21世纪经济报道记者 郭聪聪 北京报道 6月15日，中国人民银行、国家金融监督管理总局等六部门联合发布了《关于规范供应链金融业务引导 供应链信息服务机构更好服务中小企业融资有关事宜的通知》（下称《通知》），这场针对40万亿供应 链金融市场的监管升级，正倒逼行业从 "核心企业信用依赖"向 "数据信用驱动"转型，以解决中小企业 长期面临的融资难、账期长等问题。 新规落地前后，以汽车行业为代表的核心企业纷纷发声，主动承诺"支付账期不超过60天"；与此同时， 新规要求商业银行"积极探索供应链脱核模式"。在这过程中，银行机构、供应链链主与中小供应商之间 的生态平衡正悄然发生着转变。 在供应链金融生态中，核心企业扮演着至关重要的双重角色。一方面，它们是供应链中的"心脏"，为中 小企业输送资金血液；另一方面，它们又掌握着融资话语权，成为银行信用的主要承载者。这种特殊的 市场地位，使得核心企业的行为选择直接影响整个供应链的金融生态。 一位资深供应链金融从业者对21世纪经济报道记者表示："参与供应链金融的核心企业通常具备较强的 社会责任感。"据其介绍，有不少企业主动选择采用买方付息模式，即核心企业承担融资利息的模式， 在业务中 ...

Group 1 - The core viewpoint emphasizes the shift in corporate strategies from mere scale expansion to building smart, green, and responsible supply chain ecosystems, driven by the rapid development of information technology and the restructuring of global supply chains [1] - Minsheng Bank, as the first commercial bank to establish a supply chain finance division, has become an innovator in supply chain financial services, continuously innovating supply chain products and creating a comprehensive product system called "Minsheng E-Chain" [1] - The "Minsheng E-Chain" product line covers various aspects of supply chain management, including core enterprise credit enhancement, de-core supply chains, and small and micro supply chains, providing integrated services such as settlement, financing, and supply chain management [1] Group 2 - Minsheng Bank's Qingdao branch leverages the "Minsheng E-Chain" product system to provide a series of comprehensive services focused on enterprise management, procurement, production, and sales, utilizing financial technology to empower regional economic development [1] - The "Minsheng E-Chain" products are designed to offer personalized service plans for different enterprises, combining standardization with specialization, and integrating online and offline services [2] - By utilizing big data for multi-dimensional customer profiling, the bank optimizes credit approval and loan processes, enhancing risk control and precise fund allocation while simplifying operations for enterprises [2]

Core Viewpoint - The recent disclosure by Midea Group's chairman about a "negative 9-day cash cycle" has sparked discussions on the fairness of supply chain funding distribution, highlighting the financial strategy of using suppliers' funds for business operations [1][2] Group 1: Midea's Financial Strategy - Midea's operational model allows the company to conduct business without using its own capital, relying instead on funds from over 5,000 suppliers, resulting in a significant cash cycle advantage [2] - In 2024, Midea's accounts payable increased to 118.8 billion RMB, a 26.04% rise from 94.24 billion RMB in 2023, while revenue grew by only 9.47% to 409.1 billion RMB, indicating a shift of cost pressure onto suppliers [2][3] Group 2: Supplier Challenges - The accounts payable turnover days for Midea increased from 96.4 days in 2014 to 128 days in 2024, extending the payment cycle by 31.6 days over ten years, which poses challenges for suppliers [3] - Macro data shows that the average collection period for industrial enterprises increased by 4.0 days year-on-year, reflecting the broader trend of extended payment terms in the industry [9][10] Group 3: Policy Response - In response to the pressures on small and medium-sized enterprises (SMEs), regulatory bodies have begun to implement measures to ensure timely payments from large enterprises, including a new regulation limiting payment terms to 60 days [10][11] - A collective action by major automotive companies to standardize payment terms to 60 days reflects the industry's recognition of the need for reform in supply chain practices [11]

