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奶不如水贵?现代牧业“过冬”:两年累亏 3年换2任董事长

王亚静 2026-06-18 22:01
王亚静 2026/06/18 22:01

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本文梳理了当前国内原料奶行业处于下行周期的现状,以及头部牧场现代牧业的经营困境和自救动作,核心干货如下:

1. 当前行业整体情况:2021年起原料奶市场供大于求,2025年原料奶均价低至3.06元/公斤,价格低于瓶装矿泉水,全行业亏损面曾达到90%以上,截至2025年产能过剩仍未完全出清。

2. 现代牧业的经营现状:2024、2025两年累计亏损25.46亿元,直接亏光了2020-2023年四年积累的全部利润,截至2025年末资金链趋紧,一年内到期有息负债达71.4亿元,流动资金不足以覆盖短债,同时3年更换2任董事会主席,管理层动荡不定。

3. 现代牧业的自救措施:通过淘汰低产牛、压缩资本开支等方式降本节流,同时启动对蒙牛旗下同为头部牧场的中国圣牧的收购,目前已通过反垄断审查,意图扩大规模、补充高端奶源、抄底优质资产。

本文披露了国内原料奶行业最新的发展态势,对乳业品牌商把握行业趋势、调整经营策略有较多参考干货,具体如下:

1. 消费与行业趋势:当前国内消费者喝奶需求增长放缓,市场整体供大于求,原奶价格持续下行,同时消费者对高端有机奶源的付费意愿下降,即便是中国圣牧的沙漠有机高端奶源也陷入持续亏损,高端奶源路线的盈利难度大幅提升。

2. 上游供应链变化:当前上游牧场行业整合加速,蒙牛推动现代牧业整合中国圣牧,整合后牛群规模超61万头,年原奶产量超400万吨,直追行业第一优然牧业,上游奶源的集中度不断提升,品牌商未来可依托头部整合资源获得更稳定的奶源供应。

3. 经营提示:当前上游原料奶成本整体下行,品牌商可把握低成本机会锁定优质奶源,同时需关注高端消费疲软的现状,调整产品定价与产品线布局,规避高端产品滞销风险。

本文梳理了原料奶行业下行周期的各类变化,对乳业相关卖家把握机会、应对风险有较多参考干货,具体如下:

1. 行业风险提示:当前原料奶行业整体处于供大于求的下行周期,原奶价格持续下跌,全行业亏损面长期偏高,即便头部牧场也出现大额亏损,产能过剩出清缓慢,行业整体经营风险较高,新进入者需谨慎入场。

2. 行业机会提示:当前上游行业整合加速,头部奶源企业规模扩大后,会对外输出更稳定、层级更丰富的奶源产品,中小卖家可依托头部整合后的供应链资源,降低自身采购成本,同时可关注行业出清后奶价触底反弹的长期机会。

3. 应对措施参考:头部牧场当前采用淘汰低产牛、压缩资本开支、优化饲料成本等方式节流降本,同行业卖家可参考这类降本手段,同时需严格控制自身资产负债率,预留充足流动资金,避免出现资金链断裂的问题。

本文披露了上游原料奶行业的最新变化,对乳业加工工厂把握上游供给变化、挖掘商业机会有参考价值,核心干货如下:

1. 上游生产供给变化:行业下行周期内,上游牧场普遍加速淘汰低产牛,压缩低效产能,2025年全国牛群数量同比减少27.7万头,但奶牛单产提升,全国原料奶总产量仍微增0.3%,整体供给稳定,原料奶价格持续走低,工厂可获得成本更低的稳定奶源。

2. 商业机会:当前上游整合加速,现代牧业收购中国圣牧后,将同时拥有普通奶源和高端沙漠有机奶源,工厂可根据自身产品定位,对接不同层级的奶源,开发对应价格带的产品,满足不同消费群体的需求,高端产品的原料供给也更稳定。

3. 行业启示:行业低谷期,上游牧场需要降本增效,也需要拓展下游销售渠道,工厂可向上整合奶源,也可和牧场合作开发定制化产品,共同应对行业低谷,同时牧场也可推进数字化养殖降低成本,提升盈利能力。

本文梳理了原料奶行业下行周期中头部企业的痛点与需求,对服务乳业的各类服务商把握行业机会、开发对应业务有较高参考价值,核心干货如下:

