Core Viewpoint - The textile and apparel industry in China is undergoing a significant transformation driven by cross-border e-commerce and the need for digitalization and green transformation, with SHEIN acting as a "chain leader" to empower traditional factories through technology and innovative business models [1][19]. Group 1: Industry Transformation - The textile and apparel industry is a pillar of China's economy, with 99.8% of enterprises being small and micro-sized, facing challenges such as low digitalization, fluctuating orders, and difficulties in green transformation [1]. - SHEIN, as a leading global fashion retailer and cross-border e-commerce company, is injecting transformation momentum into traditional factories through technological innovation and ecosystem building [1][19]. - The shift from "scale expansion" to "value enhancement" is evident as factories adapt to new market demands and digital tools [1]. Group 2: Case Studies of Transformation - Chen Di's factory, which became a SHEIN supplier, successfully adapted to the "small order fast response" model, overcoming initial challenges with the help of SHEIN's support team [6][9]. - Sun He, operating in Dongguan, transitioned to digital heat transfer printing technology, which has seen a significant increase in production from 400 million meters in 2015 to 3.7 billion meters in 2023, with an annual growth rate of 37.4% [11][12]. - Yao Yuan's factory shifted from producing bulk orders for delivery service uniforms to flexible production of outdoor apparel, successfully implementing SHEIN's model to meet diverse consumer demands [15][16]. Group 3: SHEIN's Empowerment Model - SHEIN's empowerment system is not limited to technical support but extends to comprehensive training and operational guidance, enabling factories to optimize processes and improve efficiency [19][21]. - The company has developed over 180 lean tools, aiming to enhance operational efficiency by an average of 35% by the end of 2025 [21]. - SHEIN's investment in upgrading factories and training has created a ripple effect, allowing successful transformations to serve as benchmarks for other factories in the industry [21][22]. Group 4: Industry Impact and Future Outlook - The agile supply chain model represented by SHEIN is becoming a trend in manufacturing, facilitating collaboration among small factories and enhancing China's influence in the global fashion industry [22]. - The transformation stories of Chen Di, Sun He, and Yao Yuan illustrate how individual factory upgrades can lead to broader industry advancements, contributing to a more resilient and competitive textile and apparel sector [19][22].

Group 1 - The event "Chuan Yue Fashion潮服荟" aims to empower the textile and apparel industry in Guangdong by utilizing new technologies, processes, materials, and equipment to help companies expand their markets [1] - Major e-commerce platforms such as Alibaba, Douyin, and Vipshop introduced their initiatives to empower apparel companies and engaged in direct communication with them during the event [2] - The event provided a valuable platform for companies to share information and resources, facilitating deep communication and practical cooperation among enterprises [2] Group 2 - The event highlighted the importance of digital transformation and globalization for participating companies, aiming to integrate platform resources and enhance technological empowerment [3] - Guangdong's apparel industry is characterized by strong foundations, cluster advantages, and significant supply capabilities, with over 2,500 regulated apparel enterprises, accounting for 18% of the national total [4] - Future promotional activities will include recommendations for high-quality Guangdong apparel and seasonal actions to meet diverse consumer needs, officially launching the series of events for 2026 [4]

Core Insights - The provincial Industrial and Information Technology Department announced the second batch of advanced intelligent factories in Liaoning Province for 2025, with 35 enterprises selected, covering various sectors such as biomedicine, equipment manufacturing, electronic information, and new metallurgical materials [1] - A total of 273 advanced intelligent factories have been selected across the province to date [1] Group 1: Intelligent Factory Classification - Intelligent factories are categorized into four levels: basic, advanced, excellent, and leading, with the advanced level focusing on digital transformation and network collaboration [1] - The goal of advanced intelligent factories is to establish benchmarks for leading development in regional industries [1] Group 2: Case Study of Dalian Zhongbi Power Battery - Dalian Zhongbi Power Battery Co., Ltd. exemplifies the achievements of advanced intelligent factories, with its smart battery production base achieving full automation from raw materials to finished products [1] - Key processes such as winding, baking, and liquid injection have reached a 100% automation rate, and a smart central system has been established for visualizing, tracing, and optimizing the entire production process [1] - An intelligent visual system conducts online inspections of 23 critical processes, enabling "zero-distance" monitoring and precise quality control during manufacturing [1] Group 3: Future Plans for Intelligent Factories - The province aims to implement a gradient construction action for intelligent factories, promoting the upgrade of production processes and the integration of management systems [2] - There is a target to add over 80 advanced and above intelligent factories by 2026 [2]