Group 1 - The core viewpoint of the articles highlights the increasing financial pressure on supply chains in China, particularly affecting small and medium-sized enterprises (SMEs) due to delayed payments and financing difficulties [1][2][3] - The scale of accounts receivable for large industrial enterprises has grown significantly, with a cumulative increase of 168% from 2011 to 2021, while revenue only grew by 51.7% during the same period [2] - The average collection period for accounts receivable has extended from 49.5 days in 2021 to 70.9 days by March 2025, indicating worsening cash flow issues for SMEs [2][3] Group 2 - The newly issued notification by the People's Bank of China and other regulatory bodies aims to address the issues of delayed payments and financial strain on SMEs, mandating core enterprises to pay SMEs promptly and share financing costs fairly [3][4] - Technological innovation is reshaping supply chain management, with digital supply chains enhancing resource allocation and market responsiveness through real-time data sharing and collaboration [4][5] - The trend towards platformization and ecosystem development is shifting competition from individual enterprises to collaborative systems, promoting resilience in the supply chain [5][6] Group 3 - The automotive industry faces challenges with long payment terms from major manufacturers, which impacts the financial stability of many small suppliers [7] - The China Automotive Industry Association and the Ministry of Industry and Information Technology have proposed a 60-day payment term for chain-leading enterprises to alleviate financial pressure on SMEs [7][8] - A stable and efficient supply chain is essential for improving product quality and fostering technological innovation, which is crucial for enhancing international competitiveness in the automotive sector [7][9] Group 4 - Collaborative efforts among government, enterprises, and financial institutions are necessary to improve the financing environment for SMEs and enhance supply chain management [8] - Core enterprises are encouraged to adhere to payment agreements and reduce financial strain on their supply chain partners, while SMEs should enhance their management and digital capabilities [8][9] - The development of supply chain financial infrastructure is vital for achieving a more efficient and equitable supply chain system, which will support high-quality economic growth in the future [9]

Group 1 - The introduction of policies such as the draft law to promote the private economy and the establishment of a financing coordination mechanism for small and micro enterprises is enhancing the business environment and providing policy support for the high-quality development of private enterprises [1] - In the first quarter of 2025, 1.979 million new private enterprises were established nationwide, representing a year-on-year growth of 7.1%, exceeding the average growth rate of the past three years, indicating strong resilience in the development of private enterprises and individual businesses in China [1] - Shanghai Pudong Development Bank (SPDB) is committed to serving the real economy by increasing credit investment and improving service quality to stimulate the vitality of private enterprises [1] Group 2 - In Zhengzhou, the center of the national frozen food industry, Xinnian Foods is leveraging consumer demand and product innovation to create a technology-enabled path for fresh food [2] - The cold chain food industry is one of the 28 key industrial chains in Henan, with over 30 large-scale enterprises in Zhengzhou by the end of 2024, and the frozen food sector holds over 60% market share nationally [2] - Xinnian Foods has achieved a 90% mechanization level in production, transitioning from traditional manufacturing to intelligent manufacturing, which requires significant investment in supply chain management [4] Group 3 - SPDB has provided over 300 million yuan in funding to Xinnian Foods to support production equipment upgrades and raw material procurement, ensuring efficient and stable operation of production lines [4] - SPDB has customized supply chain financing services for Xinnian Foods, providing over 1 billion yuan in credit to more than 20 upstream suppliers and promoting the construction of local industrial clusters [5] Group 4 - Sichuan Huanlong New Materials Co., Ltd. specializes in the research, production, and sales of bamboo fiber bio-based materials and has received recognition as a "green factory" [6][8] - Huanlong's bamboo fiber products, such as the Banbu brand, aim to provide high-quality, environmentally friendly materials, contributing to rural revitalization and farmer income [8] - SPDB has supported Huanlong with 7 million yuan in funding during its transformation phase and continues to strengthen cooperation to support the company's growth and intelligent transformation [8] Group 5 - Zhejiang Haishide Food Co., Ltd. focuses on the processing of aquatic products and has established a close partnership with SPDB since 2013, receiving 5 million yuan in microloans to support its R&D efforts [12] - Haishide's products, including various seafood items, are exported, generating over 18 million USD in foreign exchange [12] - SPDB plans to expand its services to aquatic enterprises, including cross-border trade and supply chain business, to facilitate the transition from a single fishery economy to a comprehensive industrial chain economy in Zhoushan [12] Group 6 - The resilience and innovative capacity of private enterprises in China are evident, with financial institutions playing a crucial role in supporting their high-quality development [13] - SPDB aims to continue innovating service models to provide more precise and efficient financial support to private enterprises, contributing to the growth of the private economy [13]

