198 改性尼龙年度框架协议怎么签
行业里有过一次很凶的上游波动，大概几个月时间，尼龙的主力原料涨了差不多四成。
那年我见到了两份不同的年度协议，结局完全不同。
第一份协议：客户签的时候把价格磨到了最低，条款上写的是"合同期内价格不变"。
行情起来之后，供应商的处境是做一吨亏一吨。后来发生的事情不意外：交期开始拖，货开始掺杂更便宜的替代料，最后闹到客户临时在市场上找现货应急。
那份协议最后执行不到一年就散了。
第二份协议：价格条款写的是"以上游某公开指数为基准，涨跌超过百分之五双方在五个工作日内重新议价"。
行情起来的时候双方确实重谈了两次。客户多付了钱，但供货一直没断；旺季来了，供应商优先保了他的量。
行情回调的时候，价格也跟着下来了。
两年后再见到那位采购，他说了句话我觉得挺有道理：
"签协议那会儿我总觉得是在谈钱。后来才明白，签的是行情波动的时候谁接得住。"
这一篇讲的，就是把这件事写清楚的办法。
年度框架协议签什么？价格机制、批次标准、供应保障三根柱子，加上改性尼龙这个品类特有的基料联动条款——大宗涨跌怎么分摊，白纸黑字先说清。
一、框架协议要锁的到底是什么
先破除一个误解：年度协议不等于锁定价格。
它真正要固定下来的是规则，价格只是规则的一个输出。常见的有三种模式。
三种模式，看你要什么
| 模式 | 怎么约定 | 适合谁 | 风险 |
|---|
| 锁价锁量 | 价格与年度总量同时固定 | 需求极稳、预算刚性的场合 | 行情大幅反向波动时，必然有一方想毁约 |
| 锁量不锁价 | 总量锁定，价格随机制调整 | 多数工业客户的现实选择 | 需要一套双方都认的价格基准 |
| 不锁量可调整 | 只约定单价机制与保供优先级 | 需求波动大的新产品阶段 | 供应商保障意愿偏弱 |
实践中最常见的是第二种。 它把用量确定性给了供应商，让他好排产；把价格灵活性留给了双方，行情来了不至于撕破脸。
为什么不建议一口封死
因为一旦把价格完全封死，出问题的时候双方都会想办法自救，而自救的方式往往比涨价本身更伤。
常见的自救方式：降低某些看不见的原料档次、把玻纤含量往下压一点、延长交期、优先保别的客户。
这些手段都比公开谈价难对付得多——因为它们不会立刻反映在质量标准上，而是藏在平均值里。
二、价格条款怎么写：三段话够了
这是整个协议里最值得花时间的一段。
三个必备要素
要素一，一个双方认可的公开基准。 不能只用"随行就市"四个字，那等于没写。要写清参考什么：上游原料的公开报价指数、权威行业资讯的价格，或者某几家公布的均价。
要素二，一个触发阈值。 通常是一段时间内累计涨跌超过百分之多少，例如百分之五到八。写太低会一直在议价，写太高相当于形同虚设。
要素三，一个协商时限与临时机制。 例如：触发后五个工作日内协商，协商期间供应不得中断，事后追溯调整。
一段可以直接改的示范表述
本协议基准价以上游某公开指数为依据。该指数较签约基准累积波动超过百分之六时，任何一方可提出书面议价；双方应在收到通知后五个工作日内完成协商并签署补充协议。协商期内，供应义务不得中断，价格暂按原标准执行，新协议生效后差额按实际提货量追溯调整。
注意最后那句：供应义务不得中断。 这是整个条款里含金量最高的一句。
还有两句别忘了写
跌的时候也要调：很多协议只写涨、不写跌。双向条款才谈得下去，对方不傻
结算节点写清：按月、按季度，还是单笔触发后适用新价——这一项不写清，事后必扯
三、量与交期：只写"预计若干吨"是不够的
第二件容易被草草处理的是量。
三个层次要说清
年度总量：给预测区间，别给单一数字。比如"年用量预计若干至若干吨"。
滚动预测：约定每月或每季更新一次未来几个月的用量区间。这一条对你有利，它换来的是排产优先级。
最小提货量与最小批次：约定每批最低起订、每次最低提货。这一条供应商会要，你也可以用它换取单价让步。
与之对称的三条保障
既然给了量，就要把对应的东西要回来：
| 你要的 | 建议表述 |
|---|
| 交期 | 常规订单在下单后几个工作日内发货 |
| 旺季保供 | 需求旺季前，需方提前多少天告知，供方预留产能 |
| 紧急插单 | 应急单的响应时间、数量上限与溢价规则 |
第二项往往最值钱。 旺季能不能挤进去，靠的就是这一条预先写下的产能预留。
一个现实提示
如果预测常年不准、实际提货常年只到预测的一半，那么你的保供优先级一定会下滑——无关感情，这是排产逻辑。
所以给预测的时候宁可保守一点。说到七成做到百分之一百，比说到一百二做到七十强得多。
四、质量条款：把合格变成可执行
质量条款最容易出现的问题是写得太抽象：符合国家标准、外观良好、性能满足要求。
这些句子的共同特点是：无法据此判定一批货该收还是该退。
一份可执行的质量附件要包含
明确的检测项与标准号：拉伸按哪个方法、阻燃在几毫米厚度、色差如何判定
抽样方案：抽多少、从哪里抽、由谁抽
