（来源：甘肃金融） 近年来，浦发银行兰州分行始终坚守金融服务实体经济的初心与使命，深入贯彻落实党中央关于做好金 融"五篇大文章"的部署安排，全面推进总行数智化战略实施。该行立足区域特色，重点布局科技金融、 供应链金融、普惠金融、跨境金融和财资金融"五大赛道"，将供应链金融确立为主赛道，创新推出一系 列精准高效的供应链金融解决方案，有效破解产业链发展难题，显著提升区域经济韧性。通过持续强化 超级产品、超级平台、超级系统的"三超"体系建设，着力打造"浦链通"特色产品，精准打通产业链资金 流转堵点，充分激活上下游企业发展动能，实现金融"活水"对实体经济的精准灌溉，切实擦亮"要链通 找浦发"这一金融服务品牌。 党建引领发展 推动供应链金融"全面拓" 浦发银行兰州分行党委深入推进党建与中心工作融合，将"供应链金融"纳入2025年度"党建促发展"重点 项目，组建"浦链铁军"党员突击队。该突击队以"铁人先锋 智绘兰图"党建品牌为引领，开展"浦链铁军· 强链攻坚"专项活动，持续推动经营机构"一行六链"和客户经理"一人一链"工作机制，实现供应链金 融"人人懂、个个会、全员做"，促进供应链金融实现跨越式发展。 打通资源整合"主动 ...

更核心的痛点在于融资。坯布厂商需要现金向上游采购纱线，而下游的一级批发商却通常拥有2-3个月 的账期。资金被大量占用在应收账款和库存上，而企业自身规模小、缺乏抵押物、财务信息不透明，使 其在银行传统的风控模型下，几乎无法获得贷款。 这块小黑板，曾是无数中小纺织企业生产管理现状的缩影。它们构成了中国纺织业庞大而坚韧的毛细血 管，但因信息化水平低、财务不透明，并不受传统金融机构青睐。 "以前是有机器有人就能干；现在变了，上游要现金，下游要欠款，订单又碎又急，想贷款，不容 易。"工厂企业主的感慨，道出了链上纺织同行的共同困境。 困局：万亿产业与"信用孤岛" 走进浙江嵊州一家纺织厂车间，空气中弥漫着棉絮和机油混合的气味，数十台织布机发出规律且震耳的 轰鸣声，工人们在机器间穿梭。工厂老板指着墙上的一块写得密密麻麻的小黑板说："这就是我们以前 的'ERP系统'。" 纺织业，作为中国最具代表性的传统产业之一，产业链条长且复杂——从农业端的棉花，到工业端的化 纤，再到纺纱、织布、印染、服装制造，最后经由零售抵达消费者。在这个冗长的链条上，90%以上的 产能由中小企业贡献。 "行业非常分散。以织布为例，全国有超过2万家织布厂， ...

Core Viewpoint - Zhejiang Merchants Bank Shanghai Branch is committed to supporting the private economy by implementing various financial support policies and enhancing financial services for private enterprises [1][7] Group 1: Support for Private Enterprises - The bank actively reduces financing costs for private enterprise clients by implementing differentiated pricing strategies, offering loan interest rate discounts, and expanding the coverage of fee reductions [1] - The bank promotes seamless loan renewals and expansions, adhering to the requirements of the national financial supervision authority to enhance the coverage of seamless loan renewals for small and micro enterprises [1] - The bank is focused on reducing the financial burden on private enterprises by waiving various fees and costs associated with banking services [1] Group 2: Integrated Financial Services - The bank accelerates the reform of integrated financial services centered on customer needs, utilizing a comprehensive service model that combines commercial banking, transaction banking, investment banking, and private banking [2] - The bank enhances collaboration between small and large enterprises by leveraging cross-departmental coordination and providing comprehensive financial services through joint marketing and project collaboration [2] - The bank supports private enterprise bond issuance, particularly through risk mitigation instruments, to improve market acceptance and reduce financing costs [2] Group 3: Financing Service Mechanisms - The bank aims to establish effective financing service mechanisms by enhancing cooperation with government-backed financing guarantee companies to provide better financial services for small and micro enterprises [3] - The bank conducts extensive outreach and research activities to address the urgent needs of private clients, ensuring a responsive organizational structure to meet market demands [3] Group 4: Digital Financial Ecosystem - The bank is developing a comprehensive digital financial service model that integrates digital reform with practical applications to create a collaborative digital ecosystem for supply chain financing [4] - The bank is focused on leveraging data value by utilizing digital financial platforms to provide services to underserved groups and enhance credit data applications [5] Group 5: Service System and Risk Control - The bank is simplifying approval processes to improve service efficiency, aiming to reduce unnecessary steps and shorten loan approval times for private enterprises [6] - The bank is enhancing resource allocation and incentive mechanisms to direct more credit resources towards private enterprises, particularly in manufacturing and green finance [6] - The bank is optimizing risk control strategies by focusing on the primary repayment sources and reducing reliance on collateral, while enhancing credit information sharing with government and industry associations [6]