FW
Fashion for Good announced a major step toward sustainable fashion on November 27, 2025, with the launch of the Future Forward Factory blueprint. This first-of-its-kind, open-source guide is designed to break the decarbonization deadlock in textile manufacturing, which is one of the industry's biggest emissions hotspots.
The blueprint provides five practical, financially viable pathways for Tier 2 manufacturers in India—focusing on textile dyeing, treatment, and finishing—to achieve near-net-zero operations. Full implementation of the processes and infrastructure upgrades can lead to a drastic 93% reduction in carbon emissions, alongside a 33% drop in water usage and a 41% cut in electricity consumption.
By including critical financial analysis like payback periods and an overview of government incentives, the blueprint provides a clear, implementable "how-to" for factory transformation, systematically dismantling the barrier of high upgrade costs.
Developed with partners including Laudes Foundation and anchor partner Arvind Mills, Fashion for Good is already exploring the set-up of the first fully operational Future Forward Factory to serve as a real-world proof of concept. This initiative aims to accelerate the fashion industry’s essential transition to a regenerative future.
The European apparel and textile sector is bracing for mandatory price increases following the fast-tracked EU decision to abolish the €150 customs duty exemption (de minimis) for non-EU e-commerce imports. This shift, set for early 2026 rather than the original 2028 target, aims to level the playing field for domestic retailers. The change will impose tariffs and potential handling fees—such as the proposed €2 charge per low-value shipment—directly onto the massive influx of foreign goods. This directly affects the profitability model of ultra-low-cost online giants like Shein and Temu, which drove the surge of over 4.6 billion low-value parcels into the bloc last year, with over 90% originating from China.
Mandatory data and compliance friction
Beyond tariffs, the industry must contend with heightened compliance expenses under the Import Control System 2 (ICS2). This requires e-commerce platforms and carriers to submit granular data, including precise 6-digit Harmonized System (HS) codes and consignee details, before goods arrive. Non-compliance, such as using vague product descriptions, risks shipment rejection and administrative penalties, directly increasing supply chain friction and costs.
For established European retailers, who are currently struggling against the competition that has captured an estimated 20% of the EU's online clothing market, the customs overhaul presents a critical, if delayed, opportunity to regain competitiveness and ensure imported garments meet EU safety and sustainability standards.
Renowned designer Patricia Urquiola is set to present a completely new and immersive design experience, 'among-all,' at Heimtextil 2026, running from January 13 to 16, 2026. This installation, located in Hall 3.0, is the second chapter in her ongoing exploration of "textile thinking" and places human interaction at its core.
Visitors become active participants as their movements are detected by an AI-driven LED wall and morphed into hybrid beings, demonstrating how textiles function as transformative and intelligent materials that combine craftsmanship and technology.
The project strongly emphasizes circular and sustainable design. Material highlights include Ohoskin, an Italian textile made from orange by-products that serves as a high-performance alternative to leather, and carpets created from woolen salvages and production remnants by 13RUGS by rohi. Furthermore, a 3D-printed entrance portal is made from ECONYL chips. 'among-all' offers a futuristic vision of interior design where material life cycles are embedded in the creation process.
The Renewable Materials Conference (RMC) 2026 is set to be the premier international meeting point for shaping the future of the renewable carbon economy. Scheduled for September 22–24, 2026, in Siegburg/Cologne, Germany, the event, organized by the nova-Institute, will focus on "Defossilisation through innovation".
Defossilisation—replacing fossil carbon with renewable sources like biomass, direct CO2 utilisation, and recycling—is increasingly recognized as the only viable path to a climate-neutral chemical and plastics sector. With the extraction and use of fossil resources being the largest contributor to human-made climate change, the conference will tackle this critical transformation.
The RMC is expected to gather 400–500 participants from across the globe, including innovators, companies, brands, investors, and policymakers. Attendees are invited to take part in the transformation now, with early bird registration, exhibition and workshop booking, and abstract submissions already open. A key highlight will be the "Renewable Material of the Year 2026" award, for which innovations are currently being accepted.
Vietnam's textile and garment sector, the world's third-largest exporter behind China and Bangladesh, is set for robust expansion, projecting export revenues to hit $46 billion in 2025, representing a solid 5.6% year-on-year increase. This optimism is driven by manufacturers successfully securing orders well into the first quarter of 2026, a clear sign of global brands continuing to diversify sourcing away from China. The United States remains the key driver, expected to contribute $18.6 billion in revenue, an over 11% rise from the previous year, underscoring Vietnam's critical role in the global apparel supply chain.