判定规则：合格、让步接收、退货三条线分别是什么
异议期限：收货后多少工作日内提出，逾期视为验收通过——这条通常供方要求，但窗口要给得合理
处理流程：换货时限、费用承担、是否有第三方复检
关于第三方复检
建议在条款里留一句：双方对检测结果有争议时，委托双方认可的第三方机构复检，费用由责任方承担。
这一句的意义不在执行（多数时候用不上），而在于它让"谁说了算"这个问题有了答案。
别忘了那个等价物：技术规格书
所有物性、配方要求，建议单独做成一份技术规格书作为附件，并约定：供方变更配方或关键原料来源，必须提前书面通知并取得书面确认。
这一句接出来，就是下一节的重头戏。
五、最容易被跳过的一条：配方变更通知
如果整篇只记一条，我建议是这一条。
为什么会出事
改性料的配方在一年内可能发生若干次调整：换一家玻纤供应商、换一批阻燃剂货源、因应环保要求调整稳定剂体系。
这些调整在常规物性检测里往往看不出明显差别。它们的影响通常要到半年以后，在客户端才会显形。
而如果没有变更通知义务，这类变动在流程上其实是被允许的——因为在符合规格书这个层面上，它没有违规。
怎么约定
建议用这样的表述：
供方如需变更配方、关键原材料来源或关键工艺参数，应提前不少于六十日书面通知需方，并提供变更后的对比数据。涉及已通过认证的产品的，须重新提交验证数据或配合重新认证。未经书面确认，不得实施变更。
六十天这个数字值得争取。 三十天通常来不及做验证，更来不及走客户端的变更流程。
配套要求
同一条款里最好再要一句话：每年主动提供一次主要原料的变更记录摘要。
这句话的作用是把变更从"被发现"变成"被说明"。两者之间，隔着一次事故的距离。
六、违约与终止：写清才好处得久
很多人觉得这两条不吉利、容易跳过。恰恰相反：这两条写得清楚的合同，寿命通常最长。
因为它们的价值不是追责，而是给双方一个可预测的退出路径。
建议覆盖的四种情形
连续供货延期达到几次，需方有权调整份额或终止
连续几批检测不合格，需方有权退货并要求整改
需方连续多久未提货，供方有权重议价格或解除年度量承诺
一方重大变更未通知，另一方有权即时终止并索赔
一个细节：别把违约金写得过于极端
违约金写得越极端，越难执行，也越容易把一次可以修复的小问题变成一次关系的破裂。
比较务实的做法是：约定违约责任的计算方式和上限，比如按受影响批次的货值的一定比例，而不是一个吓人的固定数字。
合同的目的从来不是罚谁，是让双方都知道边界在哪。
七、一份可以直接照着勾的条款清单
最后给一张总表，签协议前对着打勾：
| 序号 | 条款 | 关键点是否写清 |
|---|
| 一 | 料号与技术规格 | 规格书是否已作为附件 |
| 二 | 年度量与滚动预测 | 预测更新频率与方式 |
| 三 | 定价机制 | 基准、阈值、协商时限、双向调整 |
| 四 | 交期与旺季保供 | 常规交期与旺季产能预留 |
| 五 | 包装与运输 | 包装形式、运费、风险转移节点 |
| 六 | 质量标准与抽样 | 检测项、标准号、抽样方案 |
| 七 | 异议与第三方复检 | 期限与费用承担 |
| 八 | 配方变更通知 | 提前期与书面确认要求 |
| 九 | 呆滞料处理 | 归属、回购或降级方式 |
| 十 | 保密与模具 | 模具权属、技术信息保密 |
| 十一 | 违约与终止 | 触发条件与赔付方式 |
| 十二 | 期限与续签 | 到期前多久启动续签谈判 |
第三条和第八条是重点。 这两条写好，这份协议能用很多年。
八、签之前的三件小事，比谈判本身有用
最后说点流程上的建议。年度协议谈得好不好，大半取决于坐下谈判之前的那两天做了什么。
其一，把过去十二个月的提货记录拉出来
不是看总数，是看波动：哪几个月是高峰，哪几个月几乎没动，波动幅度有多大。
这份数据有两个用处：给供应商的预测更有底气，也知道自己该争取什么样的灵活空间——需求稳的可以锁量换取低价，波动大的则更适合保上限、不保下限。
其二，把过去一年的质量台账翻一遍
重点看三件事：出过几次异常、每次花多久解决、最后一次双方对"谁的责任"有没有一致意见。
这份台账写下的问题，就是这次协议里最该补的条款。 如果去年因为验收标准含糊扯过一次皮，这次就把判定规则写细；如果去年因为变更没通知吃过亏，这次就把六十天写进去。
合同本质上是在给过去一年的麻烦打补丁。
其三，问清楚自家财务的付款节奏
账期谈得再漂亮，落到付款日历上执行不了，照样伤关系。
建议在签约前先内部确认：每月几个付款窗口、大额付款要不要提前报计划、票据和电汇的比例。 把这些时空条件摆清楚，再去谈三十天还是六十天。
一个容易被忽略的时间点
续签谈判尽量提前。 到期前一个月才开始谈，基本只能被动接受对方的新条款。
提前三到四个月启动比较好：有足够时间做市场询价、也有底气说不。这一条不写在合同里，但它决定了你在合同里能写到什么。
