2026 年 3 月，福建長樂印染行業(yè)協(xié)會(huì)正式發(fā)布通知，自 3 月 5 日起全區(qū)域印染加工費(fèi)統(tǒng)一上調(diào) 500-1000 元 / 噸，此次漲價(jià)源于染料、化工助劑、供熱蒸汽等核心生產(chǎn)要素價(jià)格大幅上漲，染料關(guān)鍵中間體 “還原物” 漲幅更是高達(dá) 300%，疊加化纖原料、海運(yùn)運(yùn)費(fèi)上漲影響，紡織印染產(chǎn)業(yè)鏈成本壓力全面爆發(fā)。這波漲價(jià)潮直接傳導(dǎo)至酒店布草行業(yè)，作為布草生產(chǎn)的核心環(huán)節(jié)，印染成本占比高，染費(fèi)上調(diào)讓布草生產(chǎn)企業(yè)利潤被大幅擠壓，且成本壓力持續(xù)向下游酒店端滲透，成為酒店布草采購、運(yùn)營環(huán)節(jié)的新挑戰(zhàn)，行業(yè)整體面臨成本抬升的嚴(yán)峻考驗(yàn)。

　　In March 2026, the Fujian Changle Printing and Dyeing Industry Association officially issued a notice that the printing and dyeing processing fees in the entire region would be uniformly increased by 500-1000 yuan/ton from March 5th. This price increase was due to a significant increase in the prices of core production factors such as dyes, chemical additives, and heating steam. The key intermediate of dyes, "reducing materials," increased by as much as 300%. Coupled with the impact of rising chemical fiber raw materials and shipping costs, the cost pressure on the textile printing and dyeing industry chain erupted across the board. This wave of price increases is directly transmitted to the hotel linen industry. As the core link of linen production, printing and dyeing costs account for a high proportion. The increase in dyeing fees has greatly squeezed the profits of linen production enterprises, and cost pressure continues to penetrate downstream hotels, becoming a new challenge for hotel linen procurement and operation. The industry as a whole is facing a severe test of rising costs.

　　一、印染費(fèi)漲價(jià)對(duì)酒店布草行業(yè)的多重影響（一）布草生產(chǎn)企業(yè)利潤承壓，中小廠家生存難度加劇印染費(fèi)上調(diào)疊加上游原料價(jià)格上漲，讓酒店布草生產(chǎn)企業(yè)的綜合生產(chǎn)成本整體抬升 15%-20%，而行業(yè)內(nèi)同質(zhì)化競爭激烈，布草產(chǎn)品難以快速提價(jià)，企業(yè)只能被迫消化部分成本，利潤空間被大幅壓縮。同時(shí)行業(yè)馬太效應(yīng)加劇，擁有上游染料、面料配套能力的大型布草企業(yè)，能通過供應(yīng)鏈整合控制成本，甚至借機(jī)擴(kuò)大市場份額；而缺乏議價(jià)能力的中小布草廠家，既面臨上游印染、原料端的成本上漲，又難以向下游酒店轉(zhuǎn)嫁壓力，接單即虧損、不接單則流失客戶的兩難局面凸顯，生存考驗(yàn)空前。

　　1、 The multiple impacts of the increase in printing and dyeing fees on the hotel linen industry: (1) The profit pressure on linen production enterprises has intensified, making it difficult for small and medium-sized manufacturers to survive. The increase in printing and dyeing fees, coupled with the rise in upstream raw material prices, has caused the overall production cost of hotel linen production enterprises to rise by 15% -20%. However, the homogenization competition in the industry is fierce, making it difficult for linen products to quickly increase prices. Enterprises can only be forced to absorb part of the costs, and their profit margins are greatly compressed. At the same time, the Matthew effect in the industry is intensifying, and large linen enterprises with upstream dye and fabric matching capabilities can control costs through supply chain integration and even take the opportunity to expand market share; However, small and medium-sized linen manufacturers lacking bargaining power not only face rising costs in upstream printing and dyeing and raw material ends, but also find it difficult to transfer pressure to downstream hotels. The dilemma of accepting orders at a loss and not accepting orders at the expense of losing customers is highlighted, and the survival test is unprecedented.