The crucial green and digital shift
However, this growth trajectory is contingent on addressing significant internal challenges, particularly the pressure to meet increasingly stringent global sustainability standards. To maintain competitiveness, the sector is currently undergoing a "dual transformation": digitalization and greening. Industry leaders, like the Vietnam Textile and Apparel Association (VITAS), emphasize that this transition is mandatory, not optional. Key initiatives include massive investments in AI-powered production lines and Cold-Pad-Batch (CPB) dyeing technology, a greener process that can reduce utility costs by over 70% and lower emissions.
Navigating rising costs and trade policy
Despite its strong export performance, Vietnamese production costs are reportedly 40-45% higher than rivals like Bangladesh, and the country remains heavily dependent on importing up to 95% of its raw materials, including cotton and synthetic fibers. This dependency creates vulnerability, especially under tightening rules of origin within Free Trade Agreements (FTAs) like the EVFTA. Therefore, the strategic focus is on increasing the domestic value-added rate (currently around 52%) and attracting high-tech foreign direct investment to close the local supply chain gaps.
Lululemon's new 17,000-square-foot flagship store in New York City's highly competitive SoHo district is more than just an expansion—it's the North American debut of a critical, new global retail design concept. This substantial investment comes as the premium athletic apparel brand battles slowing sales growth in the Americas, with comparable sales declining by 4% in the recent quarter. The SoHo location, which replaces a smaller local store, serves as a high-stakes case study in how Lululemon plans to "re-energize" its domestic market by shifting focus from transactional retail to an elevated, sensory-driven guest experience.
The Experience-First strategy
The design, featuring 3D-printed recycled materials, hand-formed tilework, and a distinct lighting installation, is rooted in "movement, connection, and sensory engagement." This approach aligns with Lululemon's broader 'Power of Three Times 2' strategy, which aims for $12.5 billion in revenue by 2026 by focusing on premium product innovation and guest experience. "Every detail has been curated to evoke emotion and connection," stated Darin Rabb, SVP of Global Brand Creative, suggesting that the brand is banking on physical design to combat increasing competition from younger athleisure labels and to justify its premium price point amid economic pressure.
Lululemon's 'Power of Three X 2' growth pillars
The brand's ambitious growth plan, 'Power of ThreeX 2', is designed to achieve $12.5 billion in total revenue by 2026—a doubling of 2021 net revenue. The strategy is anchored by doubling down on three key pillars: Product Innovation (extending core franchises and creating new technical apparel), Guest Experience (driving engagement through technology and community-focused physical stores like SoHo), and Market Expansion (quadrupling international revenue, focusing heavily on regions like China and Europe). This strategy guides all major investments, including the new flagship's experiential design.
Corporate shifts and global momentum
The store opening coincides with significant executive changes, including the departure of a long-time President of the Americas, underscoring the need for a strategic reset in the region. Meanwhile, Lululemon's International segment remains the growth engine, with net revenue surging by 22% in the last reported quarter, largely driven by expansion in China and Europe.
The SoHo flagship, set to serve as the blueprint for future North American stores, is tasked with replicating that international momentum domestically, proving that high-touch physical retail can still drive engagement even when the domestic market is struggling with product "staleness," as acknowledged by the CEO.
The youth-focused fashion brand Monki, part of the H&M Group, is making a decisive shift, eliminating all its standalone physical stores to operate as a completely digital-first entity. This aggressive move is a direct response to the challenging global retail landscape, where profitability is increasingly difficult to achieve through traditional brick-and-mortar networks, a factor contributing to the H&M Group’s reported 42% decline in Q1 2025 operating profit. Monki is abandoning the operational overhead associated with its global physical footprint, which recently comprised approximately 48 stores across 15 international markets, as part of the Group’s strategic drive to reduce complexity and concentrate investment in high-return digital channels.
Integrating into the weekday digital ecosystem
Monki's new strategy centers on its integration into the Weekday brand platform, which is also owned by H&M Group. This consolidation is designed to create a more powerful and streamlined multi-brand digital destination aimed at the 'creative generation.' The move blends Monki’s distinct graphic and street-style aesthetic with Weekday's established denim and contemporary casual wear range. This integration is crucial for competing with ultra-fast digital rivals by offering a unified and comprehensive online shopping experience. A limited number of former Monki retail locations will be transformed into multi-brand Weekday stores, providing a highly curated physical space for the combined offering.