Core Viewpoint - The 2026 Industry Service Alliance Conference in Zhengzhou focused on enhancing the futures industry's service to the real economy, addressing challenges in differentiation, digital transformation, compliance, and talent cultivation [1] Group 1: Service to the Real Economy - The futures market's core mission is to serve the real economy, but challenges such as cognitive differences, insufficient tools, and a lack of professional talent hinder effective service [2] - A multi-layered risk management service system is needed, requiring collaboration among regulatory bodies, exchanges, futures companies, and real enterprises [2] - Large state-owned enterprises prioritize compliance and precision in service, with training and simulations improving understanding of hedging in industries like steel [2] Group 2: Differentiation and Development - Differentiation is crucial for futures companies to overcome competition and achieve high-quality development [3] - Futures companies should focus on their backgrounds: industry-focused firms should deepen service in the supply chain, while those with brokerage backgrounds should integrate investment research with AI [3] - The asset management business needs to overcome challenges in product management, fundraising, and research support to avoid homogenization [3] Group 3: Digital Transformation - Digital transformation is essential for enhancing service efficiency, with AI and big data as key drivers [5] - Companies are developing intelligent systems based on AI to improve efficiency without replacing human roles [6] - Regulatory clarity on financial technology is necessary to support innovation while ensuring risk control [6] Group 4: Talent Support - Talent shortages are a significant barrier to the futures industry's development, necessitating partnerships between companies and educational institutions to enhance talent supply [8] - A scientific incentive system is recommended to retain talent and enhance their sense of belonging [8] - Practical empowerment through industry research is essential for young researchers to develop their professional skills [9] Group 5: Compliance and Ecosystem Building - The future of compliance in the securities and futures industry will shift towards a dual accountability model for companies and individuals [7] - Building a diverse cooperation ecosystem involving banks, insurance, and private equity is vital for long-term development [7] - The industry should focus on customer needs to create a service ecosystem that enhances financial literacy and market understanding [7] Group 6: Summary and Future Directions - The conference highlighted the importance of serving the real economy, with a focus on optimizing tools, addressing funding constraints, and enhancing talent supply [10] - Differentiation and asset management transformation are key paths for futures companies, with knowledge-based services emerging as growth points [10] - The Industry Service Alliance aims to foster collaboration across institutions and fields to support the futures industry's long-term development [10]

Core Insights - The article highlights the transformation of traditional industries and the growth of emerging sectors in Henan, showcasing companies like Hengda Zhikong, Yutong Bus, and Muyuan Group as key players in building a modern industrial system [1] Group 1: Industry Transformation - The coal mining industry is undergoing a significant transformation with the application of digital and intelligent technologies, shifting from traditional resource-based development to a data-driven model [2] - Hengda Zhikong has transitioned from manual labor to data analysis roles, significantly increasing operational efficiency, with production capacity rising by 25% and per capita efficiency improving by 64% [3][4] Group 2: Intelligent Mining Solutions - Hengda Zhikong is leading the coal mining sector's smart transformation, moving from manual coal extraction to automated solutions, including a project that integrates intelligent perception and autonomous decision-making [6][7] - The company has developed an industrial internet platform for intelligent mining, providing solutions to over 900 coal mining workfaces across the country [7] Group 3: Digital Transformation in Manufacturing - The concept of "smart transformation" is crucial for upgrading traditional industries and fostering new productive forces, with Hengda Zhikong's solutions being applicable to various sectors beyond coal mining, including automotive parts manufacturing [8] - The company’s digital solutions have improved production efficiency by over 40% for a domestic automotive parts manufacturer, demonstrating the replicability and promotional value of their innovations [8] Group 4: Future Outlook - Henan's manufacturing sector is poised for significant growth, with a focus on digital and intelligent transformation as a key driver for building a robust manufacturing province [9]