框架协议期内每半年对一次账：供货数据、批次合格率、改性尼龙牌号的变更记录，三样对完，续约才有依据。
一句收拢
把判断写成表，把表发给改性尼龙供应商对答案，比电话里来回问省一半时间——这一篇就是那张表的底稿。
结语
签年度协议这件事，说到底是一个选择：是把所有的确定性一次性要干净，还是留出一部分给未知。
行情、产能、配方工艺，这三项没有一项是你在签约那天能看透的。硬锁价格，等于用对方的亏损去填自己的报表——账迟早会以另一种方式回来。
更好的办法是：锁规则，锁优先级，锁提前通知，把价格留给机制。
我把这套十二项条款清单和那段可以直接改的价格联动表述整理成了一份：
三行说清我们是谁：
一、做改性尼龙，PA6 / PA66 / PA46 / PA11 / PA12 / PA6T / PA9T 及尼龙合金，也做改性 PPO / PPS / 热塑性弹性体；二、经营各大化工巨头的尼龙树脂；三、有副牌料、大包料现货。
How to sign the annual framework agreement for 198 modified nylon
There was a very severe upstream fluctuation in the industry, lasting for about a few months, during which the main raw material for nylon increased by nearly 40%.
That year I saw two different annual agreements, with completely different outcomes.
The first agreement: When the client signed, they haggled the price down to the lowest, and the terms stated 'the price will not change during the contract period.'
After the market picked up, the situation for suppliers was that they would lose money on every ton. What happened later was not surprising: delivery times started to be delayed, the goods began to be mixed with cheaper substitutes, and in the end, customers had to scramble to find spot goods in the market as a temporary solution.
That agreement fell apart in less than a year after being executed.
The second agreement: The price term is written as 'based on a certain publicly available upstream index, if the increase or decrease exceeds 5%, both parties will renegotiate within five working days'.
When the market picked up, both parties did renegotiate twice. The customer paid extra, but the supply never stopped; when the peak season arrived, the supplier prioritized securing his quota.
When the market pulled back, the price also went down.
Two years later, when I saw that buyer again, he said something that I thought made a lot of sense:
When we were signing the agreement, I always felt like we were just talking about money. It was only later that I understood we were signing about who could handle the market fluctuations.
