The gap is particularly significant at the equipment manufacturing level. Companies like Beckham, Tahara, BBM, Magic, and ST have redefined the standards of modern industrial equipment with their high-efficiency, low-energy-consumption, highly automated, and intelligent integrated production lines. These companies continuously pursue speed improvements, energy reduction, and sustainability optimization. From precise structural design to the selection of high-quality and durable materials, each piece of equipment achieves excellence in safety, rationality, and durability, thereby ensuring high consistency and long-term stability in product quality.
The K Show also offers profound insights into corporate development strategies. European companies generally follow a path of specialization, refinement, and innovation; while not large in scale, they possess unique technological barriers and continuously cultivate and break through in their niche markets. In contrast, some domestic companies have fragmented business layouts and lack long-term strategic focus, resulting in insufficient momentum for future development in an increasingly competitive industry. This suggests that clarifying development direction and building a product system with core competitiveness are the fundamental paths for companies to achieve sustainable development.
In the field of circular economy, the gap is even more alarming. European and American countries have effectively promoted the construction and implementation of circular economy systems through systematic policies such as deposit refunds, packaging recycling, and extended producer responsibility (EPR). Their enterprises have achieved fruitful results in the research and application of PCR materials, with abundant case studies. In contrast, my country remains weak in related policy support and system construction, its recycling technology is generally low-end, and its PCR production technology is still immature and its conceptual definition is vague. This not only restricts industrial upgrading but also brings many problems to downstream applications. Acknowledging this gap is the first step for us to find the right direction for improvement and achieve leapfrog development.
This trip to the K Expo, while forcing us to confront our shortcomings, also provided us with the impetus to move forward. It profoundly enlightened us that isolationism leads to few breakthroughs; only by proactively integrating into the global industrial chain, strengthening exchanges and cooperation with world-leading companies, and learning from their strengths in technology, management, and concepts can we continuously improve our own capabilities. Moving forward, we will take this exhibition as a new starting point, firmly upholding our goal of "Made in China, Better in China," continuously deepening our expertise in niche markets, actively contributing to energy conservation, environmental protection, and the circular economy, striving to narrow the gap with international advanced levels, and showcasing the excellence of Chinese enterprises on the global manufacturing stage.