　　（二）酒店布草采購成本攀升，采購決策更趨謹(jǐn)慎染費(fèi)上漲直接推高床單、被套、毛巾、浴袍等各類布草產(chǎn)品的出廠價(jià)，對(duì)于酒店而言，布草作為高頻采購的核心客房用品，采購成本隨之一路走高，尤其是中小酒店、民宿，布草采購預(yù)算有限，成本上漲進(jìn)一步壓縮了運(yùn)營利潤。同時(shí)，布草價(jià)格呈現(xiàn) “一天一個(gè)價(jià)” 的波動(dòng)狀態(tài)，酒店布草采購的不確定性增加，原本的采購計(jì)劃被打亂，部分新開業(yè)酒店因布草漲價(jià)，采購成本較原計(jì)劃增加數(shù)萬元，企業(yè)不得不重新調(diào)整采購預(yù)算與策略。

　　（2） The cost of purchasing hotel linens has risen, and procurement decisions have become more cautious. The increase in dyeing fees has directly pushed up the ex factory prices of various linen products such as bed sheets, duvet covers, towels, bathrobes, etc. For hotels, linens, as the core room supplies for high-frequency procurement, have seen their procurement costs increase. Especially for small and medium-sized hotels and homestays, the budget for linen procurement is limited, and the cost increase further compresses operating profits. At the same time, the price of linen presents a fluctuating state of "one price per day", and the uncertainty of hotel linen procurement increases. The original procurement plan is disrupted, and some newly opened hotels have increased their procurement costs by tens of thousands of yuan compared to the original plan due to the rise in linen prices. Enterprises have to readjust their procurement budgets and strategies.

　　（三）布草行業(yè)供應(yīng)鏈穩(wěn)定性受挑戰(zhàn)，交付周期或被拉長此次印染企業(yè) “抱團(tuán)漲價(jià)” 是應(yīng)對(duì)成本危機(jī)的無奈之舉，而印染環(huán)節(jié)作為布草生產(chǎn)的關(guān)鍵工序，其價(jià)格調(diào)整與生產(chǎn)節(jié)奏直接影響布草供應(yīng)鏈。部分印染企業(yè)因成本壓力調(diào)整生產(chǎn)計(jì)劃，疊加紡織行業(yè)整體生產(chǎn)要素緊張，布草生產(chǎn)的交付周期可能被拉長，酒店布草的應(yīng)急補(bǔ)貨、批量定制需求難以快速響應(yīng)，對(duì)布草供應(yīng)商的供應(yīng)鏈整合能力與交付效率提出更高要求。

　　（3） The stability of the supply chain in the linen industry is challenged, and the delivery cycle may be extended. The "group price increase" of printing and dyeing enterprises is a helpless measure to cope with the cost crisis. As a key process in linen production, the price adjustment and production rhythm of the printing and dyeing process directly affect the linen supply chain. Due to cost pressures, some printing and dyeing enterprises have adjusted their production plans, coupled with the overall tight production factors in the textile industry. The delivery cycle of linen production may be extended, and emergency replenishment and bulk customization needs for hotel linen may be difficult to respond quickly. This places higher demands on the supply chain integration ability and delivery efficiency of linen suppliers.

　　二、酒店布草行業(yè)上下游的破局應(yīng)對(duì)策略

　　2、 Strategies for Dealing with Upstream and Downstream Breakthroughs in the Hotel Linen Industry

　　（一）布草生產(chǎn)企業(yè)：降本增效 + 產(chǎn)品升級(jí)，化解成本壓力整合供應(yīng)鏈，鎖定核心成本：與優(yōu)質(zhì)印染企業(yè)建立長期戰(zhàn)略合作，通過簽訂長約鎖定印染加工價(jià)格，減少現(xiàn)貨采購帶來的價(jià)格波動(dòng)風(fēng)險(xiǎn)；同時(shí)整合面料、染料等上游資源，批量采購降低原料成本，提升供應(yīng)鏈的穩(wěn)定性與議價(jià)能力。

　　（1） Cloth production enterprises: reduce costs and increase efficiency+product upgrades, resolve cost pressures, integrate supply chains, lock in core costs: establish long-term strategic cooperation with high-quality printing and dyeing enterprises, lock in printing and dyeing processing prices through signing long-term contracts, and reduce price fluctuation risks caused by spot procurement; Simultaneously integrating upstream resources such as fabrics and dyes, bulk purchasing reduces raw material costs, and enhances the stability and bargaining power of the supply chain.

　　優(yōu)化產(chǎn)品結(jié)構(gòu)，發(fā)力差異化、功能性布草：減少低附加值、同質(zhì)化的普通布草生產(chǎn)，集中資源開發(fā)高附加值產(chǎn)品，如適配酒店康養(yǎng)需求的防霉抑菌布草、夏季剛需的瞬間涼感布草、耐洗耐用的抗皺布草等，通過產(chǎn)品功能升級(jí)提升議價(jià)能力，用附加值覆蓋上漲的成本；同時(shí)結(jié)合酒店需求，開發(fā)滌棉、混紡等替代性材質(zhì)布草，在不影響使用體驗(yàn)的前提下降低原料成本。

　　Optimize product structure, focus on differentiation and functional linen: reduce the production of low value added and homogeneous ordinary linen, concentrate resources on developing high value added products, such as anti mold and antibacterial linen suitable for hotel health and wellness needs, instant cooling linen for summer needs, durable anti wrinkle linen that is washable, etc., enhance bargaining power through product function upgrades, and cover rising costs with added value; At the same time, in combination with hotel needs, develop alternative materials such as polyester cotton and blended fabrics to reduce raw material costs without affecting the user experience.