1. 行业发展趋势:当前原料奶行业进入深度调整期,供大于求,全行业普遍亏损,产能出清缓慢,行业整合不断加速,头部牧场的集中度持续提升,整个行业对专业服务的需求不断增加。

2. 核心客户痛点:当前头部牧场的核心痛点集中在三个方面,一是降本增效的需求,需要淘汰低效产能、降低养殖成本,二是资金层面的痛点,持续亏损推高资产负债率,多数头部企业短债压力大,资金链紧张,三是并购整合过程中的合规与管理需求。

3. 业务拓展方向:服务商可针对降本需求,开发精细化养殖技术服务、低成本饲料供应链服务,针对资金痛点推出适配的供应链金融服务,针对并购整合需求推出合规咨询、整合管理咨询服务,匹配当前行业客户的核心需求。

本文披露了原料奶行业低谷期上游企业的经营需求,对布局乳业赛道的平台商调整运营策略、把握商机有参考价值,核心干货如下:

1. 行业对平台的核心需求:上游牧场陷入持续亏损后,普遍有拓展To C销售渠道、直接触达消费者、消化库存提升盈利的需求,同时部分中小牧场有处置低效资产、退出市场的需求,对平台的对接服务需求明显提升。

2. 招商与运营机会:当前行业整合后,头部奶源企业拥有了更丰富的产品矩阵,既有普通奶源也有高端有机奶源,不少头部企业有打造自有品牌、拓展线上渠道的需求,平台可针对性开展招商,吸引优质上游奶源企业入驻,丰富平台的乳品品类。

3. 风险规避提示:当前行业仍处于下行周期,多数上游企业盈利能力弱,资金链紧张,平台在引入相关商家时,需要做好资质审核与经营风险评估,规避商家爆雷给平台带来的负面影响,也可针对性推出降费帮扶措施,和商家共渡行业低谷。

本文提供了原料奶行业下行周期龙头企业应对的完整案例,有丰富的数据和一手信息,对产业研究者研究乳业上游发展有较高价值,核心干货如下:

1. 产业新动向:当前国内原料奶行业进入下行周期,供大于求,原奶价格持续下跌,甚至低于瓶装矿泉水价格,全行业亏损面长期偏高,产能出清速度缓慢,行业整合加速,控股股东推动头部牧场整合,行业集中度不断提升,龙头企业试图通过并购整合度过周期。

2. 行业新问题:本次行业低谷中,头部企业也未能幸免,现代牧业两年累计亏光前四年积累的全部利润,资产负债率高企,短债压力大,资金链濒临紧张,同时业绩压力传导到管理层,三年换两任董事长,管理层动荡影响长期战略执行,并购亏损标的也进一步加大了未来的经营不确定性。

3. 研究启示:该案例可为研究农业周期性波动下龙头企业的应对策略、控股股东全产业链整合的逻辑、行业低谷期并购整合的效果提供鲜活样本,也为研究出台相关产业政策帮助行业出清产能、帮扶企业渡过周期提供了现实依据。

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Quick Summary

This article outlines the current downturn in China's raw milk industry, as well as the operational difficulties and self-rescue efforts of industry leader Modern Dairy. Key takeaways are as follows:

1. Current industry overview: The raw milk market has been oversupplied since 2021. In 2025, the average price dropped to 3.06 yuan per kilogram—lower than the price of bottled mineral water—and more than 90% of the industry was unprofitable. As of 2025, excess capacity has not been fully eliminated.

2. Modern Dairy's operating status: The company accumulated total losses of 2.546 billion yuan in 2024 and 2025, wiping out all profits it earned between 2020 and 2023. By the end of 2025, it faced tightening liquidity: 7.14 billion yuan in interest-bearing debt matures within one year, exceeding its available working capital. It has also replaced its board chairman twice in three years, leading to persistent management instability.

3. Modern Dairy's self-rescue measures: It has cut costs by eliminating low-yield cows and scaling back capital expenditures. It has also launched an acquisition of China Shengmu, another leading ranch owned by Mengniu, which has already passed antitrust review. The deal aims to expand scale, add high-end milk sources, and acquire high-quality assets at the bottom of the cycle.

