Against the backdrop of surging prices in the DMC market, midstream and downstream enterprises have adopted completely different response strategies. Some processing enterprises rely on their keen market insight to predict the trend of rising costs, and therefore actively implement the strategy of stocking up on dips. These enterprises cope with possible future price increases by increasing the turnover days of raw material inventory, thereby ensuring relative stability of production costs.

However, not all companies are able to adopt such proactive strategies. For companies with already high inventory pressure, they have chosen a more cautious attitude in the face of supply side signals of reduced production. These companies currently have an average inventory cycle of 35 days, so they are more inclined to postpone procurement and wait for the market situation to become clearer before making a decision. This differentiation pattern not only reflects the different judgments of enterprises on market trends, but also highlights the differences in risk tolerance and response strategies among various links in the industrial chain.