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The Department of Textiles, Government of Tamil Nadu, has concluded its inaugural pavilion presence at Heimtextil 2026, marking a significant transition from traditional handloom exports to high-value home and technical textiles. This move aligns with the finalization of the India-EU Free Trade Agreement in early 2026, which is expected to eliminate 9 per cent to 12 per cent tariffs on Indian textile exports. State officials anticipate, clusters like Karur and Erode, which contributed to an 11.4 per cent export growth in H1, FY26, will now command a competitive edge over regional rivals in the $151 billion global home textile market.
Technical textile integration and circularity initiatives
Capitalizing on the rising demand for functional fabrics, the state has formalized a partnership with Messe Frankfurt to host the Techtextil India Summit in Coimbatore in November 2026. This initiative addresses the 10 per cent CAGR observed in technical textiles compared to 4 per cent CAGR in traditional segments. Furthermore, the state is institutionalizing the circular economy, with Tamil Nadu-based enterprises scaling PET bottle-to-fiber conversion. Current data suggests, India's recycled PET market is expanding at a 7.35 per cent CAGR, with Tamil Nadu leading in pre-consumer waste upcycling and textile-to-paper innovation.
Case study: GI-tagged silk diversification
A localized success story emerged from the handloom segment, where artisans successfully transitioned GI-tagged silk from apparel into the home décor niche. Traditionally restricted to dhotis and saris, these authentic fabrics were converted into premium cushion covers and laptop sleeves. This strategy addresses the growing international consumer preference for heritage-based, sustainable luxury, effectively insulating small-scale weavers from the price volatility of the global cotton market while securing higher margins through value addition.
As India’s premier textile exporting state, Tamil Nadu manages a comprehensive value chain from spinning to technical textiles. Key hubs include Tiruppur for knitwear and Karur for home furnishings. With a $1 trillion state economy target, the government is prioritizing technology upgradation and local procurement policies for technical textiles.
Saks Global has initiated a strategic restructuring of its physical footprint, moving to shutter nine full-line stores across the United States. Disclosed in recent bankruptcy court filings, this decision targets eight Saks Fifth Avenue locations - including sites in Philadelphia, New Orleans, and Phoenix - and one Neiman Marcus outpost in Boston. The closures represent a decisive effort to stabilize operations following the company’s January 2026 Chapter 11 filing. By eliminating underperforming real estate, leadership aims to preserve liquidity and mitigate the financial strain of the $2.7 billion acquisition of Neiman Marcus Group, which has been complicated by high interest rates and a cooling luxury market.
Digital integration and personalization shifts
As part of its operational overhaul, Saks Global is centralizing its home décor division, Horchow, into the Neiman Marcus e-commerce platform effective February 19. This transition accompanies the closure of most standalone Fifth Avenue Club styling suites, signaling a move away from high-overhead physical service centers toward a more agile, digital-first engagement model. Management is prioritizing full-price luxury sales over its off-price banners, having already announced the termination of most Saks OFF 5th and Neiman Marcus Last Call operations. This strategic pivot focuses resources on the ultra-wealthy consumer segment, where brand loyalty remains resilient despite broader retail volatility.
Market outlook and competitive pressures
The restructuring arrives as the US luxury sector faces a ‘debt wall’ and intensified competition from direct-to-consumer digital brands. Saks Global currently owes over $700 million to top-tier vendors, including $136 million to Chanel and approximately $60 million to Kering. Industry analysts suggest, the merger’s initial promise of a luxury ‘powerhouse’ has been hampered by a 40 per cent geographical overlap between Saks and Neiman locations. The current consolidation is essential to prevent internal cannibalization and to reassure creditors as the company seeks to emerge from bankruptcy later this year.
Saks Global is a premier luxury retail holding company overseeing iconic banners including Saks Fifth Avenue, Neiman Marcus, and Bergdorf Goodman. Formed through a 2024 merger to create a consolidated high-end titan, the group serves the North American market via flagship stores and advanced digital platforms. The current restructuring prioritizes high-margin, full-price luxury to stabilize a multibillion-dollar debt profile and secure long-term profitability.