This article talks about the method of clearly writing about this matter.
What should be signed in the annual framework agreement? The three pillars of price mechanism, batch standards, and supply assurance, plus the base material linkage clause unique to the modified nylon category——how to share the ups and downs in bulk, it should be clearly stated in black and white first.
1. What exactly does the framework agreement aim to lock in?
First, clear up a misunderstanding: an annual agreement does not equal a locked-in price.
What it really wants to fix is the rules; price is just an output of the rules. There are three common patterns.
Three modes, see what you want
| Mode | How to make an agreement | Suitable for whom | Risk |
|---|
| Locking in price and volume | Price and annual total quantity are fixed simultaneously | Situations with extremely stable demand and rigid budgets | When the market fluctuates sharply in the opposite direction, one party will inevitably want to break the contract. |
| Limit quantity, not price | Total volume locked, price adjusted randomly | The realistic choice of most industrial customers | A set of price benchmarks that both parties recognize is needed |
| Adjustable without locking quantity | Only agree on the unit price mechanism and supply guarantee priority | Stage of new products with high demand fluctuations | The supplier's willingness to provide assurance is weak |
The second type is the most common in practice. It gives the supplier certainty in the quantity, allowing them to plan production, while leaving price flexibility to both parties, so that when the market fluctuates, it won't lead to a falling out.
Why is it not recommended to seal it in one go
Because once the price is completely locked, both parties will try to save themselves when problems arise, and the ways of self-rescue are often more harmful than the price increase itself.
Common self-rescue methods: lowering the grade of certain invisible raw materials, slightly reducing the fiberglass content, extending delivery times, and prioritizing other customers.
These methods are much harder to deal with than openly negotiating prices—because they do not immediately show up in quality standards, but are hidden in the averages.
2. How to write the price terms: three paragraphs are enough
This is the part of the entire agreement most worth spending time on.
Three essential elements
Element one: a publicly recognized benchmark agreed upon by both parties. You cannot just use the phrase 'let the market decide,' as that is equivalent to not writing anything. You need to specify what is being referenced: publicly quoted indices for upstream raw materials, prices from authoritative industry information, or the average prices published by certain companies.
Element two, a trigger threshold. It is usually a percentage of cumulative increase or decrease over a period of time, for example, five to eight percent. Setting it too low will result in constant negotiations, while setting it too high is essentially meaningless.
Element three, a negotiation deadline and temporary mechanism. For example: negotiation within five working days after triggering, supply must not be interrupted during the negotiation period, and retrospective adjustments afterward.
A sample statement that can be directly modified
This agreement's benchmark price is based on a certain publicly available upstream index. If the cumulative fluctuation of this index exceeds 6% compared to the contracted benchmark, either party may propose a written renegotiation; the parties shall complete the negotiation and sign a supplementary agreement within five working days of receiving the notice. During the negotiation period, the supply obligation shall not be interrupted, and the price shall temporarily be executed according to the original standard. After the new agreement takes effect, the difference shall be retrospectively adjusted based on the actual quantity delivered.
Pay attention to the last sentence: the supply obligation must not be interrupted. This is the most valuable sentence in the entire clause.
Don't forget to write the last two sentences.
Adjust when it falls too: Many agreements only mention rises, not falls. Only bilateral terms can be negotiated; the other party is not stupid.
Clearly specify the settlement point: whether it is monthly, quarterly, or if the new price applies after a single transaction is triggered—if this is not clearly written, it will inevitably cause disputes later.
3. Quantity and delivery time: just writing 'expected several tons' is not enough
The second thing that is easily handled hastily is quantity.
The three levels need to be clarified
Annual total: Give a forecast range, not a single number. For example, 'the annual usage is expected to be between X and Y tons.'
Rolling forecast: It is agreed to update the usage range for the coming months on a monthly or quarterly basis. This clause is in your favor, as it comes with priority in scheduling.
Minimum delivery quantity and minimum batch: agree on the minimum order per batch and the minimum delivery each time. This clause will be requested by the supplier, and you can also use it to negotiate a price concession.
Three symmetrical safeguards
Since the quantity has been given, the corresponding items must be taken back:
| What you want | Recommended phrasing |
|---|
| Delivery time | Regular orders will be shipped within a few working days after placing the order. |
| Ensuring supply during peak season | Before the peak demand season, how many days in advance should the buyer notify the supplier to reserve production capacity |
| Urgent order insertion | Response time, quantity limits, and premium rules for emergency orders |
The second item is often the most valuable. Whether you can squeeze in during the peak season depends on this pre-written capacity reservation.
