Party Building and Industrial Integration in Textile Industry: Another Perspective on Supply Chain Resilience

The party-building activities of leading textile enterprises reached a climax from late June to early July this year. More than a dozen well-known companies, including Shenghong, Weiqiao, Tongkun, Hengli, Erdos, Dasheng, Hongdou, and Dali Silk, successively held commendation conferences, conducted red study tours, and organized themed cultural performances. This is not merely a political ritual; it reflects a widespread strategy of reshaping internal cohesion through organizational construction when the external environment is under pressure.

The Link Between Party Building and Industrial Chain Resilience

From public information, these activities generally emphasize a core logic: the deep integration of party building with production and operations. Shenghong Holding Group Party Secretary Miao Hangen explicitly proposed 'four combinations' in his themed party lecture: combining party building with business, management system optimization, work style construction, and talent cultivation. This approach of directly embedding organizational construction into the enterprise value chain is becoming a 'non-market competitive edge' for leading companies in the labor-intensive, low-margin, and highly competitive textile industry.

Erdos Group provides a quantitative perspective: the group has 13 party committees, 8 general party branches, 92 party branches, and 1,956 party members. This vast organizational network acts like 'capillaries' in stabilizing the workforce, transmitting corporate strategy, and driving innovation. The innovation team of its chemical division PVC plant won a provincial youth May Fourth Medal, and the No. 1 knitting factory branch was rated as a regional top-tier league branch, indicating that party building is not suspended above business but resonates with frontline innovation.

From 'Ceremony' to 'Productivity'

The case of Dasheng Group offers deeper historical context. On June 27, while celebrating the 105th anniversary of the Party, the group also commemorated the 100th anniversary of the founding of the Nantong Independent Party Branch in Dasheng Cotton Mill. As a living fossil of China's modern textile industry, Dasheng juxtaposes its century-old red history with contemporary craftsmanship and entrepreneurial spirit (Zhang Jian spirit), posing a 'questionnaire of inheritance and development' for the times. Activating such cultural assets has long-term value for enhancing brand premium and strengthening employee identification.

Hongdou Group used the four dimensions of Yan'an Spirit—'firm correct political direction, emancipating the mind and seeking truth from facts, serving the people wholeheartedly, and self-reliance and hard struggle'—as a guideline for corporate攻坚 (tackling difficulties). This method of directly applying classic ideological frameworks to corporate strategic management turns party building from an isolated activity into an operational management philosophy. For buyers, this implies that such enterprises may favor long-termism over short-term profit-seeking in their decision-making logic.

Differentiated Responses by Scale

Notably, the participating enterprises span the entire textile chain, from chemical fiber giants (Hengli, Tongkun) to cotton spinning leaders (Weiqiao, Huamao), silk high-end manufacturing (Dali Silk), and branded apparel (Hongdou, Yueda Textile). This indicates that the integration of party building and industry is not an isolated phenomenon in a single segment but a consensus across the whole industry chain.

Tongkun Group organized over 650 party members to Zunyi for a red study tour, aligning the 'Long March Spirit' with the company's internally summarized spirit of 'unity, hard work, pragmatism, and innovation.' Hengli Group used innovative formats like 'Red Light and Shadow Creative Performance Competitions' to combine party history learning with job insights, making party activities more participatory and communicative. For textile enterprises with a high proportion of young employees, these practices help solve the challenges of intergenerational communication and value transmission.

Practical Recommendations

For Buyers - When evaluating suppliers, pay attention to the actual content of their party-building activities rather than just the form. Companies that explicitly link party building with quality management, technological innovation, and employee stability often perform better in terms of delivery punctuality and quality consistency. - For buyers seeking long-term partnerships, proactively understanding a supplier's corporate culture, especially how it handles employee relations and internal governance, can be beneficial. Companies with active party-building programs typically entail lower labor dispute risks and higher management efficiency.

For Foreign Trade Enterprises - When promoting to overseas clients, party building can be presented as an endorsement of 'corporate governance transparency.' A stable organizational structure and clear value orientation are significant intangible assets for B2B orders that require long-term trust. - Pay attention to domestic textile clusters (e.g., Keqiao, Shengsze, Nantong) where party building is well integrated with industrial upgrading. These regions often lead in policy support, talent acquisition, and digital transformation, making them priority options for supply chain layout.