Core Insights - The event held on June 13 in Changzhou focused on the collaboration and development of the new energy vehicle (NEV) industry in the Yangtze River Delta region, gathering over 120 key enterprises and financial institutions [1] - Experts from Industrial Bank shared innovative practices in supply chain finance and ESG, highlighting successful collaborations with Changzhou's supply chain public service platform [1] - The establishment of a digital supply chain public service platform in Changzhou marks a significant advancement in supply chain finance, enabling efficient financing for core enterprises and their suppliers [2] Group 1: Event Overview - The event aimed to promote collaborative development in the NEV industry across the Yangtze River Delta, involving key stakeholders from various sectors [1] - Industrial Bank's experts presented insights on ESG and supply chain finance, emphasizing the importance of sustainable practices in the NEV sector [1] Group 2: Financial Innovations - The successful system integration between Industrial Bank and Changzhou's supply chain platform facilitated over 10 million yuan in financing for two core enterprises on its first day [2] - The platform employs a "supply chain finance+" model, utilizing big data for risk assessment and providing efficient financing solutions [2] - Industrial Bank's supply chain financing balance reached 6.062 billion yuan, supporting over 125 upstream and downstream clients [3] Group 3: Future Plans and Implications - Industrial Bank plans to expand its supply chain finance services, focusing on the NEV and high-end manufacturing sectors [3] - The insights shared during the event are expected to foster deeper collaboration between Industrial Bank and industry enterprises, enhancing the resilience and competitiveness of the NEV ecosystem [3]

"平台沉淀的产供销全链条数据，是金融协同的导航图。"湖南独创的"组委会机制+数据共享池"实现了工会福利政策与银行信贷协同、平台交易数据直通金 融机构、物流信息纳入保险定价模型三大贯通。 在实践路径方面，湖南形成银企闭环模式，在15个重点县形成"白名单→数据贷→订单质押→冷链建设"闭环体系。"冷链贷"通过财政贴息和银行授信，使冷 库贷款审批效率提升40%。同时，推出供应链金融+特色产业模式，以"农小湘"品牌为链主，在湘西黄金茶产业创新"订单质押+价格指数保险"模式，茶农融 资成本降低2个百分点，融资满足率提高35%。 据悉，湖南经验已入选《金融帮扶特色产业案例集》，多家金融机构表示将赴湘考察。论坛与会各方就构建"产业数据共享-金融产品创新-风险多方共担"生 态闭环达成共识。(谢伟) 6月21日，第三届乡村特色优势产业发展大会暨消费帮扶产品展销会在北京举行。湖南省市场营销协会秘书长、湖南省消费帮扶活动组委会办公室主任刘坚 在第三届乡村特色优势产业发展大会金融帮扶论坛上亮出湖南解法。 活动现场。单位供图 金融赋能消费帮扶，核心在"以链聚需、以数赋信"。湖南省商务厅、省总工会等部门指导湖南省市场营销协会开发建设"湖南 ...

Core Viewpoint - The Ministry of Agriculture and Rural Affairs emphasizes the importance of revitalizing the seed industry to ensure national food security and strengthen agricultural development, highlighting the critical role of banks in providing financial support to seed enterprises [1]. Group 1: Financial Support for Seed Industry - Different types of seed enterprises have varying financial needs, with research and development companies requiring long-term loans for activities such as germplasm resource identification and new variety breeding [1]. - Production enterprises need short-term working capital loans to ensure smooth operations in seed production, processing, and sales [1]. - Banks should provide specialized loans for seed base construction to optimize seed source layout and modernize facilities [1]. Group 2: Support for Leading Seed Enterprises - Banks are encouraged to increase support for leading seed enterprises through merger loans to facilitate resource integration and enhance industry concentration [2]. - Establishing seed innovation funds in collaboration with government and enterprises can focus on key technology research and development [2]. - Exploring intellectual property pledge financing can help seed enterprises secure funding by using plant variety rights and patents as collateral [2]. Group 3: Collaborative Development in the Seed Industry - Revitalization of the seed industry requires collaboration among upstream and downstream enterprises, with banks acting as financial links to promote this cooperation [2]. - Supply chain finance can provide financing support to suppliers and distributors within the seed industry, stabilizing the supply chain [2]. - Supporting partnerships between seed enterprises and agricultural producers can facilitate the conversion and application of seed technology [2]. Group 4: Enhancing Financial Services - Banks need to improve their financial service capabilities for the seed industry by conducting thorough research and analysis [3]. - Utilizing financial technology can optimize loan approval processes and enhance financing efficiency for seed enterprises [3]. - Strengthening communication with government departments is essential for timely updates on seed industry policies and effective implementation of revitalization strategies [3].