This article presents the latest developments in China's raw milk industry, offering actionable insights for dairy brands to navigate industry trends and adjust strategies. Key takeaways are as follows:

1. Consumer and industry trends: Domestic consumer demand for dairy is growing at a slower pace, leading to persistent oversupply and falling raw milk prices. Consumers are also less willing to pay a premium for high-end organic milk sources—even China Shengmu's premium desert organic milk business has posted sustained losses, making the high-end milk route far less profitable than before.

2. Upstream supply chain changes: Industry consolidation is accelerating. Mengniu is pushing for the integration of Modern Dairy and China Shengmu; the combined entity will have a herd of over 610,000 head and annual raw milk output of more than 4 million tons, putting it close to industry leader Youran牧业 (Yuanmu Dairy). Rising upstream concentration will enable brands to secure more stable milk supplies from consolidated leading players.

3. Operational implications: Overall upstream raw milk costs are falling. Brands can capitalize on this low-price window to lock in high-quality milk supplies, while adjusting pricing and product portfolios to account for softening high-end consumption and reduce the risk of unsold premium products.

This article breaks down changes across the raw milk industry during its current downturn, offering insights to help dairy-related sellers identify opportunities and mitigate risks. Key takeaways are as follows:

1. Industry risk warning: The raw milk industry remains in an oversupplied downturn, with prices falling persistently and a persistently high industry-wide loss ratio. Even leading ranches have posted heavy losses, excess capacity is being eliminated slowly, and overall operational risk remains high. New entrants should proceed with caution.

2. Industry opportunity outlook: Upstream consolidation is accelerating. As leading milk producers grow in scale, they will offer more stable, tiered milk products to the market. Small and medium-sized sellers can leverage the post-consolidation supply chain of leading players to cut procurement costs, while positioning for a long-term rebound in milk prices after industry capacity clears.

3. Recommended mitigation strategies: Leading ranches are currently cutting costs by eliminating low-yield cows, reducing capital expenditures, and optimizing feed costs. Peer sellers can adopt these cost-reduction measures, while strictly controlling their debt-to-asset ratio and maintaining sufficient working capital to avoid liquidity crises.

This article covers the latest changes in the upstream raw milk industry, offering insights for dairy processing factories to understand shifting upstream supply and identify business opportunities. Key takeaways are as follows:

1. Upstream production and supply changes: During the industry downturn, upstream ranches have accelerated the culling of low-yield cows to cut inefficient capacity. In 2025, China's total national herd decreased by 277,000 head year-over-year, but yield per cow increased, pushing total national raw milk output up by a marginal 0.3%. Overall supply remains stable while prices continue to fall, allowing factories to secure stable milk supplies at lower costs.

2. Business opportunities: Upstream consolidation is accelerating. After Modern Dairy's acquisition of China Shengmu, the combined entity will own both conventional and high-end desert organic milk sources. Factories can source milk tiers aligned with their own product positioning to develop products across different price points to serve diverse consumer groups, with more stable raw material supply for high-end products.

3. Industry implications: During the industry downturn, upstream ranches need to cut costs, boost efficiency, and expand downstream sales channels. Factories can integrate upstream milk sources or partner with ranches to develop customized products to navigate the downturn together. Ranches can also adopt digitalized farming to cut costs and improve profitability.

This article outlines the pain points and needs of leading companies during the raw milk industry downturn, offering insights for dairy-focused service providers to identify opportunities and develop targeted offerings. Key takeaways are as follows:

1. Industry development trends: The raw milk industry is now in a period of deep adjustment, with oversupply, widespread industry losses, slow capacity clearing, accelerating consolidation, and rising concentration among leading ranches. Across the industry, demand for professional services continues to grow.

2. Core pain points for key clients: Leading ranches currently face three core sets of needs: First, demand for cost reduction and efficiency improvement, including eliminating inefficient capacity and lowering breeding costs. Second, pain points around liquidity: sustained losses have pushed up leverage, and most leading players face heavy short-term debt pressure and tight liquidity. Third, compliance and management needs related to merger and acquisition (M&A) integration.

3. Business expansion directions: Service providers can develop offerings tailored to core client needs: precision farming technology services and low-cost feed supply chain services for cost reduction goals; tailored supply chain finance solutions to address liquidity gaps; and compliance consulting and integration management consulting to support M&A activity.

This article covers the operational needs of upstream raw milk companies during the industry downturn, offering insights for dairy-focused platforms to adjust operating strategies and capture opportunities. Key takeaways are as follows:

1. Core industry demand for platforms: After sustained losses, upstream ranches broadly need to expand direct-to-consumer sales channels to reach end-users, clear inventory, and improve profitability. Many small and medium-sized ranches also need help disposing of inefficient assets to exit the market, driving significantly higher demand for platform connection services.

