2024年中国B2B支付实践趋势

How companies manage B2B payment riskand its impact on cash flow About the Atradius The Atradius Payment Practices Barometer is an annual survey ofbusiness-to-business (B2B) payment practices in markets across theworld. Our survey provides us with the opportunity to hear directly fromcompanies polled about how they are coping with the impact of thecurrent challenging economic and trading environment on thepayment behaviour of their B2B customers. This can give valuable The findings about what measures are undertaken to fund a suddenneed for cash, and what credit management tools they use tomitigate the risk of long-term cash flow problems, may also bevaluable information in helping understand how companies respond However, the survey also has a strong focus on the challenges andrisks that companies polled believe they will encounter during the The results of our survey can supply useful insights into the currentdynamics of corporate payment behaviour in B2B trade, and identifyemerging trends that may shape its future. This can be extremely In this report, you will find the survey results for China. Interview period: Q3 2024. The findings should therefore be viewedwith this in mind. In this report B2B payment risk managementDSO management ramped up in Chinato mitigate risk of cash crunchesKey figures and charts Disclaimer This publication is provided for information purposes only and is not intended asinvestment advice, legal advice or as a recommendation as to particular transac-tions, investments or strategies to any reader. Readers must make their own inde-pendent decisions, commercial or otherwise, regarding the information provided.While we have made every attempt to ensure that the information contained in thispublication has been obtained from reliable sources, Atradius is not responsible forany errors or omissions, or for the results obtained from the use of this information.All information in this publication is provided ’as is’, with no guarantee of complete- China B2B payment risk management DSO management ramped up in Chinato mitigate risk of cash crunches Key survey findings ■Almost half of Chinese companies tell us there has been nosignificant change in B2B customer payment behaviourduring the past 12 months, notably in the energy/fuelsector. Among the rest, most businesses say invoices are A clear finding from our survey is that most Chinesecompanies across industries are seeing either stable orimproved payment behaviour from their B2B customers oncredit. Almost 50% of businesses tell us there is nosignificant change in customer payment practices, notablyin the energy/fuel sector, although they do also reportongoing issues with payment delays. Otherwise, invoicesare generally being settled more quickly, although some ■Late payments currently affect, on average, just over onethird of invoices issued by Chinese companies in B2B trade.Bad debts stand at an average 3% of all B2B sales on ■The main reasons cited by Chinese companies for latepayments are B2B customer cashflow issues, invoicedisputes, and administrative inefficiencies in the paymentprocess. Overdue invoices are turned into cash on average Several reasons for late payments from B2B customers arecited by Chinese companies in our survey. These includecustomer cash flow issues, invoice disputes, andadministrative inefficiencies in the payment process. Allthis leads to invoices being turned into cash on averagethree weeks beyond the due date and causing 42% ofbusinesses, mostly in the energy/fuel sector, to incur ■Various strategies are used to mitigate the risk of liquiditycrunches stemming from late payments. These includedelaying investment plans, delaying payments tosuppliers, and resorting to bank credit. Improved debt ■Selling on credit remains important for Chinese companies,particularly in the automotive industry, with 47% of all B2Bsales currently transacted on credit. Payment terms Nearly half of companies in our survey, notably in theenergy/fuel industry, tell us they are ramping up debtcollection efficiency. 40% of companies say that mitigatinglarge swings of Days Sales Outstanding (DSO) is proving akey factor in achieving greater financial resilience. Thisenables them to strike a balance between safeguardingfinancial health while pursuing sales growth, building ■83% of companies, especially in the electronics/ICTindustry, have strengthened their strategic credit riskmanagement framework, shifting away from in-house credit risk to more strategic approach where credit insuranceplays a pivotal role. This shift recognises the limitations ofrelying solely on reserve funds to cover unexpected losses orlarge write-offs, as well as the potential hindrance of holdingcash idle rather than using it for investment and expansion. A Another significant change of approach among companiesin China has been strengthening their strategic credit riskmanagement framework. 83% of businesses, especially in Key figures an