The Ministry of Environment, Forest and Climate Change (MoEFCC) has notified the Solid Waste Management (SWM) Rules, 2026, effective April 1, marking a definitive shift toward source-based governance for India's textile hubs. The new regulations replace decade-old norms, mandating four-stream segregation (wet, dry, sanitary, and special care) for all ‘Bulk Waste Generators’ - entities spanning over 20,000 sq m or generating more than 100 kg of waste daily. Under the Extended Bulk Waste Generator Responsibility (EBWGR) framework, garment factories and industrial parks must now process wet waste on-site or purchase compliance certificates, effectively internalizing waste costs previously managed by municipal bodies.
Industrial energy transition and RDF substitution
A critical lever in the 2026 rules is the mandatory diversion of non-recyclable textile waste into Refuse Derived Fuel (RDF). Industrial units, including cement plants and textile clusters utilizing solid-fuel boilers, are now required to substitute 15 per cent of their fuel consumption with RDF over a six-year horizon. This move targets the estimated 1.85 lakh tons of daily solid waste in India, of which nearly 30 per cent is contributed by bulk generators. By strictly limiting landfills to inert, non-recoverable materials and imposing higher fees for unsegregated disposal, the government is incentivizing a circular economy that mirrors the European Union's Waste Framework Directive.
Trade implications and buyer audit ability
This regulatory overhaul arrives as Indian exporters face a ‘debt of compliance’ in Western markets. With the EU’s suspension of GSP benefits in January 2026, Indian apparel now incurs the full 12 per cent MFN duty, making operational efficiency paramount. The SWM Rules 2026 establish a Centralized Online Portal for real-time lifecycle tracking, providing the auditable ‘Green Credentials’ demanded by US and EU brands. As domestic ESG (Environmental, Social, and Governance) standards align with global benchmarks, the Indian textile sector - projected to reach $350 billion by 2030- is positioned to transform waste management from a cost center into a strategic trade advantage.
The Indian textile industry contributes 2.3 per cent to the national GDP and 12 per cent of total exports. Traditionally a ‘collect and dump’ sector, it is now transitioning to a circular model under the Tex-Eco Initiative. With plans to scale exports to $100 billion, the government is prioritizing technology upgrades and the remediation of legacy dumpsites to ensure long-term global competitiveness.
The Ministry of Environment, Forest and Climate Change (MoEFCC) has notified the Solid Waste Management (SWM) Rules, 2026, effective April 1, marking a definitive shift toward source-based governance for India's textile hubs. The new regulations replace decade-old norms, mandating four-stream segregation (wet, dry, sanitary, and special care) for all ‘Bulk Waste Generators’ - entities spanning over 20,000 sq m or generating more than 100 kg of waste daily. Under the Extended Bulk Waste Generator Responsibility (EBWGR) framework, garment factories and industrial parks must now process wet waste on-site or purchase compliance certificates, effectively internalizing waste costs previously managed by municipal bodies.
Industrial energy transition and RDF substitution
A critical lever in the 2026 rules is the mandatory diversion of non-recyclable textile waste into Refuse Derived Fuel (RDF). Industrial units, including cement plants and textile clusters utilizing solid-fuel boilers, are now required to substitute 15 per cent of their fuel consumption with RDF over a six-year horizon. This move targets the estimated 1.85 lakh tons of daily solid waste in India, of which nearly 30 per cent is contributed by bulk generators. By strictly limiting landfills to inert, non-recoverable materials and imposing higher fees for unsegregated disposal, the government is incentivizing a circular economy that mirrors the European Union's Waste Framework Directive.