A reality check
If the forecast is consistently inaccurate and the actual delivery is only half of the forecast over the year, then your supply guarantee priority will certainly decline—this has nothing to do with emotions; it is simply production scheduling logic.
So when making predictions, it's better to be a bit conservative. Saying you'll achieve 70% and actually achieving 100% is much better than saying 120% and only achieving 70%.
4. Quality Clause: Turn Qualifications into Executable Action
The most common problem with quality clauses is that they are written too abstractly: complying with national standards, having a good appearance, and meeting performance requirements.
The common characteristic of these sentences is: it is impossible to determine from them whether a batch of goods should be accepted or returned.
An executable quality attachment should include
Clear inspection items and standard numbers: which method to use for tensile testing, thickness for flame retardant, how to determine color difference
Sampling plan: how much to sample, where to sample from, who will sample
Judgment rules: What are the three lines for qualified, concession acceptance, and return?
Objection period: must be raised within how many working days after receipt; if overdue, it is deemed accepted — this clause is usually requested by the supplier, but the window should be reasonable
Processing flow: time limit for exchange, who bears the cost, whether there is a third-party reinspection
Regarding third-party reinspection
It is recommended to include a clause: If there is a dispute over the test results, both parties should entrust a third-party organization recognized by both to retest, with the cost borne by the responsible party.
The significance of this sentence is not in execution (most of the time it is not used), but in that it provides an answer to the question of 'who has the final say'.
Don't forget that equivalent: the technical specification
All physical properties and formulation requirements are recommended to be made into a separate technical specification document as an appendix, with the stipulation that if the supplier changes the formulation or the source of key raw materials, they must provide prior written notice and obtain written confirmation.
This line leads into the next section, which is the main highlight.
5. The easiest one to be skipped: Formula change notification
If you only remember one thing from the whole text, I suggest it be this one.
Why did the accident happen?
The formulation of the modified material may undergo several adjustments within a year: changing to a different fiberglass supplier, switching to a different batch of flame retardant, and adjusting the stabilizer system in response to environmental protection requirements.
These adjustments often do not show obvious differences in routine physical property tests. Their effects usually only become apparent on the client side after six months.
And if there is no obligation to notify of changes, this kind of modification is actually allowed in the process—because at the level of compliance with the specification, it is not a violation.
How to make an appointment
It is recommended to use this kind of expression:
If the supplier needs to change the formula, the source of key raw materials, or key process parameters, they shall provide the purchaser with a written notice at least sixty days in advance and provide comparative data after the changes. For products that have already been certified, verification data must be resubmitted or cooperation with re-certification is required. Changes shall not be implemented without written confirmation.
Sixty days is a number worth striving for. Thirty days is usually not enough to complete verification, let alone go through the client's change process.
Supporting requirements
It is best to add one more sentence in the same clause: proactively provide a summary of changes to the main raw materials once a year.
The purpose of this sentence is to change the term from 'discovered' to 'explained'. Between the two, there is the distance of a single accident.
6. Breach and Termination: Clearly writing it is beneficial for a long-lasting outcome
Many people think these two clauses are unlucky and tend to skip them. On the contrary: contracts that clearly write down these two clauses usually last the longest.
Because their value lies not in accountability, but in providing both parties with a predictable exit path.
Four situations where coverage is recommended
If consecutive supply delays occur several times, the buyer has the right to adjust the share or terminate the agreement.
If several consecutive batches fail inspection, the buyer has the right to return the goods and request corrections.
If the buyer fails to pick up goods for a continuous period, the supplier has the right to renegotiate the price or terminate the annual quantity commitment.
If one party fails to notify of a major change, the other party has the right to terminate immediately and claim compensation.
One detail: don't write the penalty for breach of contract too extremely.
The more extreme the penalty for breach of contract is written, the harder it is to enforce, and the more likely it is to turn a small problem that could be fixed into a rupture of the relationship.
A more pragmatic approach is to agree on the method and cap for calculating breach of contract liability, such as a certain percentage of the value of the affected batches, rather than a frightening fixed number.
