**Abstract**
In recent years, while the hardware tools industry in China has not seen significant development, it still lags far behind the growth of the machine tool industry. According to available data, China’s annual tool sales amount to 14.5 billion yuan, with cemented carbide tools accounting for less than 25%. This is not only far from the international market's tool product structure but also fails to meet the increasing domestic demand for advanced carbide tools. The current imbalance in the tool structure reflects a mismatch between supply and demand. For example, there is a high demand for carbide cutters, yet high-speed steel cutters are overproduced. Similarly, the need for high-efficiency cutters in modern manufacturing is rising, but low-grade standard cutters continue to dominate the market.
Luo Baihui, secretary general of the International Association of Mould & Hardware Plastics Industry Suppliers, points out that as the machinery manufacturing industry evolves, the proportion of high-efficiency CNC machines in Chinese factories is expected to grow year by year. This will lead to a rapid increase in demand for advanced and efficient tools, while the demand for traditional, standard tools is likely to decline. This shift highlights the urgent need for the industry to adapt and innovate.
China is a major global producer and exporter of hardware tools, with most power tools sold worldwide being made and exported from China. As a result, the country has become the leading supplier of power tools globally. However, despite its large scale, the industry faces challenges such as weak technological innovation, a narrow market structure, and limited brand influence. Many manufacturers lack core competitiveness, making it difficult for them to grow and stand out in the global market.
According to Luo Baihui, the lack of independent innovation among domestic companies has led many to focus on short-term gains and low-end products. They often follow outdated methods, avoid changes, and hesitate to invest in advanced equipment or technologies. This reluctance to evolve leaves them unprepared for market changes. Additionally, there is a lack of patience for basic research, with companies waiting for others to develop new products before making minor adjustments. This approach leads to a cycle of imitation rather than true innovation, keeping product quality at around 80–90% of international standards.
The development system within the industry remains incomplete. Many fundamental management issues have not been effectively addressed, becoming a major barrier to enterprise growth. R&D management, in particular, is a crucial area where domestic companies lag behind their international counterparts. Gaps exist in setting up R&D centers, managing projects, training high-level talent, and optimizing incentive systems. Moreover, the lack of strategic guidance from R&D teams prevents the industry from leveraging collective strengths to overcome key challenges. Instead, efforts are often fragmented, leading to superficial progress without real breakthroughs.
The tool industry involves complex knowledge areas such as matrix material design, coating structure, tool geometry, and digital technology. Any advancement in one field can trigger a chain reaction across the entire industry. Even small variations in production processes can affect product performance stability. For instance, while domestic companies may produce materials with similar grades and conventional performance metrics, their actual performance often falls short. To overcome this "look like the god, but not the god" issue, systematic R&D accumulation is essential. It requires connecting all stages of development, ensuring consistency and interlocking progress to guide real-world production and maintain product reliability.
Additionally, the lack of supporting services is another major challenge. Foreign tool companies offer comprehensive solutions beyond just selling tools, tailoring their services to meet customer needs. This customer-centric approach helps them maintain a strong market presence. In contrast, many domestic tool companies operate under a transactional model, with limited or no service involvement. This disconnect means that even high-quality tools may not be used effectively, failing to deliver the expected performance on the production line.
In response to these challenges, Liu Yuling, chief engineer at Beiyi CNC Machine Tool Co., Ltd., emphasizes the need for domestic machine tool enterprises to improve in original innovation, excellent production, and turnkey capabilities. Rather than simply replacing foreign tools, companies should focus on developing products based on real customer needs. It is not enough to just make tools; they must also understand how to apply them in practical production environments. Only then can they build a solid foundation of both theoretical and practical knowledge, ultimately securing their own intellectual property and long-term competitiveness.
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