更大力度的政策红利持续释放。原本面向小微企业的"三零"服务已拓展至全量民营经济组织。其中，沈 阳、大连地区"三零"服务容量上限提升至200千瓦，惠及更多民营企业。2025年，全省累计帮助28.57万 客户节省办电成本21.6亿元。 1月12日，国网辽宁省电力正式发布2026年优化电力营商环境20项重点工作措施，标志着该公司连续第 四年推出的相关举措再次升级。此次新政聚焦企业与居民用电痛点，以"提速、降本、智能、延伸"为核 心，推动电力服务向更高效、更便捷、更温暖的方向迈进，助力辽宁打造"营商环境最佳口碑省"。 办电效率再提速 提升客户获得感 在大连湾航运中心客运码头，新能源货车正有序驶入专用滚装船。这座由辽渔集团投资建设的现代化客 滚枢纽已于2025年12月28日正式投运，作为连接辽鲁两地的重要"海上通道"，预计年运送旅客170万人 次、车辆70万辆次。 "从提交4000千伏安用电申请到拿到供电方案，仅用10个工作日。"大连供电公司副总工程师李天宇介 绍，为保障港口建设和岸电系统用电需求，公司启动重点项目保障机制，快速完成66千伏线路迁改升 级，提前将电力送到客户"家门口"，为客户变电站建设节省了关键时间。2 ...

Core Viewpoint - China Railway Construction Corporation (CRCC) is driving an industrial leap through innovation during the 14th Five-Year Plan period, focusing on strategic national needs and the characteristics of the construction industry [1] Group 1: Strategic Development - CRCC is actively developing new productive forces and constructing a system that aligns with these forces, aiming to break down barriers to new momentum development [2] - The "1256" mid-to-long-term development strategy outlines CRCC's path for the next 10 to 20 years, with the goal of becoming a world-class modern enterprise and focusing on upgrading traditional construction and nurturing strategic emerging industries [2] - The establishment of the CRCC Research Institute and various industry technology research institutes supports a systematic innovation framework, enhancing the development of strategic emerging industries and providing a robust support system for a "second growth curve" [2] Group 2: Technological Advancements - CRCC is committed to overcoming key technical challenges and has achieved significant breakthroughs, such as the independent development of a 8.61-meter main bearing for shield machines, positioning itself at a world-leading level in this area [4] - The company has made strides in green production, with significant orders for bamboo-wound pipelines, indicating a strong market potential in the new materials sector [4][5] - Innovations in other fields include the development of aerogels and new photocatalytic materials, which have entered the market for air purification and building materials [5] Group 3: Digital Transformation - Since the 14th Five-Year Plan, CRCC has been promoting transformation through six key areas: high-end, intelligent, green, digital, refined, and international [6] - The company has developed advanced machinery for railway construction, such as the world's first thousand-ton high-speed rail bridge erection machine, showcasing its technological leadership [6] - CRCC is advancing digital transformation by establishing a computing power center and integrating technologies like Beidou and laser radar to enhance efficiency in design and construction processes [7]