　　深挖內(nèi)部潛力，提升生產(chǎn)效率：通過技術(shù)改造優(yōu)化生產(chǎn)工藝，降低布草生產(chǎn)的次品率與能耗，比如采用自動(dòng)化設(shè)備減少人工成本，優(yōu)化印染工序提升面料利用率；同時(shí)推行精細(xì)化管理，對(duì)客戶進(jìn)行分類篩選，聚焦效率高、需求穩(wěn)定的酒店客戶，提升服務(wù)效率，從內(nèi)部消化部分成本壓力。

　　Deeply tap into internal potential and improve production efficiency: optimize production processes through technological transformation to reduce the defect rate and energy consumption in linen production, such as using automated equipment to reduce labor costs, optimizing printing and dyeing processes to improve fabric utilization; At the same time, we will implement refined management, classify and screen customers, focus on hotel customers with high efficiency and stable demand, improve service efficiency, and internally digest some cost pressures.

　　升級(jí)產(chǎn)品耐用性，降低酒店后續(xù)損耗：針對(duì)酒店布草高頻洗滌的特點(diǎn)，生產(chǎn)耐磨損、抗縮水的布草產(chǎn)品，比如在毛巾邊角增加耐磨面料，采用預(yù)縮處理工藝控制布草縮水率，延長布草使用周期，既提升產(chǎn)品競爭力，又能為酒店降低布草更換成本，實(shí)現(xiàn)供需雙贏。

　　Upgrade product durability and reduce subsequent wear and tear in hotels: Based on the high-frequency washing characteristics of hotel linens, we produce wear-resistant and anti shrinkage linen products. For example, we add wear-resistant fabrics at the corners of towels and use pre shrinking treatment technology to control the shrinkage rate of linens, extending their service life. This not only enhances product competitiveness but also reduces the cost of linen replacement for hotels, achieving a win-win situation between supply and demand.

　　（二）酒店端：科學(xué)調(diào)整采購策略，控成本保品質(zhì)

　　（2） Hotel side: Scientifically adjust procurement strategies, control costs and ensure quality

　　優(yōu)選供應(yīng)鏈能力強(qiáng)的布草供應(yīng)商：摒棄 “只看低價(jià)” 的粗放采購模式，選擇擁有自有布草工廠、能整合印染產(chǎn)業(yè)鏈的供應(yīng)商，這類企業(yè)能更好地控制成本與品質(zhì)，避免因低價(jià)導(dǎo)致的布草掉色、起球、縮水等問題；同時(shí)優(yōu)先考察能提供 “一站式” 采購的供應(yīng)商，覆蓋布草、客房耗品等全品類，減少多供應(yīng)商對(duì)接的管理成本，提升采購效率。

　　Preferred linen suppliers with strong supply chain capabilities: abandon the extensive procurement model of "only looking at low prices" and choose suppliers with their own linen factories that can integrate the printing and dyeing industry chain. Such enterprises can better control costs and quality, and avoid problems such as fading, pilling, and shrinkage of linen caused by low prices; At the same time, priority should be given to suppliers who can provide "one-stop" procurement, covering all categories such as linen and room consumables, reducing the management cost of multiple supplier docking and improving procurement efficiency.

　　靈活調(diào)整采購方式，鎖定合理價(jià)格：對(duì)于常規(guī)剛需布草，采用 “批量采購 + 長約合作” 的方式，與供應(yīng)商簽訂長期供貨協(xié)議，鎖定采購價(jià)格，避免價(jià)格持續(xù)上漲帶來的成本風(fēng)險(xiǎn)；對(duì)于特色定制布草，如帶酒店 LOGO 的枕套、浴袍，選擇支持小批量柔性定制的供應(yīng)商，在凸顯品牌特色的同時(shí)，控制定制成本。

　　Flexibly adjust procurement methods and lock in reasonable prices: For regular essential linen, adopt a "bulk procurement+long-term contract cooperation" approach, sign long-term supply agreements with suppliers, lock in procurement prices, and avoid cost risks caused by continuous price increases; For customized fabrics with unique features, such as pillowcases and bathrobes with hotel logos, choose suppliers that support small batch flexible customization to highlight brand characteristics while controlling customization costs.

