Abstract In any industry, if there is not a huge trading system as a commodity flow link within the industry, the development of this industry is destined to be unstable, and the photovoltaic industry is no exception. The trade development of China's photovoltaic industry has experienced a very unique process. usually,...
In any industry, if there is not a huge trading system as a commodity flow link within the industry, the development of this industry is destined to be unstable, and the photovoltaic industry is no exception. The trade development of China's photovoltaic industry has experienced a very unique process. Usually, the development of an industry begins with trade. After the trade reaches a certain scale, it begins to set up a manufacturing plant for production and then forms an industry. However, unlike the traditional industrial development, the development of China's photovoltaic industry begins with the installation of small systems. Today's photovoltaic giants, more than a decade ago, have had the experience of riding a yak to a Tibetan area or a yurt to promote a small photovoltaic power generation system.
The establishment of China's photovoltaic industry began with the establishment of a component factory, and then began to have a battery factory, a slicing factory, and an ingot plant. By 2006, the photovoltaic industry had taken shape, but at the time it was a typical “two heads outâ€, that is, the supply of raw materials, namely polysilicon, came first from abroad, and the market, that is, end users were also abroad. And all the business of this "two heads" began with international trade, that is, silicon import trade and component export trade. The initial international trade was carried out by a small number of trading companies or “international hackers†who played a pivotal role in the initial export of Chinese PV products and caused great irreversible effects. For example, from 2007 to 2008, the skyrocketing price of polysilicon was actually lifted by these trading companies. The price of polysilicon has risen from $40/kg in 2005 to $4,000/kg in 2008, not because of rising costs, but because of supply and demand, but the real supply-demand relationship is not enough to cause such a bizarre rise, the rise of trading companies. Is the main reason.
With the rapid growth of China's PV companies, almost all large-scale PV companies have begun to set up branches abroad to engage in overseas sales of their products. However, in the environment of rapid growth of the photovoltaic market at the time, all these companies did not have a systematic sales strategy, and their main promotion method was to cut prices. The low-cost competition has caused the price of China's photovoltaic products to be much lower than the sales prices of local manufacturers in Europe and the United States. This has laid the fuse for the "double-reverse" of photovoltaics in China. If China's PV companies have long-term considerations for trade strategies in the early stage of industrial development, there are reasonable rules and constraints on the sales of enterprises. The adverse consequences of "double-reverse" and overcapacity problems can be greatly alleviated.
As the scale of the photovoltaic industry moves from billions of yuan to trillions of yuan, the regulation of the trade of photovoltaic products has become an issue that must be considered in the industry.
First, the status quo of China's photovoltaic trade
In China's photovoltaic industry, pure trading companies are not very eye-catching. Transactions within the industrial chain are basically sold directly by upstream manufacturers to downstream manufacturers. Except for the polysilicon and silicon materials, because more than half of the polysilicon required by China's photovoltaic industry is still dependent on imports, many trading companies are engaged in the trade of polysilicon materials. This phenomenon has historical reasons and practical reasons.
If classified according to the role of the object of purchase and sale, China's photovoltaic trade can be roughly divided into three types, one is the trade of upstream and downstream domestic enterprises within the industrial chain, most of which are currently directly traded between manufacturers, through the middle. The company's trade mode should be less than 20%; the second type is the trade of raw material imports and component finished products exports, which accounts for a large proportion of similar transactions in China's PV companies, usually, at least between purchase and sales. A trading company has a relatively fixed customer. For example, most trading companies in silicon trading have fixed customers, while in terms of component trading, many trading companies have fixed product manufacturers, and such trade accounts for about this type of transaction. More than 70%; the third part is 100% trade, that is, the suppliers and customers of the trading company are not fixed. The trading company is looking for the trade of photovoltaic products by upstream and downstream customers. This part is currently not a big part. About 10%.
However, with the expansion of photovoltaic applications in China, the terminal sales of photovoltaic products must inevitably transition from the existing factory direct sales to the market trade. According to the data of the China National Energy Administration website, the total installed capacity of power generation in the country reached 1.247 billion kilowatts in 2013, an increase of 9.3% year-on-year. Among them, the installed capacity of grid-connected solar power generation reached 14.8GW, a year-on-year increase of 3.4 times. Added about 10GW. According to the latest plan of the Energy Bureau, the installed capacity of solar power will reach 40GW by 2015, that is, the new installed capacity will reach at least 13GW in 2015. This means a domestic sales volume of 50 billion yuan. By 2020, China’s total power generation will exceed 10 trillion kWh. If 10% of it uses photovoltaic power, it means 1 trillion kWh of solar power. This means that China’s PV installed capacity will be A total of 1 billion kilowatts or 1000 GW is reached, which means an average of nearly 200 GW of installed capacity per year, which represents an annual component sales of 800 billion yuan. The amount of such transactions has been on the same order of magnitude as the trade volume of existing oil and natural gas in China.