Core Viewpoint - The article discusses the implications of the "60-day payment term" initiative in the automotive industry, highlighting the complexities and potential challenges it poses for both car manufacturers and suppliers [3][6][18]. Group 1: Payment Terms and Challenges - The "60-day payment term" is not straightforward, as it can vary based on different interpretations of the timeline from delivery to payment [5][6]. - The actual payment cycle for suppliers can be significantly longer than the reported figures in financial statements due to various internal processes within car manufacturers [8][10]. - The article illustrates a hypothetical scenario where a supplier experiences an 8-month payment cycle despite the manufacturer reporting a 60-day term, emphasizing the disconnect between financial reporting and real cash flow [8][18]. Group 2: Financial Implications for Car Manufacturers - Strict adherence to the 60-day payment term could lead to cash flow issues for many car manufacturers, potentially resulting in bankruptcy if their cash reserves do not exceed their payables [18][19]. - The article notes that companies like Tesla and GAC Group are currently in a safer position regarding cash flow, while others may face significant challenges if the new payment terms are enforced [19][20]. Group 3: Emergence of Supply Chain Finance - The rise of supply chain finance companies is partly a result of government policies encouraging such innovations to enhance liquidity for upstream suppliers [22][23]. - Many leading automotive companies have established their own supply chain finance platforms, which allow them to manage cash flow more effectively while extending payment terms to suppliers [24][26]. Group 4: Industry Dynamics and Competition - The increasing length of payment terms is attributed to heightened competition in the automotive industry, where manufacturers are under pressure to maintain market share amidst a growing number of competitors [40][44]. - The article suggests that the current market dynamics may lead to a consolidation phase, where only the strongest players survive, further impacting supplier relationships and payment practices [44][45]. Group 5: Case Study of BYD - BYD's rapid expansion in production and sales has been facilitated by its ability to extend payment terms to suppliers while simultaneously shortening its inventory and receivables turnover days [28][33]. - The financial strategy employed by BYD highlights the importance of managing cash flow effectively in a competitive environment, where the timing of payments can significantly impact operational efficiency [32][38].

Core Points - 17 automotive companies have committed to shortening supplier payment terms to 60 days, leading to inquiries from suppliers regarding whether the payment cycle for supply chain financial products is included in this period [1] - The acceptance of supply chain financial products varies among suppliers, with bank acceptance being the most favored, followed by commercial acceptance, and the automotive companies' proprietary "chains" being the least accepted due to lower liquidity and higher interest rates [1][2] - Supply chain finance, while criticized, serves a purpose in alleviating cash flow pressures for automotive companies and can eliminate weaker suppliers, provided it is used appropriately [6][8] Group 1: Supply Chain Financial Products - Automotive companies' "chains" are electronic payment vouchers issued to suppliers, functioning similarly to commercial and bank acceptances but relying on the company's creditworthiness [2][3] - Bank acceptance is a widely accepted financial instrument due to the backing of a reputable bank, while commercial acceptance is less favored as it is issued by the automotive companies themselves [3] - The liquidity of automotive companies' "chains" is often lower than that of commercial acceptances, making them less attractive to suppliers [3] Group 2: Supplier Challenges - Suppliers face extended payment periods, with some reporting that the actual payment cycle can stretch to 10-12 months due to delays in invoicing and payment processing [7] - The pressure from automotive companies to lower costs during bidding processes often results in minimal profit margins for suppliers, who may then incur high interest rates for early payment [7] - Suppliers have reported that the interest rates for "chains" are generally higher than those for bank and commercial acceptances, with rates typically around 5% and sometimes reaching 10% [4] Group 3: Industry Context and Regulation - The lack of regulation and oversight in the use of supply chain finance by automotive companies has led to widespread criticism from suppliers, contrasting with practices in Europe and the US where supplier unions can negotiate better terms [8] - Recent government initiatives, such as the "Regulations on Ensuring Payment to Small and Medium Enterprises," aim to address the issues of excessive profit squeezing in the industry [8]