1月12日，国家金融监督管理总局四川监管局批复同意撤销中国人寿保险股份有限公司简阳市支公司平 武营销服务部等5家营销服务部。国家金融监督管理总局数据显示，截至记者发稿，今年已有81家险企 分支机构退出市场。回顾2025年，共有超3100家险企分支机构退出市场，创近年新高，分支机构"瘦 身"进程呈加速之势。 业内人士认为，险企分支机构"瘦身"主要受险企降本增效诉求、数字化转型发展等因素影响。未来，这 一趋势仍有可能延续。 去年仅新设280家分支机构 根据经营情况新设或撤销分支机构，是险企动态调整分支机构的常规动作。 展望未来，龙格认为，预计险企分支机构净退出的态势仍将持续。线上化服务已成趋势，成本管控压力 长期存在，且监管持续推动高质量发展，险企将更注重科技投入与核心渠道建设。部分区域的分支机构 可能优化整合，但整体来看，分支机构大规模扩张阶段已基本结束。 周瑾也认为，随着保险行业高质量发展，保险公司摒弃依靠人海战术和铺设机构的发展模式，转为线上 化、数字化和智能化的集约型精细化经营模式，已成为必然趋势。尤其是AI（人工智能）技术门槛的 降低和行业应用的加速，极大降低了保险公司应用智能化技术的门槛和成本。预计未 ...

（原标题：柬推出数字化框架，增强公共投资效力） 柬埔寨副首相兼财经部长安蓬莫尼拉强调了公共投资在柬埔寨发展轨迹中的核心作用。他表 示："公共投资是经济增长和可持续发展的关键驱动力。柬埔寨王国政府高度重视基础设施的修复和建 设，并通过实施公共投资项目促进经济和社会发展。这些项目的资金来源多种多样，包括国内资金、发 展伙伴以及公私合作机制。"他指出，在公共财政管理改革方案框架下，政府已启动一项全面的公共投 资管理体系改革战略。这些改革旨在提高效率、透明度和问责制，同时确保投资流向优先领域，并以公 平、可持续和包容的方式分配公共资源。他表示：在实现构建稳健的数字生态系统的目标之前，有必要 事先为公共投资项目管理制定一个数字生态系统设计框架。该设计框架将为通过全数字化系统实现公共 投资项目管理的现代化提供指导方针、原则和方法。数字框架的推出体现了柬埔寨对数字政府和体制改 革的更广泛承诺。 财经部于1月8日发表声明称，新框架为构建全国公共投资项目管理一体化数字生态系统提供了战略 方向和清晰蓝图。该举措旨在解决公共投资项目长期存在的数据碎片化、报告缺失和分析能力不足等问 题。据该部称，该框架的制定与关键的国家政策工具相一 ...

当"数字化"把现场推向混乱 曾经有这样一家工厂，靠着一批经验丰富的老员工，长期坚持着"质量、成本、交付"这套老办法，运行 得还算稳定。我们暂且叫它 F 工厂。但外部环境在变，订单节奏在变，管理层也越来越焦虑：如果不 推进数字化，工厂还能撑多久？ 前言：很多工厂都遇到过这样一种困惑：系统上了、平板发了、流程也"数字化"了，可现场反而更忙 了，效率不升反降。管理层觉得工具已经给到位，一线却觉得工作变复杂了；数据越来越多，错误却没 有明显减少。问题到底出在哪？事实证明，数字化本身并不会自动带来效率提升。如果只是把原来没人 看的文件搬到屏幕上，甚至还强制打卡、确认，只会放大原有的问题。这不是工具的失败，而是内容和 逻辑的失败。真正决定成败的，从来不是"有没有数字化"，而是"数字化之前，事情有没有被真正想清 楚"。 于是，"数字化转型"被提上了日程。讨论中，一个声音很快占了上风：把工作标准全部数字化。一线员 工也支持这个想法——因为每年总会发生一些低级却致命的错误，规格看错、条件记混，而工厂的产品 种类又特别多，靠记忆实在太难。 很快，一个看起来"很合理"的方案诞生了：在每个工位放一台平板电脑。只要生产计划一录入，屏幕 ...