Oerlikon: Another Digital 'Industrial Revolution' in the Textile Industry

By Li Chao In recent years, the gradual depletion of raw materials and natural resources, coupled with the growing emphasis on energy conservation and environmental protection, has profoundly impacted traditional manufacturing industries—slowing their growth. Consequently, the textile machinery manufacturing sector is undergoing a new digital transformation—a veritable 'industrial revolution.' To adapt, many traditional textile manufacturers have intensified investment in advanced material research and production, striving for sustainable development in this evolving market landscape. Among them stands a long-established global textile enterprise—the Swiss Oerlikon Group. According to available information, the Swiss Oerlikon Group is a global technology and engineering conglomerate. Its Manmade Fibers Division is a world leader in comprehensive solutions for textile machinery, continuously setting benchmarks for efficient textile production. Its equipment and services span the entire manmade fiber and nonwoven product manufacturing spectrum. Oerlikon (China) Technology Co., Ltd. (hereinafter referred to as “Oerlikon”)—a wholly owned subsidiary established by the Oerlikon Group in Suzhou—has consistently maintained industry leadership in synthetic fiber textile machinery manufacturing and processing. Urgent Needs Driving Digital Transformation Currently, Oerlikon Textile Group employs approximately 11,000 people across 37 countries, operating 182 branches or offices worldwide, with annual sales exceeding RMB 2 billion. The Group invests over RMB 100 million annually in R&D. Mr. Han Zhijun, IT Manager of Oerlikon’s Information Department, stated: “Every enterprise constantly faces competitive pressure and the risk of obsolescence. Thus, whether during the steam era, industrial era, information age, or today’s internet-driven digital era, transformation remains imperative. Having evolved over 100 years, Oerlikon has navigated successive technological shifts and epochal changes—giving us valuable experience. Hence, our transformation is not reactive but proactive.” Additionally, according to Mr. Han, “Companies such as Foxconn and automotive manufacturers employ Oerlikon’s surface treatment technologies. Therefore, we must tailor services to meet diverse global customer requirements—necessitating numerous international branches, which in turn poses significant challenges to our IT environment.” Addressing these challenges, Mr. Han noted: “Oerlikon’s digital transformation centers on two key demands: first, meeting customer needs; second, enhancing internal capabilities. Regarding customers, priorities include security and reliability, alignment with future trends, and cost-effectiveness—while also satisfying detailed technical requirements such as digital platform interfaces and parameter specifications. Internally, transformation entails talent development and process reengineering—both underpinned by robust, scalable IT infrastructure.” Reflections and Requirements Regarding Networking Just as a towering building requires a solid, reliable foundation, any digital initiative depends fundamentally on secure and dependable IT infrastructure. Mr. Han emphasized: “Industrial IT solutions always strive toward greater security and reliability, higher value creation, and flexibility to accommodate change.” As an international enterprise serving clients worldwide, Oerlikon imposes three core requirements on its network infrastructure: (1) Global readiness—including supply chain and service capability, plus rapid response capacity; (2) Security and reliability, while remaining adaptable to evolving business needs; and (3) Optimal fit—where cost-effectiveness remains a mandatory consideration.

What is the current market research and future development trend outlook for China’s welding materials (welding consumables) industry?

1. Current Development Status of the Petrochemical Market 2. Future Development Trends and Outlook for the Petrochemical Industry 7.4.2 Overview of Welding Materials Demand in the Petrochemical Sector 7.4.3 Current Status of Welding Materials Demand in the Petrochemical Sector 7.4.4 Future Outlook for Welding Materials Demand in the Petrochemical Sector 7.5 Analysis of Welding Materials Demand in China’s Shipbuilding Industry 7.5.1 Current Development Status and Future Trends & Outlook for Shipbuilding 1. Current Development Status of the Shipbuilding Market 2. Future Development Trends and Outlook for Shipbuilding 7.5.2 Overview of Welding Materials Demand in the Shipbuilding Sector 7.5.3 Current Status of Welding Materials Demand in the Shipbuilding Sector 7.5.4 Future Outlook for Welding Materials Demand in the Shipbuilding Sector 7.6 Analysis of Welding Materials Demand in China’s Automobile Manufacturing Industry 7.6.1 Current Development Status and Future Trends & Outlook for Automobile Manufacturing 1. Current Development Status of the Automobile Manufacturing Market 2. Future Development Trends and Outlook for Automobile Manufacturing 7.6.2 Overview of Welding Materials Demand in the Automobile Manufacturing Sector 7.6.3 Current Status of Welding Materials Demand in the Automobile Manufacturing Sector 7.6.4 Future Outlook for Welding Materials Demand in the Automobile Manufacturing Sector 7.7 Strategic Positioning Analysis of China’s Welding Materials Industry Across Segmented Application Markets Chapter 8: Case Studies of Enterprise Layouts in the Global and Chinese Welding Materials Sectors 8.1 Review and Comparative Analysis of Enterprise Layouts in the Global and Chinese Welding Materials Sectors 8.2 Analysis of Global Welding Materials Enterprises’ Layouts 8.2.1 Lincoln Electric Company (USA) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.2 ESAB Company (Sweden) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.3 Hyundai Welding Materials Co., Ltd. (South Korea) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.4 BÖHLER Welding Group (Austria/Germany) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.5 Air Liquide (France) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.6 Oerlikon Company (Switzerland) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.7 Stannol GmbH (Germany) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.8 ITW Group (USA) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.9 Kobe Steel, Ltd. (Japan) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis 4. Corporate Development Plan Analysis 8.2.10 Ador Welding Limited (India) 1. Business Operations Analysis 2. Product Analysis 3. Marketing Network Analysis

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