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利用供应链融资改善现金周转 (Using Supply Chain Finance to Improve Cash Conversion)

Laurent J. Barbé - Copap公司副总裁暨首席运营官

作为中等规模的私营企业,Copap像其他公司一样,需要现金来发展自己。由于流动性受到约束,金融危机可能已经预示了业务的终结。事实上,尽管危机前的往来银行全面撤资,公司仍从信贷紧缩中成长起来,能更有效的管理现金流并在2009年获得了创纪录的财务业绩。我们的战略有两个基本要素:第一,内部优化现金流;第二,与外部伙伴合作获得正确的企业融资解决方案。

尽管电子媒体发展迅速,纸浆和纸张行业继续强劲增长,年销售额达1.3万亿美元。全世界对纸张和卡纸的需求预计将从2007年的3.9亿吨增长到2025年的5.42亿吨。纸浆和纸张制造商是全球经营者,在世界上有纤维、水和能源的大部分地方设有厂房。单Copap一间公司就在约30个不同的国家里与纸张制造商开展业务。过去十年间,该行业经历了大幅度的合理化进程,单个公司的产能、企业增长和资产地点等都出现了明显的结构变化。例如,世界最大的纸业公司——国际纸业,将其纸张和卡纸生产能力每年增加了310万吨。2005年Jefferson Smurfit和 KAPPA以及2007年Abitibi和Bowater的大型并购产生了年生产能力约200万吨的资产。同一时期,像中国九龙和东南亚APP等制造商分别将其年生产能力提高了530万吨和130万吨,而其他中国纸张制造商也取得了显著增长。今天,制纸行业前十家公司占世界纸张和卡纸生产能力的25%,而5年前该数字为27%。制纸行业的力量均衡正往东方转移,中国和亚太地区的公司(日本除外)在2005和2008年间将市场份额从8%增加到14%,预计到2025年亚洲的净进口需求将达1,400万吨,是2007年进口量的两倍。

我们的客户同样没有躲开危机的影响。正如纸浆和纸张制造商一样,这些产品的消费者也经历了持续的行业集中、电子媒体的凶猛竞争、利润降低以及信贷紧缩。由于供应商和购买商都遇到了资本密集型行业的成本、竞争、环境和融资限制,对现金的需求十分迫切。

Published 
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Using Supply Chain Finance to Improve Cash Conversion

by Laurent J. Barbé, Vice-President and Chief Operating Officer, Copap Inc.

As a mid-sized private organisation, Copap, like many others, needs cash to grow. The financial crisis could have signalled the end of our business as liquidity became constrained. In fact, despite a complete withdrawal of financing from our pre-crisis banks, the company emerged from the credit crunch better equipped to manage our cash flow efficiently, with record financial results in 2009. There were two elements to our strategy: firstly, optimising cash flow internally; secondly, working with external partners to achieve the right financing solution for our business.

Despite the growth of electronic media, the pulp and paper industry continues to grow strongly, with an annual turnover of $1.3tr. World demand for paper and paperboard is expected to grow from 390m tonnes in 2007 to 542m tonnes in 2025. Pulp and paper producers are global players, with mills in most parts of the world where there is fibre, water and access to energy. Copap alone does business with paper mills in about 30 different countries. Over the last decade, the sector has experienced considerable rationalisation, with significant structural changes in terms of individual firm capacity, corporate growth, and location of assets. For example, the world’s largest paper company, International Paper, has increased its paper and paperboard capacity by 3.1m tonnes annually. Large mergers between Jefferson Smurfit and KAPPA in 2005 and Abitibi and Bowater in 2007 resulted in asset closures of around 2m tonnes annually. Over the same period, producers like Chinese Nine Dragons and Southeast Asian APP increased their capacity by 5.3m and 1.3m tonnes a year respectively, while other Chinese paper producers also saw significant growth. Today, the ten leading paper firms account for 25% of the world’s paper and paperboard capacity, compared to 27% five years ago. The balance of power in the paper industry is shifting towards the East, with Chinese and Asia Pacific companies (excluding Japan) increasing their market share from 8% to 14% between 2005 and 2008, and Asia’s net import requirements expected to reach 14m tonnes by 2025, double its 2007 imports.