H&M’s case study in retail rationalization
This transition—from a physical store model to purely digital with select retail presence within a sister brand—serves as a compelling case study in how established fashion conglomerates like H&M Group are adapting to omnichannel realities. By shifting Monki’s substantial digital revenue stream to a more efficient, capital-light model, the Group aims to eliminate the drag of underperforming leases. This focused investment aligns with H&M’s broader push to optimize its total store count by a net of 110 locations in 2025, directing resources toward better digital personalization and high-growth markets, ensuring Monki's long-term commercial viability within the larger portfolio.
The Indian textile supply chain is facing a significant bottleneck in the downstream garment sector, leading to an acute decline in cotton yarn prices across major trading hubs. In Mumbai, South Indian cotton yarn rates have fallen by an estimated ₹5 to ₹8 per kg, driven by intense selling pressure from stockists and spinning mills. This downward trend is a direct result of sluggish fabric lifting from readymade garment units and tight payment conditions throughout the value chain. India's textile exports, particularly ready-made garments, saw a 12.9% slump in October 2025 due to global demand slowdown and high US tariffs, compounding the domestic inventory issue.
The weakening demand cycle
The issue stems from global economic uncertainty, which has lowered demand for finished apparel and, consequently, reduced fabric production. "Slow lifting of fabric from the garment industry is the real problem," noted a Mumbai-based trader, adding that weaving units are actively discouraging higher production. This creates a classic demand-side weakness where spinners are forced to offer steeper discounts to clear inventories and improve cash flow. This challenging scenario threatens the operational viability of smaller, less financially robust spinning mills, despite the fact that India's domestic cotton yarn production and sales volumes remain relatively stable, supported by domestic apparel and home textile sectors.
Industry outlook and mitigating factors
While the immediate outlook is bearish, the industry is closely monitoring global factors. The removal of the Quality Control Order (QCO) on certain man-made fibres (MMF) intermediates by the government is expected to ease raw material costs for the downstream garment sector, potentially boosting demand for yarn as an input.
Furthermore, an expected recovery in domestic demand is forecasted to drive cotton yarn volumes up by 5-6% in 2026. However, the pressure on the ₹4,500 Cr spinning segment highlights the vulnerability of India's textile sector to global demand swings and the need for stronger financial support for the entire value chain
H&M Group is executing a major strategic overhaul, prioritizing the quality and profitability of its retail footprint over sheer volume. The company's plans for 2025 reveal a significant net reduction in physical stores: a planned 190 store closures will be partially offset by 80 new openings, leading to a net closure of 110 locations. This aggressive rationalization strategy comes as the fast-fashion giant aims to improve operational efficiency after a reported 42% drop in Q1 2025 operating profit, a figure heavily impacted by high inventory costs and macroeconomic slowdown.
Streamlining the global footprint
The majority of the closures will target underperforming, smaller-format stores in mature Western European and North American markets, where retail penetration is already high and the transition to online shopping is advanced. This is exemplified by the complete physical phase-out of the Monki brand's standalone stores, integrating its offerings solely onto digital platforms and select multi-brand Weekday locations. H&M CEO, Daniel Ervér, emphasized that this is a "deliberate move to secure a profitable and sustainable growth trajectory," signaling a shift from blanket expansion to highly targeted, high-return investment.
Investing in the omnichannel future
While the gross number of closures (190) is high, the 80 new stores and substantial investment in existing flagships underscore a belief in a hybrid omnichannel future. The new locations are strategically placed in high-growth areas, particularly in emerging markets like Latin America and Southeast Asia, and are designed to be larger, technologically integrated "experience hubs." By shedding unprofitable physical assets and maintaining a rigorous focus on digital sales (which now surpass 30% of total revenue), H&M is aligning its real-world presence with modern consumer behavior and the demands of its $400 million inventory challenge.
The secondhand wholesale sector, once seen as the back end of fashion, is now leading a quiet revolution, one that blends sustainability, technology, and profit. A new white paper, ‘The Financial Impact of Upcycling and Value-Added Services on Secondhand Wholesalers in 2025’, reveals how upcycling has turned this once low-margin industry into one of fashion’s most profitable and purpose-driven frontiers.