2. Investment and operation opportunities: Post-consolidation, leading milk producers now hold more diverse product portfolios, including both conventional and high-end organic milk sources. Many leading players want to build their own brands and expand online channels. Platforms can carry out targeted recruitment to attract high-quality upstream milk producers, enriching their own dairy product offerings.

3. Risk mitigation guidance: The industry is still in a downturn, and most upstream companies have weak profitability and tight liquidity. Platforms should conduct strict qualification checks and operational risk assessments when onboarding new merchants, to avoid negative impacts from merchant failures. They can also roll out targeted fee-cut support programs to partner with merchants through the industry downturn.

This article provides a complete case study of how a leading raw milk company responds to an industry downturn, with rich data and first-hand information that is valuable for researchers studying the development of China's upstream dairy sector. Key insights are as follows:

1. New industry developments: China's raw milk industry is currently in a downturn, with oversupply, persistently falling raw milk prices (even lower than the price of bottled mineral water), a persistently high industry-wide loss ratio, slow capacity clearing, and accelerating consolidation. Controlling shareholders are pushing for the integration of leading ranches to lift industry concentration, and龙头企业 are relying on M&A to get through the cycle.

2. Emerging industry issues: Even leading companies have not been spared in the current downturn. Modern Dairy wiped out all profits accumulated over four years in just two years of losses, leaving it with high leverage, heavy short-term debt pressure, and strained liquidity. Performance pressure has also led to management turnover: it replaced its chairman twice in three years, and management instability has undermined the execution of long-term strategies. Acquiring a loss-making target has also added further uncertainty to future operations.

3. Research implications: This case provides a vivid sample for studying how leading firms respond to agricultural cyclical volatility, the logic behind controlling shareholders' full-industrial-chain integration, and the outcomes of M&A during industry downturns. It also offers empirical context for research on industrial policies designed to support capacity clearing and help firms navigate cyclical downturns.

Disclaimer: The "Quick Summary" content is entirely generated by AI. Please exercise discretion when interpreting the information. For issues or corrections, please email run@ebrun.com .

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餐桌上的一杯奶,背后牵动着牧场、饲料、繁育、冷链等一整条产业链。而当人们喝奶的需求降低,压力会很快传导到牧场端。

自2021年以来,原料奶市场供大于求,行业进入下行周期,原料奶价格一降再降,到2025年时原料奶均价已低至3.06元/公斤,甚至不如一瓶矿泉水的价格。

即便是伊利和蒙牛两大乳业巨头旗下的牧场优然牧业、现代牧业都在加大力度淘汰低产牛,但仍陷入了“越卖越亏”的困境。

财报数据显示,2024年和2025年,现代牧业的权益股东应占利润两年累亏25.46亿元,优然牧业同期亏损总额11.23亿元。

在关键时刻,大股东蒙牛开始出手——将全资附属公司Start Great所持中国圣牧24.9%股权表决权授予现代牧业,并由现代牧业出面收购中国圣牧1.28%股权。

现代牧业试图整合中国圣牧的“沙漠有机”高端奶源,但问题在于,中国圣牧本身也面临着营收下滑、利润亏损的尴尬境地,人们似乎也并不愿意再为高端“买单”。

可以说,摆在现代牧业新任董事会主席陈易一面前的,不只是一次简单的并购整合,更是一场“利润保卫战”。

1

吞下圣牧,

“沙漠有机”也不挣钱

和牧场龙头优然牧业相比,现代牧业属于“后来者”。

2005年9月领先牧业注册成立,开始经营乳牛畜牧业务。次年,公司第一个乳牛场在安徽省马鞍山运作。当时,领先牧业最大的标签是「蒙牛原料奶供应商」。

现代牧业2010年在港股上市时发布的全球发售资料显示,直到2008年,现代牧业才在开曼群岛注册成立,此后又透过一系列股权转让,收购了领先牧业的所有资产、业务及营运附属公司。

2013年至2017年,蒙牛陆续完成了对现代牧业的控股。成立至今,现代牧业构建了“从一粒种到一杯奶”的全产业链,日产鲜奶超1万吨,市场占有率10%。

和现代牧业的地位相似,中国圣牧也是蒙牛的子公司。截至2026年5月22日,蒙牛通过全资附属公司Start Great持有中国圣牧29.99%股权,为其单一第一大股东。