The purpose of a contract has never been to punish anyone, but to let both parties know where the boundaries are.
7. A checklist of provisions that can be followed directly
Finally, provide a summary table, and check off each item before signing the agreement:
| Serial Number | Clause | Whether the key points are written clearly |
|---|
| One | Part Number and Technical Specifications | Has the specification been attached as an annex? |
| Two | Annual Quantity and Rolling Forecast | Prediction update frequency and method |
| Three | Pricing mechanism | Benchmark, threshold, negotiation deadline, bilateral adjustment |
| Four | Delivery schedule and peak season supply assurance | Regular delivery schedule and peak season capacity reservation |
| Five | Packaging and Transportation | Packaging form, freight, risk transfer point |
| Six | Quality Standards and Sampling | Inspection items, standard number, sampling plan |
| Seven | Objection and Third-Party Re-Examination | Term and Cost Responsibility |
| Eight | Formula Change Notice | Lead Time and Written Confirmation Requirements |
| Nine | Handling of stagnant material | Vesting, repurchase, or demotion methods |
| Ten | Confidentiality and Molds | Mold ownership and technical information confidentiality |
| eleven | Breach and Termination | Trigger Conditions and Compensation Methods |
| Twelve | Term and Renewal | How long before the expiration should renewal negotiations be initiated? |
Articles 3 and 8 are the key points. If these two articles are well written, this agreement can be used for many years.
8. Three small things before signing are more useful than the negotiation itself
Finally, a few suggestions regarding the process. Whether the annual agreement is negotiated well largely depends on what was done in the two days before sitting down for the negotiation.
First, pull out the delivery records from the past twelve months.
It's not about looking at the total, it's about looking at the fluctuations: which months are peaks, which months hardly move at all, and how large the swings are.
This data has two uses: it gives suppliers more confidence in their forecasts, and it also lets you know what kind of flexibility to strive for—if demand is stable, you can lock in quantities to get lower prices; if demand fluctuates a lot, it's better to secure the upper limit without guaranteeing the lower limit.
Second, go through the quality ledger of the past year.
Focus on three things: how many times anomalies have occurred, how long each time took to resolve, and whether both parties agreed on 'whose responsibility' it was the last time.
The problems written in this ledger are exactly the clauses that should be added in this agreement. If last year there was a dispute due to ambiguous acceptance standards, this time the judgment rules should be written in detail; if last year there was a loss due to unnotified changes, this time the sixty days should be included.
The contract is essentially patching up the troubles of the past year.
Third, clarify your own company's payment schedule
No matter how well you negotiate the payment terms, if you can't follow through on the payment schedule, it will still damage the relationship.
It is recommended to internally confirm before signing the contract: the number of payment windows per month, whether large payments need to be pre-reported, and the proportion of bills and wire transfers. Clarify these timing and spatial conditions before discussing whether it should be thirty days or sixty days.
A time point that is easily overlooked
Try to start renewal negotiations as early as possible. If you only start negotiating a month before expiration, you basically can only passively accept the other party's new terms.
It's better to start three to four months in advance: you'll have enough time to do market inquiries, and have the confidence to say no. This point is not written in the contract, but it determines what you can write in the contract.
During the framework agreement period, reconcile accounts every six months: supply data, batch qualification rates, and change records of modified nylon grades. Only when these three items are verified can there be a basis for renewal.
Summary in One Sentence
Turn your judgments into a table and send the table to the modified nylon suppliers for checking answers. This saves half the time compared to asking back and forth on the phone — this article is the draft of that table.
Conclusion
Signing the annual agreement, ultimately, is a choice: do you want to get all the certainties cleanly at once, or leave a part for the unknown.
Market conditions, production capacity, formulation processes — none of these can be fully known on the signing day. Locking the price rigidly is equivalent to using the other party's losses to fill your own accounts — the accounts will come back one way or another.
A better approach is: lock the rules, lock the priorities, lock advance notice, and leave the price to the mechanism.
I have compiled this set of twelve-term checklist and the segment of price linkage wording that can be directly modified into one document:
In three lines, clarify who we are:
1. Manufacture modified nylon — PA6 / PA66 / PA46 / PA11 / PA12 / PA6T / PA9T and nylon alloys, also modified PPO / PPS / thermoplastic elastomers; 2. Trade nylon resins from major chemical giants; 3. Have stock of secondary materials and large-package materials.