From scrap to status symbol
The single most striking insight from the study is the margin transformation of wholesalers who have shifted from mere resale to value-added upcycling. Upcycling, the art of converting discarded garments into higher-value pieces is proving to be a game-changer. Wholesalers who previously operated on slim 10-20 per cent margins are now seeing returns as high as 45 per cent, driven by the consumer’s appetite for authenticity and environmental consciousness.
Table: Comparative Margins in Secondhand Wholesale Operations (2025)
|
Operation type |
Typical gross margin (estimated) |
Retail markup (upcycled vs. secondhand) |
|
Standard Bulk Wholesale |
10-20% |
N/A |
|
Upcycled Product Lines |
30-45% |
2.5-4x Higher |
The table highlights the fundamental economic shift in the secondhand value chain. Upcycled lines not only double gross margins but also command a retail markup up to four times higher than basic resale goods. This shift reflects a new consumer mindset where uniqueness, craftsmanship, and sustainability justify luxury pricing. Younger demographics particularly Gen Z and Millennials are driving this change. They view upcycled products not as ‘used’ but as ‘reinvented’. Their willingness to pay more for sustainability-aligned, one-of-a-kind pieces has positioned upcycled fashion as the new expression of conscious luxury.
The new luxury blueprint
The success of upcycling isn’t just a story of creative re-engineering; it’s a story of strategic collaboration. Wholesalers with technical expertise in sorting and remanufacturing have become essential partners for major fashion brands grappling with Extended Producer Responsibility (EPR) mandates. A landmark example is the Bank & Vogue-Tapestry partnership, where post-consumer denim was transformed into the Coach Signature Denim Soho Bag.
The collection, made from reclaimed jeans, sold out multiple times not just because of its design, but because of its story. It symbolized how purpose can be profitable, merging circular design with brand prestige. “Bank & Vogue’s collaboration with Tapestry to upcycle post-consumer denim into the Coach Signature Denim Soho Bag remains a landmark case—selling out multiple times and demonstrating that upcycled luxury can combine profit with purpose.”
Such partnerships mark the institutionalization of upcycling within mainstream fashion. For brands, they offer compliance and narrative capital. For wholesalers, they unlock access to premium brand ecosystems and international markets turning sustainability from a cost into a competitive advantage.
Efficiency meets creativity with AI
Upcycling’s primary challenge lies in its labor intensity. Skilled artisans designers, cutters, and sewing specialists now account for 30-40 per cent of total production costs in upcycling operations. However, AI and automation are rapidly changing that equation. AI-powered textile sorting systems are enabling wholesalers to automatically identify fabrics suitable for reuse, improving precision and reducing manual handling. Similarly, robotic cutting machines are standardizing repetitive tasks while minimizing material waste.
Early adopters report 20 per cent labor savings and substantial reductions in error rates. These efficiencies are turning small, fragmented workshops into scalable production ecosystems. The data highlights a dual imperative:
upcycling is both an art and a process industry. Wholesalers who integrate AI-driven sorting, automated repair, and digital workflow tools will achieve sustainable scalability. The winners in 2025 will be those who can balance creativity with throughput turning fashion waste into a repeatable, profitable system.
Transparency Is the new loyalty
In a market where sustainability has become table stakes, transparency is now the true differentiator. Surveys reveal that 70 per cent of global consumers factor in environmental impact before making fashion purchases. Wholesalers are responding by embedding digital product passports and blockchain-based traceability into their operations. These tools allow consumers to see each garment’s lifecycle, from raw textile to upcycled product and track its carbon footprint and production story.
Transparency thus has become an emotional anchor for modern consumers. It transforms secondhand products into traceable, storied items that reflect ethical pride. This digital trust loop proof of origin, impact, and transformation fosters loyalty and enables premium pricing across platforms. The hybrid model of 2025
The white paper concludes that the most resilient business model is a hybrid structure combining bulk resale for volume with upcycled collections for value. This diversified approach cushions wholesalers against market volatility while aligning them with multiple revenue channels from luxury collaborations to online sustainability marketplaces. Diversification mitigates dependence on single buyer segments. It allows wholesalers to operate across the entire value spectrum of the circular economy from low-margin, high-turnover bulk trade to high-margin, branded upcycle partnerships.
The secondhand wholesale sector is no longer the endpoint of fashion it’s the beginning of regeneration. By merging technology, artistry, and ethical enterprise, upcycling has rewritten what luxury means in 2025. Where once wholesalers dealt in discarded fabrics they now deal in cultural capital a fusion of sustainability and storytelling that’s profitable, premium, and profoundly transformative.
