advantage of Thailand's rubber resources, trade, and location. It is expected that the project will be completed and put into operation in June and July this year." General Manager Lin Yilong told reporters.
Not long ago, Shandong Nest Carbon Black Co., Ltd. of Wanda Group participated in the Indonesian Rubber Tire Show. The market information brought by the company's chief engineer Chen Xinzhong was that there are 5 multinational tire companies in Indonesia and 8 local companies. The demand for carbon black is 500,000. About one ton, at present, there is only one carbon black manufacturer of Cabot Corporation, and the gap is about half. Just exporting carbon black to Indonesia is subject to a 5% import duty. It is understood that the local labor cost is very low, with a salary of RMB 1,600 per month.
"Overcapacity in the country, a large number of carbon black products are exported, and the international market fights for prices, resulting in India's anti-dumping on China's carbon black. If carbon black companies set up factories in Indonesia, India and Thailand, it should be a way out." Chen Xinzhong said.
A marketing manager of a well-known domestic steel cord manufacturing company told reporters that the company also intends to follow the pace of tire companies and invest in Thailand to build factories.
Integration into the “Belt and Road” requires policy support
In interviews with some enterprises, the reporter learned that they still have many problems in responding to the national “Belt and Road” strategy, and need government policy support to obtain corresponding legal assistance.
"After more than 30 years of rapid development, the Chinese tire industry has formed a complete industrial chain, and raw materials other than natural rubber have advantages. This makes the raw materials required by the tire companies going abroad still need to purchase in China. But these raw materials The export tax rebate rate is not high, and some even have zero tax rebate, which makes the procurement cost of raw materials for overseas factories extremely high. The state urgently needs to adjust the export tax rebate rate for raw materials such as carbon black so as not to affect the pace of going global. " Shen Jinrong said.
"There are many issues to consider when setting up factories abroad, and trade remedies are only a small part of it." Lawyer Yang Chen, a senior partner at Beijing Jincheng Tongda Law Firm, said from a trade remedy perspective, investing should focus on whether the country is considered by the United States Is a market economy country, such as Vietnam; whether the country is considered a universally subsidized country, such as Thailand. Vietnam is not a market economy country, and the United States does not recognize its price. It needs to refer to the price of a third country.
If all domestic tire companies set up factories in Thailand, would it make Thailand a "second China" and be subject to anti-dumping? When reporters asked about the widespread concerns of enterprises, lawyer Yang Chen said that the most important thing to pay attention to was the price of exported products. The Thai anti-dumping margin algorithm is different from China's. The export price of Thai products does not need to refer to China. It has nothing to do with China's sales price. What has something to do with the company is the price of Thai products sold to the United States. The big principle is that the price sold to the United States cannot be lower than the cost of the company itself, not lower than the price sold to a third country, and not lower than the local price in Thailand.
It is understood that in order to better understand the development of rubber and tire industries in Southeast Asian countries, the China Rubber Industry Association has included Southeast Asian countries in this year's visit plan and will organize a delegation to visit latex products companies in Malaysia and Thailand at the end of August. Rubber plantation and Mori Kirin tire factory in Thailand.
The establishment of the AIIB will provide financial support for the Belt and Road Initiative. The first is to promote the export of domestic "iron public base" and other manufacturing capacity, and also find new markets for China's advantageous manufacturing. Rubber companies are looking forward to the country's listing of the tire industry in the support list, in order to ease the excess tire capacity in the country.
“Belt and Road” is not output of backward production capacity
Experts said that the “Belt and Road” is a high-level, high-level, high-quality opening-up. China will take the best things out, so when looking for new markets, it is necessary to abandon the previous concepts at the beginning and not to eliminate them. Transfer of production capacity.
"It is not possible to copy out of disorderly competition and vicious competition. In the process of going global, we must pay attention to both the expansion of 'quantity' and the promotion of 'quality', and continuously improve the international awareness and awareness of Chinese brands and enterprises. Reputation will be able to achieve long-term development, achieve international operation, and become a true and competitive multinational enterprise. "Deng Yali said.
The construction and operation of Linglong Tire's Thai company project, the production line is fully equipped with world-class high-end production equipment, fully realize the integration of "two industries", and cooperate with advanced management methods to achieve controllable and controllable process control and 100% traceability. In addition, the product grade reached a record high, and the series production of high-performance products such as run-flat tires, snow tires, and green tires was achieved.
Another important way to avoid risks is to better integrate into local society. "To achieve the strategy of going global, we must uphold the spirit of peaceful coexistence, exchange and understanding, tolerance and cooperation, and mutual benefit." Deng Yali believes. The first time Linglong Thailand's warehouse fire accident occurred, the company adopted an emergency plan to distribute masks and medicines to surrounding villagers, and carried out physical examinations with some local village doctors. After the fire was extinguished, inspection and control work and condolences to surrounding villagers were carried out. This approach has been praised by local government departments such as the Thailand Industrial Park Management Bureau, the Survey Bureau and surrounding villagers, and has fully established the brand image of the national tire international market.
Senqilin plans to build the Thai factory into the production line with the highest degree of automation, intelligence, and informatization in the tire industry, and it is committed to making this investment a model cooperation project implemented in Thailand by the national “Belt and Road” strategy, promoting the two China's manufacturing industry exchanges and cooperation, promote the upgrading of Thailand's manufacturing industry, achieve all-round strategic cooperation between the two countries, mutually beneficial development and common prosperity.
Ge Guorong, deputy general manager of Zhongce Rubber Group Co., Ltd. pointed out that Thai companies should establish a reasonable organizational structure, standard and efficient work processes, and clear The rules and regulations have changed from relying on responsibility management to relying on system management to improve the company's operating efficiency and attract outstanding talents.
Note: This article is an original article of China Rubber Network. If reprinted, please indicate the source, and some references should also indicate the source.
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