In fact, after the industrial scale reaches a certain amount, the material circulation between the various links within the industrial chain will also be carried out through a trading company. Coupled with the business of the power station system outside the components, the total amount of photovoltaic trade will reach an annual scale of several trillion yuan. This is only the amount of domestic trade. If the export methods of China's photovoltaic industry and the processing methods of processing materials are taken into account, the international trade volume of China's photovoltaic industry is greater than domestic sales. In view of the decentralization of photovoltaic power plants, it is impossible to have centralized procurement similar to that of national power companies, and it is impossible for component manufacturers to independently complete direct sales of a large number of terminal power plants. Therefore, a large number of trading companies and system integration companies are required. Distribution. Such a large market share, if there is not a well-functioning trading system, the systemic risks contained in it are self-evident.
Second, China's photovoltaic trade urgently need to solve problems and countermeasures
The development of the photovoltaic trading business must first rely on the manufacturers of the photovoltaic industry, and it is impossible to be independent of the manufacturers of the photovoltaic industry chain, but at the same time, it must solve the problems that the manufacturers of the photovoltaic industry chain cannot solve or solve. At present, there are many problems in the sales of products in China's photovoltaic industry. To sum up, the larger ones are:
1) The lack of enterprise credit system, the problem of returning goods after delivery is relatively large; at present, PV manufacturing enterprises generally have problems of tight funds, and the payment cannot be promptly returned, which intensifies the capital shortage of manufacturing enterprises and causes the capital chain to break in serious cases. ;
2) There is a problem with the quality of the product. The sample is very good, but the delivery is not correct, or the product is used, the attenuation and failure rate are large, and the complaint response rate and problem solving rate are low;
3) The transaction cost is too high, including the high cost of warehousing and logistics, the long trading time of international trade, and the cumbersome customs clearance procedures.
These problems are solved by the photovoltaic manufacturing companies themselves, which is one of the alternative ways. However, even if some of the more powerful giants try to solve the above problems themselves, the cost is high. If a PV trading company can take advantage of its own advantages and adopt a corresponding strategy for the above problems and act as a bridge between manufacturers and users, it will not only enable manufacturing companies to focus on the quality and cost of products, but also trading companies. Therefore, the soil for survival and development has been obtained.
To this end, China's PV trading companies should focus on the following aspects:
First of all, PV trading enterprises should have certain financial strength, by maintaining a certain inventory buffer supply and demand imbalance, and speed up the delivery schedule, shorten the trading time; in the case of user payment is not timely, through their own pool of funds, can be necessary Solve the problem of supplier funds.
Secondly, a logistics center dedicated to the trading of photovoltaic products should be established to develop specific solutions for the storage and logistics of photovoltaic products. Trade companies should cooperate with logistics companies to use their domestic transportation tools and storage facilities to shorten logistics time and reduce logistics costs. For international trade, some specialized logistics companies' bonded areas and bonded warehouses can be used for inventory and inspection to reduce Customs clearance time, shortening international transportation time.
Third, the trading enterprise should establish a special customer service department to solve the problem of after-sales service of the product. The department should establish a smooth fault feedback mechanism with each supplier to ensure the service response time to the customer and ensure the use of the user. The situation can be fed back to the organization that can solve the problem in the first time and resolve it as soon as possible.
As long as the above parts can be done well, the trading company can solve the most common problems for China's PV companies and obtain a preliminary and steady development.
Third, actively develop modern photovoltaic trade
The above mentioned work in China's photovoltaic trade needs to be carried out, all within the scope of the traditional trade industry, and can only guarantee the stable development of China's photovoltaic trade. However, in order for China's PV trade to achieve rapid development and strong and lasting competitiveness in the international PV market, PV trade needs to introduce some high-end, modern means, from traditional trade to modern trade. transition. These tools include:
1) Production matching in the PV industry chain
As a result of frequent competition with a large number of customers in the industry, PV trading companies should actively search for production, production and inventory information of manufacturing companies, as well as information on the needs of downstream users, and formulate relevant strategies based on this information to satisfy the market through trade circulation. Demand, assist PV manufacturers to solve excess production and inventory in each link; and inform manufacturers of changes in market demand, so that they can plan ahead and reduce the risk or loss caused by the inconsistency between production and market demand.
