(June 1, 2026) Driven by upgraded market demand and industry clearance policies, the domestic silica industry will move away from chaotic expansion in 2026, and the industry landscape will undergo a disruptive restructuring. The industry as a whole is characterized by accelerated clearing of small and medium-sized enterprises, concentrated expansion by leading companies, and capacity concentration in advantageous regions. Leading listed companies are intensively launching new construction, technological upgrades, and integrated supporting projects, highlighting trends of industry incentivity, scale, and integration, officially entering a new stage of high-quality competition led by industry leaders. 

According to industry capacity statistics, in the first half of 2026, total domestic silica production capacity will continue to grow steadily, but capacity structure will show significant differentiation. All new capacity this year will be concentrated among leading industry companies, focusing on high-dispersion tire specialty and high-end gas phase products, with no new low-end general precipitation capacity added. Meanwhile, domestic regions continue to advance the rectification of inefficient capacity. Many small and medium-sized, high-energy-consuming, and outdated silica production lines in traditional production areas such as Shandong, Jiangsu, and Fujian have successively shut down and retired, continuously clearing out low-end ineffective capacity, effectively alleviating the long-standing pain point of homogenized competition among low-end products. 

Leading enterprises are ramping up their layouts, continuously amplifying integrated capacity advantages. Since the beginning of this year, core enterprises such as Quecheng Co., Linke Technology, and Hoshine Silicon Industry have continuously pushed capacity expansion and industrial chain upgrades. Leading enterprises rely on their own upstream and downstream resources such as silicon ore, soda ash, and steam to build integrated production bases, significantly reducing production costs while ensuring product quality stability and supply capability. Compared to small and medium-sized manufacturers' single production lines, lack of supporting facilities, and high energy consumption production models, leading integrated projects have triple advantages in cost, quality, and delivery, occupying an absolute dominant position in downstream major client bidding and overseas export orders, with market resources continuously concentrated in the leaders. 

The regional agglomeration effect is becoming more prominent, and industrial layout is becoming more rational. Currently, domestic white carbon black production capacity is gradually shifting to advantageous regions with abundant energy, concentrated raw materials, convenient logistics, and well-developed environmental protection facilities. Energy- and raw material-rich regions such as Xinjiang, Yunnan, and Sichuan have become core carriers of new high-end production capacity, abandoning the previous extensive and scattered development model. Centralized and park-based production layouts not only facilitate centralized environmental management and unified optimization of energy consumption, but also facilitate the formation of industrial cluster effects, promote coordinated development of upstream and downstream supporting enterprises, and further enhance the overall competitiveness of the domestic white carbon dioxide industry. 

The centralized procurement model for downstream major clients accelerates the industry's survival of the fittest. As the concentration of downstream industries such as tires, photovoltaics, and adhesives continues to increase, leading downstream enterprises generally adopt annual centralized procurement and designated supporting models, placing extremely high demands on supplier capacity scale, product stability, and continuous supply capacity. Small and medium-sized white carbon companies struggle to meet large customer support standards due to dispersed capacity, single categories, and unstable quality control, resulting in a continuous shrinkage in market share. Leading companies, relying on large-scale production capacity and a full product matrix, continuously bind with leading domestic and international downstream customers, steadily improving order stability and market share. 

Market data shows that in 2026, the CR10 (market concentration of top ten companies) in the domestic white carbon black industry will increase by 5 percentage points year-on-year, reaching a five-year high, and the oligopoly pattern in the industry has basically taken shape. Supported by optimized capacity structure, overall industry profitability has steadily recovered, completely changing the previous situation of low-end overcapacity causing narrow profits and losses across the industry, with profits continuing to concentrate in top-tier high-quality capacity. 

Industry analysts point out that the domestic silica industry will completely end the era of "wild growth" of capacity expansion. The threshold for new capacity will continue to rise, and environmental protection, energy consumption, scale, and supporting facilities will become mandatory entry requirements. Future industry competition will no longer be just price contests, but a contest of comprehensive strength in scale, integration, and customization. As leading companies continue to release capacity and the industry landscape continues to optimize, the domestic silica industry will gradually achieve precise capacity matching to demand, industry development quality will continue to rise, and a long-term healthy development cycle begins.