On April 9, the "Cement Economy 50 People Forum" hosted by China Cement Network was successfully held in Hangzhou, with the theme of "Stock Game Competition and Elimination Pattern Reconstruction". Wang Luyan, President of
Xinjiang Building Materials Industry Association;
Wei Weidong, General Manager of BBMG Jidong Cement Group Co., Ltd.;
Ma Weiping, Chairman of OCC;
Liu Zonghu, Party Committee Member and Vice President of Tianshan Materials Co., Ltd.; Li Guiqin, Zhejiang Regional President of
Anhui Conch Cement Co., Ltd.;
Zhang Zhenkun, CEO of Asia Cement (China) Holding Company;
Lai Hongfei, General Manager of Guangdong Tapai Group Co., Ltd.; Wang Jianqing, President of
Xinjiang Qingsong Building Materials Chemical Group Co., Ltd.;
Chen Zhongsheng, Vice President of Shandong Shanshui Cement Group Co., Ltd.;
Wang Zhenxing, Chairman of Fujian Cement Co., Ltd.; Wang Hui, General Manager of
Sichuan Xingchuancheng Cement Co., Ltd.;
Wu Guixing, Vice Chairman and General Manager of Guangxi Yufeng Group Co., Ltd.;
Zhou Shanjian, Party Committee Member and Vice General Manager of China Gezhouba Group Cement Co., Ltd.; Zhang Kuifeng, General Manager of Sales Company of
Jiangxi Wannianqing Cement Co., Ltd.;
Li Yongjin, President of Ningxia Cement Industry Association;
Fu Zongli, Vice President of Yatai Building Materials Group Co., Ltd. and General Manager of Jilin Region; Zhang Fengliang, Deputy General Manager of
Zhejiang Jianfeng Group Co., Ltd.;
Wang Xuejun, Executive Chairman of Hubei Cement Industry Association;
Kuang Hong, Executive Chairman of Shanghai Cement Industry Association; Wei Huashan, Chairman
of Queshi Cement Group Co., Ltd.;
Peng Xinghua, President of Jinyuan Holding Group Co., Ltd.;
Zhuge Wenda, Chairman of Hubei Century Xinfeng Technology Group Co., Ltd.; Yu Pingfeng, Vice President of
Gansu Shangfeng Cement Co., Ltd.;
Zhang Bailing, Executive Vice President of Shaanxi Shengwei Building Materials Group Co., Ltd.;
Wu Lihua, Vice General Manager of Fujian Jinniu Cement Co., Ltd.; Li Kai, Marketing Director of Eastern Region
of Huaxin Building Materials Group Co., Ltd.;
Zhang Zewen, President of Ningxia Yinghai Group Industrial Co., Ltd.;
Zhao Xingbao, Secretary-General of Yunnan Cement Association;
Chen Yong, Assistant to General Manager of Jiangsu Helin Cement Co., Ltd.; Ma Xiubin, Vice Chairman
of Meizhou Real Madrid Cement Co., Ltd.;
Guo Wenlong, Sales Director of Fujian Chunchi Group Xinfeng Cement Co., Ltd.;
Chen Baomin, President of Shandong Quanxing Jingshi Cement Co., Ltd.;
The Ningbo Forum" was chaired by OCC Chairman Ma Weiping.
At present, the cement industry clinker production capacity compliance rectification continues to advance, the total production capacity gradually shrinks, and the market supply pattern accelerates reconstruction. However, due to the continuous weakening of downstream demand, the effectiveness of traditional peak-staggering production regulation is weakened, and the industry competition may return to the market-oriented pattern of survival of the fittest. On the occasion of the deep adjustment of the industry, this forum focuses on the common problems and deep-seated contradictions accumulated over a long period of time, with the core theme of "criticizing the shortcomings of mud", and effectively plays the role of industry think tank: on the one hand, it provides professional research and practical suggestions for the competent government departments to implement scientific policies, on the other hand, it helps enterprises to explore the direction of transformation and upgrading. Provide innovative ideas and feasible solutions in strategic layout, path selection and business strategy, promote the construction of a more resilient and dynamic new cement industry ecology, and lead the industry to break through and move towards a new journey of high-quality development.
the first is to clarify the boundary of "anti-involution". Government departments, industry associations and enterprises need to clarify the boundary between "anti-involution" and anti-monopoly, and clearly recognize that the core of "anti-involution" is to resist unfair competition. All parties in the industry should adhere to the bottom line of reasonable prices, resolutely abandon the "involution" vicious competition at the expense of the overall interests of the industry, and jointly maintain a fair and orderly market environment.
The second is to abandon irrational price war. It is not feasible to expect price war to eliminate backward production capacity, which is essentially an irrational competition that hurts both sides. Price war can not achieve industrial optimization and upgrading, but also reduce the efficiency of enterprises, erode the value of the industry, weaken the sustainable development ability of enterprises, destroy the healthy ecology of the industry, and ultimately there is no winner in the whole industry.
Third, we should adhere to the orientation of reducing quantity and increasing efficiency. The continuous decline of cement industry demand has become an established trend. Enterprises need to face up to the market reality, shift the focus of development from "scale expansion" to "benefit first", abandon the extensive development logic of purely pursuing market share, and focus on the core goal of "reducing quantity and increasing efficiency", so as to achieve long-term development of enterprises.
The four is to continue to promote capacity reduction. Capacity removal is the fundamental path to solve the imbalance between supply and demand in the cement industry and optimize the industrial structure, as well as the core task for the industry to achieve long-term healthy development. We need to unswervingly promote the elimination of backward production capacity, reduce supply by means of marketization and legalization, solve the problem of overcapacity from the root, and lay the foundation for the recovery of the industry.
Fifth, strengthen industry collaboration and communication. We will improve the normal communication and exchange mechanism among provinces and regions, eliminate misunderstandings through Frank dialogue, and build consensus on development through mutual trust and cooperation. Large enterprises in the industry should take the initiative to assume social responsibility and play a leading and exemplary role; small and medium-sized enterprises need to adhere to the bottom line of compliance management, forming a benign interactive pattern of "large enterprises carry the flag, small enterprises follow the order".
Sixth, speed up the pace of mergers and acquisitions. At the critical stage of deep adjustment of the industry, leading enterprises should take the lead in promoting mergers and acquisitions, and enhance industry concentration through resource integration and equity cooperation. Gradually reduce inefficient and disorderly competition, optimize the allocation of production capacity, and enhance the overall anti-risk ability and resource utilization efficiency of the industry.
Seventh, persist in transformation and upgrading for survival. The downward cycle of the industry requires enterprises to uphold the concept of "inward innovation" and focus on cost reduction, efficiency enhancement and core competence building. Through technological transformation, management upgrading, mode innovation and other measures to reduce cost space, continuously improve product quality, service level and technical barriers, strengthen its core competitiveness, steadily resist the risk of industry trough, and accumulate momentum for subsequent development.
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