可以看到,在现代牧业收购中国圣牧股权的过程中,蒙牛的身影一直存在。

根据现代牧业、Start Great与蒙牛签订的协议,Start Great将所持中国圣牧24.9%股权对应的表决权不可撤销地授予现代牧业,并放弃行使剩余股权对应的表决权(特殊情况除外)。

2026年5月22日,现代牧业完成收购中国圣牧约1.28%股权,代价为3752万港元。至此,现代牧业及其一致行动人Start Great合计持有中国圣牧31.26%股权,触发强制全面现金要约收购。

而早在2026年5月7日,现代牧业要约收购中国圣牧股权已取得国家市场监督管理总局的反垄断批准,意味着这场交易的外部障碍已扫清。

那么,现代牧业为何选择此时出手?

自2021年以来,原料奶的价格一降再降,现代牧业也无法逃脱外界环境影响。2025年,其原奶售价为3.33元/公斤,同比下滑7.7%;而原奶的销售成本达到2.32元/公斤,每斤毛利几乎只剩5毛。

而中国圣牧依托乌兰布和沙漠的自然地缘优势,奶源主打“沙漠有机”,走高端路线。2025年,中国圣牧原奶的销售价格为3.875元/公斤,明显售价更高。

不仅如此,截至2026年6月15日,中国圣牧的收盘价只剩0.335港元/股,同样处于历史低点,也无形中降低了收购成本。

据现代牧业披露,双方交易完成后,合并后的牛群总规模预计将超过61万头,合并后的年原奶产量将超过400万吨,产量直追“行业第一”优然牧业。

这也意味着,通过这场收购,现代牧业既能扩大规模、提高原奶产量,又能扩充高端奶源,还能抄底优质牧场股权,可谓是一举多得。

但问题在于,中国圣牧本身的业绩压力也将传导至现代牧业。

2024年和2025年,中国圣牧的销售收入分别为31.26亿元和30.12亿元,分别同比下滑7.61%、3.64%;母公司拥有人应占利润则分别亏损了6549.5万元、3.73亿元,亏损有扩大之势。

在这种情况下,中国圣牧又如何反哺现代牧业?

2

2年累亏超25亿,

资金链紧张

现代牧业出手收购中国圣牧,与其说是一场进攻,不如说是一次被逼到墙角的“自救”。

从2024年开始,现代牧业的业绩就明显承压。2024年,公司实现销售收入132.54亿元,同比下滑1.5%,这是2018年来销售收入首次出现下滑。

到了2025年,现代牧业的销售收入继续下挫4.9%,降至126.01亿元。其中,生鲜奶在多卖了24.6万吨的情况下,勉强维持了原料奶收入的平稳,但受市场需求疲弱影响,养殖综合解决方案业务收入同比减少23.8%至21.35亿元。

在市场需求疲软之下,现代牧业已经在采取一系列措施来节流降本。例如,加大力度淘汰低产牛,2025年末的畜群规模为45.69万头,较2024年底减少约3.4万头;生物资产同比减少9.4%至112.7亿元。

此外,原奶的饲料成本同比下滑9.2%,带动整体销售成本同比下滑8.3%至2.32元/公斤;资本开支同比下滑29.3%至24.42亿元。

即便如此,利润还是不可避免地滑向亏损。2024年和2025年,公司权益股东应占利润分别亏损了14.17亿元、11.29亿元,两年累亏高达25.46亿元,基本将2020年至2023年这4年积累的利润(25.26亿元)全部吞噬。

放在行业中来看,现代牧业的亏损规模也是罕见的。

以全球最大的原料奶供应商优然牧业为例,2023年,公司拥有人应占亏损达到10.50亿元,此后两年又分别亏损了6.91亿元、4.32亿元,三年累计亏损21.73亿元,仍然低于现代牧业近2年的亏损总额。

连续亏损之后,现代牧业的资金链已经趋于紧张。

截至2025年末,现代牧业有息借款总额高达192.6亿元,同比大涨33.2%,其中一年内到期借款达到71.4亿元。同期,其短期银行结余、金融资产等流动资金合计不足70亿元,已无法覆盖短债。