　　優(yōu)化布草配置與管理，降低運(yùn)營損耗：在不影響客人入住體驗(yàn)的前提下，優(yōu)化布草功能配置，去掉非必要的附加功能，提升產(chǎn)品性價(jià)比；同時(shí)加強(qiáng)酒店布草的日常洗滌與管理，采用自動(dòng)化洗滌設(shè)備提升清洗效率、降低洗滌成本，通過規(guī)范操作減少布草洗滌損耗，延長布草使用壽命，從運(yùn)營端降低布草的綜合使用成本。

　　Optimize linen configuration and management to reduce operational losses: optimize linen function configuration without affecting guest check-in experience, remove unnecessary additional functions, and improve product cost-effectiveness; At the same time, strengthen the daily washing and management of hotel linens, adopt automated washing equipment to improve cleaning efficiency and reduce washing costs, reduce linen washing losses through standardized operations, extend the service life of linens, and reduce the comprehensive use cost of linens from the operational end.

　　分批次調(diào)整布草采購，規(guī)避價(jià)格波動(dòng)風(fēng)險(xiǎn)：針對(duì)布草價(jià)格波動(dòng)的現(xiàn)狀，避免一次性大批量采購，根據(jù)酒店入住率與布草損耗情況分批次采購，同時(shí)預(yù)留一定的布草庫存，應(yīng)對(duì)突發(fā)的價(jià)格上漲與補(bǔ)貨需求，保障酒店正常運(yùn)營。

　　Batch adjustment of linen procurement to avoid price fluctuation risks: In response to the current situation of linen price fluctuations, avoid one-time large-scale procurement. Purchase in batches based on hotel occupancy rates and linen wear and tear, while reserving a certain amount of linen inventory to cope with sudden price increases and replenishment needs, ensuring the normal operation of the hotel.

　　三、行業(yè)趨勢(shì)：成本倒逼酒店布草行業(yè)向高質(zhì)量升級(jí)

　　3、 Industry trend: Cost pressures hotel linen industry to upgrade to high quality

　　此次印染費(fèi)漲價(jià)潮雖讓酒店布草行業(yè)短期承壓，但也成為行業(yè)轉(zhuǎn)型升級(jí)的契機(jī)，低附加值、同質(zhì)化的布草產(chǎn)品將逐漸被市場淘汰，行業(yè)整體向品質(zhì)化、功能性、精細(xì)化方向發(fā)展。一方面，布草生產(chǎn)企業(yè)將更加注重產(chǎn)品研發(fā)與供應(yīng)鏈整合，通過技術(shù)創(chuàng)新與產(chǎn)品升級(jí)提升核心競爭力；另一方面，酒店端的采購理念也將從 “低價(jià)優(yōu)先” 轉(zhuǎn)向 “品質(zhì) + 性價(jià)比” 優(yōu)先，更加看重布草的耐用性、功能性與供應(yīng)商的服務(wù)能力。

　　Although the recent increase in printing and dyeing fees has put short-term pressure on the hotel linen industry, it has also become an opportunity for industry transformation and upgrading. Low value-added and homogeneous linen products will gradually be eliminated by the market, and the industry as a whole will develop towards quality, functionality, and refinement. On the one hand, linen production enterprises will pay more attention to product research and development and supply chain integration, and enhance their core competitiveness through technological innovation and product upgrades; On the other hand, the procurement concept of the hotel side will also shift from "low price priority" to "quality+cost-effectiveness" priority, placing more emphasis on the durability, functionality, and service capabilities of the suppliers of the linen.

　　同時(shí)，酒店布草行業(yè)上下游的 “抱團(tuán)取暖” 將成為常態(tài)，布草生產(chǎn)企業(yè)、印染企業(yè)與酒店之間的合作將更加緊密，通過建立長期穩(wěn)定的合作關(guān)系，共同分擔(dān)成本壓力、化解市場風(fēng)險(xiǎn)。未來，具備供應(yīng)鏈整合能力、產(chǎn)品創(chuàng)新能力與優(yōu)質(zhì)服務(wù)能力的布草企業(yè)，將在行業(yè)競爭中占據(jù)主導(dǎo)地位；而酒店通過科學(xué)的采購與運(yùn)營管理，也能在控制成本的同時(shí)，保障布草品質(zhì)與客人入住體驗(yàn)，實(shí)現(xiàn)行業(yè)上下游的共贏發(fā)展。

　　At the same time, the "group heating" of the upstream and downstream of the hotel linen industry will become the norm, and the cooperation between linen production enterprises, printing and dyeing enterprises, and hotels will become closer. By establishing long-term stable cooperative relationships, they can jointly share cost pressures and resolve market risks. In the future, linen enterprises with supply chain integration capabilities, product innovation capabilities, and high-quality service capabilities will dominate the industry competition; Through scientific procurement and operational management, hotels can also ensure the quality of linens and guest experience while controlling costs, achieving a win-win development for both upstream and downstream industries.