为什么中国企业越来越喜欢拖欠供应商货款？现金流危机深度分析
现金流是企业生存的命脉 | Cash flow is the lifeblood of business survival
一个企业的命运并不是靠利润来决定的，最重要的是现金流。可以说，现金流是每个企业的基础，现金的流入和流出几乎决定了公司健康的各个方面，从盈利能力到增长潜力。
A company's fate is not determined by profits, but by cash flow. It can be said that cash flow is the foundation of every enterprise, and the inflow and outflow of cash determines almost every aspect of a company's health, from profitability to growth potential.
全球付款延迟现象加剧 | Global payment delays intensify
据《华尔街日报》报道，尽管后疫情时代的经济正在复苏，但很多公司仍需要延长向供应商付款的周期。美国企业在2021财年第一季度向供应商付款的时间平均为58天，同比增长近7.6%。
According to the Wall Street Journal, although the economy is recovering in the post-pandemic era, many companies still need to extend payment cycles to suppliers. U.S. companies took an average of 58 days to pay suppliers in the first quarter of fiscal 2021, up nearly 7.6% year-over-year.
中国企业付款延迟现状 | Current situation of payment delays in China
官方数据显示，2020年前三季度，中国民营企业平均需要54天才能拿到货款，这比2019年的45天和五年前的27天有所增加。有分析人士表示，逾期付款激增的主要原因是行业利润疲软。
Official data shows that in the first three quarters of 2020, Chinese private enterprises needed an average of 54 days to receive payment, up from 45 days in 2019 and 27 days five years ago. Analysts say the main reason for the surge in overdue payments is weak industry profits.
付款延迟的主要原因 | Main reasons for payment delays
调查显示企业认为以下问题是最大的挑战：
Surveys show companies consider these as major challenges:
- 内部流程缓慢（64%）| Slow internal processes (64%)
- 缺乏自动化（39%）| Lack of automation (39%)
- 管理错误（27%）| Management errors (27%)
供应商面临的困境 | Challenges faced by suppliers
60%的供应商声称他们必须每月联系客户1-10次询问款项问题。在中国，28.6%的受访者表示由于付款延迟需要推迟向自己的供应商付款，11.7%的受访者表示付款延迟导致收入损失。
60% of suppliers claim they have to contact clients 1-10 times monthly regarding payments. In China, 28.6% of respondents said they needed to delay payments to their own suppliers due to payment delays, while 11.7% reported revenue losses.
大企业的风险转嫁策略 | Risk transfer strategies of large enterprises
不少企业秉承在艰难的商业环境中生存的最佳方式，就是保持现金并尽可能晚地向供应商付款。这种策略虽然有助于大企业维持现金流，却给供应链上的中小企业带来了巨大压力。
Many companies believe the best way to survive in tough business environments is to preserve cash and pay suppliers as late as possible. While this strategy helps large companies maintain cash flow, it puts tremendous pressure on SMEs in the supply chain.