现代牧业的杠杆在加码,风险也在累积。于2025年末,其资产负债比率同比增加5.9个百分点至73.2%,已经反超优然牧业(72.05%);净有息借款比率同比增加4.4个百分点至53.6%。

资金链承压之下,现代牧业要约收购中国圣牧的资金压力也是显而易见的。

按照计划,现代牧业要约收购中国圣牧的价格为0.35港元/股,涉及要约收购股份为57.61亿股,最高总代价约20.16亿港元。

那么,要约收购中国圣牧的资金从何而来?如何缓解自身资金链压力?蒙牛是否会出手帮助缓解资金压力?在中国圣牧本就亏损的情况下,要约收购之后是否会进一步拖累自身利润表现?在收购中国圣牧之后,蒙牛对两大牧场有何安排、调整?

对此,「子弹财经」试图向现代牧业方面进行了解,但截至发稿仍未获回复。

3

3年更换2任董事会主席,

管理层动荡

业绩层面所承受的压力,在一定程度上传导至管理层——2023年至2025年,现代牧业的董事会主席就更换了2任。

2023年2月,在位6年的卢敏放因工作职责分工调整,卸任现代牧业董事会主席之职,由赵杰军接任。卢敏放曾历任蒙牛的总裁、副董事长等职,正是在他的主导下,蒙牛完成了对现代牧业的控股,以及拿下中国圣牧的单一最大股东之位。

然而,赵杰军上位“一把手”仅2年半,2025年9月便以“个人健康”为由辞任,改任子公司专家顾问,由陈易一接任董事会主席之位。

2021年12月,陈易一加入蒙牛,担任蒙牛集团副总裁,负责战略和投资管理。在此之前,陈易一曾先后任职于雀巢、华润创业、皇氏集团等知名企业,在快消品乳业及零售业方面拥有丰富经验。

此外,陈易一还担任中国圣牧董事会主席、妙可蓝多董事会主席,是蒙牛在乳业上下游产业链上的关键人物。

陈易一上任后,现代牧业的人事调整并未停止。据「子弹财经」不完全统计,2025年9月以来,公司的非执行董事、提名委员会成员、可持续发展委员会主席、薪酬委员会成员等职位相继发生更迭。

只是,董事会主席频繁变更,如何保证长期战略的执行?为何此时如此密集的调整管理团队?是否控股股东蒙牛对业绩提出了不满?预计何时才能扭亏?

对此,「子弹财经」试图向现代牧业方面进行了解,但截至发稿仍未获回复。

客观来看,新管理层接手的绝非一个轻松的摊子。

据农业农村部、华创证券资料,2024年以来,由于行业奶价承压,行业亏损面曾飙升到90%以上的高位。进入2025年后,随着饲料成本压力缓解以及散奶和固体乳价格环比回升,亏损面虽逐步缩小,但亏损比例依旧偏高。

面对亏损的压力,牧场在加速淘汰低产牛,2025年全国牛群数量同比下降27.7万头至592万头。但奶牛反而更加高产,2025年全国原料奶产量4091万吨,同比略增0.3%,行业产能过剩仍未完全出清。

奶价尚未回升之时,负债率高企、资金链紧绷、拟要约收购的中国圣牧自身也在亏损泥潭中挣扎……而化解这些难题的重任,都落在了陈易一的肩上。

只是,在原料奶下行周期里,现代牧业的这场“利润保卫战”,或许比想象中更难打。

注:文/王亚静,文章来源:子弹财经(公众号ID:zidancaijing),本文为作者独立观点,不代表亿邦动力立场。

文章来源:子弹财经

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FAQ回顾

现代牧业近年来的财务状况如何?

现代牧业2024年和2025年连续亏损,权益股东应占利润分别亏损14.17亿元和11.29亿元,两年累计亏损高达25.46亿元,资金链紧张,资产负债比率达73.2%。

现代牧业为何要收购中国圣牧?

现代牧业旨在通过收购中国圣牧扩大规模、提高原奶产量(预计超400万吨)并整合其“沙漠有机”高端奶源,以应对原料奶价格下行(2025年售价3.33元/公斤)的市场困境。

中国乳业原料奶市场的现状如何?

自2021年以来,原料奶市场供大于求,价格持续下跌,2025年原料奶均价低至3.06元/公斤。行业亏损面一度超90%,尽管产能有所调整,但产能过剩问题仍未完全出清。

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