On July 1, the CPC Committee of the China National Textile and Apparel Council (CNTAC) held a themed party day activity involving over 700 party members and cadres. While appearing as a routine party-building event, the core agenda—President Sun Ruizhe's lecture on 'establishing and practicing a correct view of performance'—signals a deep-seated shift in the industry's governance logic.
Reshaping Performance View: From Scale Worship to Value Anchoring
In his lecture, Sun systematically elaborated five dimensions of the correct view of performance: its rich connotation, practical value, existing achievements, key principles, and implementation paths. This framework directly addresses structural contradictions accumulated during the textile industry's high-growth phase, where some regions and enterprises still measure success solely by capacity expansion and export volume, neglecting innovation quality, ecological responsibility, and long-term resilience.
Notably, Sun explicitly identified three 'deviations in performance view': pragmatism harming political stance, departmentalism impacting overall development, and short-termism affecting long-term growth. These correspond to chronic pain points in the industry, such as 'valuing projects over technology,' 'prioritizing local interests over the whole,' and 'emphasizing immediate gains over sustainability.' When the top leader of an industry association publicly critiques these deviations, it signifies that the industry's evaluation system is shifting from quantity to quality.
Service Logic Reconfiguration: Association's Role from 'Bridge' to 'Ecosystem Builder'
The event itself reflects a change in service logic. Sun proposed that the association should 'deliver performance' in four areas: consolidating aspirations, regulating the industry, leading innovation, and international cooperation. This is fundamentally different from the traditional intermediary role of an association—it requires the association to become an active builder of the industrial ecosystem, rather than a passive information provider.
Specifically, in the 'regulating the industry' dimension, the association needs to participate in standard-setting and market order maintenance; in 'leading innovation,' it should drive technology transfer and kinetic energy transition; and in 'international cooperation,' it must act as a steadfast promoter of open innovation. This means that textile enterprises will no longer face an association that merely provides exhibitions, information, or training, but a central hub that can deeply engage in industrial governance and guide resource allocation.
Impact on the Supply Chain: Policy Signals and Practical Implementation
This shift in governance logic will cascade down the supply chain. For upstream chemical fiber and fabric enterprises, the association's emphasis on a 'correct view of performance' may translate into stricter green production standards and capacity utilization assessments. For downstream apparel and home textile brands, it means the association will pay more attention to brand premium rather than pure order volume when promoting the new 'technology, fashion, and green' positioning.
From a timing perspective, this party day activity occurred at a critical juncture between the mid-term evaluation of the '14th Five-Year Plan' and the preliminary research for the '15th Five-Year Plan.' Sun's reference to 'respecting objective laws and activating development forces' effectively sets the tone for the next phase of industry policy: pursuing not superficial speed but fundamental substance.