2) Establish an efficient, smooth and advanced business model
Photovoltaic trading enterprises should establish an efficient, smooth and advanced business model with trade circulation as the core, ensure smooth supply and demand information, smooth circulation of goods, and timely flow of funds. Through this efficient business model, trading companies reduce the market cost of sales of photovoltaic manufacturing companies, reduce inventory, reduce product quality risks, and expand their trade share by providing efficient business services to customers.
3) Provide technical services
Trading companies are generally considered not to engage in technical services. For the quality problems raised by users, the common practice of trading companies is to pass the information to the manufacturing enterprise as soon as possible and directly solve it by the manufacturing enterprise. However, in China's photovoltaic industry, many PV companies have slow response to after-sales service due to various reasons, or they cannot respond to problems in time. To this end, PV trading companies should consider establishing their own testing and service centers with independent problem-solving capabilities. The technical service center is not intended to replace the manufacturer's business, but to respond to the emergency response if the manufacturer cannot meet the customer's needs. A trading enterprise shall sign an agreement with the manufacturing enterprise in advance to make an agreement and implement the relevant services and training. Including common spare parts for inventory, product replacement rules, etc. In this way, when there is a problem in the product, it can be solved by the service center of the trading company in the first time. Without affecting the use of the product of the user, the trading company and the product manufacturing company can solve the latter problem. Cooperate to establish a product testing and maintenance center, establish a complete means of detecting and maintenance of photovoltaic products, conduct authoritative testing and reporting on products, and diagnose and repair faulty products. Since trading companies are not manufacturing companies, trading companies often have more independent testing and are therefore more able to gain the trust of their customers.
4) Provide financing services.
After 2016, as the volume of business increases, the demand for liquidity in the PV trading sector will also increase. Trade companies can use their huge business turnover and the assets of manufacturing companies to cooperate with financial institutions and use various trade financing methods, such as working capital loans, factoring, accounts receivable mortgages, letters of credit. Various types of trade financing methods, financing according to business needs, to meet the demand for funds for the growth of trade volume.
5) Help customers build brand advantage
Through internal evaluation, trading companies can select excellent suppliers according to transaction volume, product quality, complaint rate, after-sales service, etc., and inform their customers to help them establish their own brands and carry out brand marketing.
Fourth, "double opposition" is a war without smoke
In view of the current international trade protectionism, we must first recognize the lack of our experience. Western capitalist countries have a history of two hundred years, and they have long been familiar with the various means of trade. When it is necessary to open up the Chinese market, we will talk about "free trade". When we feel that our enterprises are threatening their own enterprises, they have repeatedly set up barriers through the establishment of technical standards, anti-dumping and countervailing. When China joined the WTO, they had already dug these barriers in advance and waited for us to jump. It took only 30 years for China to enter the market economy, while photovoltaics have only been in less than a decade. In this regard, we have to admit that Western powers and enterprises are our masters, and the application of rules is much more familiar than us.
However, while acknowledging that Western society has more experience than us, we cannot surrender and let it be slaughtered. On the one hand, we must use the rules of international trade to break through or “cross†the barriers established; on the other hand, we must also use our vast market and huge production capacity to establish our own rules of the game, not to follow the Western countries and The company's baton turned. We can set up the “most favorable corporate treatment†within China's photovoltaic manufacturing industry, implement preferential treatment and policies for domestic enterprises and enterprises in friendly countries in the world, and strongly protect traders from the “double opposition†and technical standard barriers. The enterprises of the country, which carry out civil sanctions and anti-sanctions, shield them from the Chinese market, and make foreign companies hit the wall everywhere in China, and dare not easily wave the sanctions against China. At the same time, it is also possible to regulate the domestic photovoltaic manufacturing industry from the business level. While ensuring product quality and strengthening services, do not kill each other at the price, let others take advantage of the profits while also taking a bite on us.
We must be soberly aware that at present, the dispute over PV international trade is actually a war without smoke. The gains and losses caused by the victory and defeat of this war may be greater than the losses brought to Iraq by the United States to launch the Iraq war. From the perspective of national energy security, the significance of strategy even exceeds the Iraq war. If we can recognize the seriousness of the situation at an early stage and make arrangements from strategic tactics, we can profit from this war. If we still have a slap in the face and rush to cope with it, we will lose ground and pay huge The price is not to say, I still don't know where I am defeated.
V. Conclusion
The construction and development of China's photovoltaic trading system is now in the infant stage, and it is extremely mismatched with China's PV manufacturing power. China should build a modern business and trade service system for the photovoltaic industry as soon as possible, establish its own sales network, logistics warehousing capacity and customs clearance channels, assist photovoltaic manufacturing enterprises to carry out brand marketing of products, and realize the smooth flow of trade flow, logistics and capital flow. Actively do a good job of lubricating oil and buffer for the chariot of China's photovoltaic manufacturing enterprises.
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