Trade implications and buyer audit ability
This regulatory overhaul arrives as Indian exporters face a ‘debt of compliance’ in Western markets. With the EU’s suspension of GSP benefits in January 2026, Indian apparel now incurs the full 12 per cent MFN duty, making operational efficiency paramount. The SWM Rules 2026 establish a Centralized Online Portal for real-time lifecycle tracking, providing the auditable ‘Green Credentials’ demanded by US and EU brands. As domestic ESG (Environmental, Social, and Governance) standards align with global benchmarks, the Indian textile sector - projected to reach $350 billion by 2030- is positioned to transform waste management from a cost center into a strategic trade advantage.
The Indian textile industry contributes 2.3 per cent to the national GDP and 12 per cent of total exports. Traditionally a ‘collect and dump’ sector, it is now transitioning to a circular model under the Tex-Eco Initiative. With plans to scale exports to $100 billion, the government is prioritizing technology upgrades and the remediation of legacy dumpsites to ensure long-term global competitiveness.
In a defining moment for the regional apparel landscape, Youngone Corporation has crossed the $1 billion export milestone from Bangladesh, becoming the first foreign industrial entity to achieve this feat. This breakthrough marks a strategic pivot from high-volume basic garments toward high-margin technical textiles and Man-Made Fiber (MMF) products. While traditional exports are facing margin pressures, Youngone’s focus on complex outerwear and functional gear - fetching an average unit price of $23, significantly higher than the industry average - has fortified its market position. The group's vertical integration strategy, particularly its massive investment in polyester fabric manufacturing at the Korean Export Processing Zone (KEPZ), provides a blueprint for the ‘backward linkage’ model required for Bangladesh’s post-LDC graduation.
Institutionalizing growth through skill and solar innovation
The corporation’s roadmap extends beyond manufacturing to structural sector upgrading. Kihak Sung, Chairman recently announced a plan to establish a dedicated textile and fashion college in Chattogram, aimed at bridging the technical skill gap as the industry transitions to automation. Concurrently, the group is finalizing a 40 MW rooftop solar project, the largest of its kind globally, to decarbonize its industrial footprint. These initiatives address the dual challenges of rising energy costs and Western ‘masstige’ brands' stringent ESG (Environmental, Social, and Governance) mandates. By aligning large-scale industrial infrastructure with human capital development, Youngone is transforming Bangladesh from a low-cost assembly point into a sophisticated, world-class textile hub capable of sustaining billion-dollar annual growth.
Founded in 1974 by Kihak Sung, Youngone is a premier global manufacturer of outdoor apparel and footwear. Employing 70,000 workers in Bangladesh, it operates the flagship Korean Export Processing Zone (KEPZ). With annual global revenues of $2.5 billion, the group is aggressively expanding into synthetic fibers and high-tech sportswear to lead the world’s performance-driven fashion markets.
A century after outfitting the first American ascent of Mt Everest, the retail arm of Eddie Bauer LLC has filed for Chapter 11 bankruptcy protection in the District of New Jersey as of February 9, 2026. Involving over $1 billion in debt, the filing marks a critical bifurcation of the brand: while the 180+ physical stores in the US and Canada begin liquidation sales, the Eddie Bauer intellectual property and digital operations remain shielded under Authentic Brands Group (ABG) and its licensee, Outdoor 5 LLC.
Strategic wind-down amid margin compression
The bankruptcy follows a challenging fiscal period where the ‘gorpcore’ fashion trend failed to offset rising operational overheads. According to Marc Rosen, CEO, Catalyst Brands (the joint venture managing the retail footprint), high inflation and ‘ongoing tariff uncertainty’ exacerbated a structural decline in mall-based traffic. While the global outdoor clothing market is projected to reach $20.95 billion by year-end, legacy retailers like Eddie Bauer have struggled to match the technical prestige of rivals like Arc’teryx, which saw double-digit growth in 2025.
Transitioning to a digital-first ‘Harvest’ model
The restructuring aims for a ‘going-concern’ sale by March 12, 2026, though analysts suggest a full transition to an e-commerce and wholesale-only model is the most probable outcome. By separating the high-cost physical stores from the profitable IP, ABG continues its ‘capital-light’ strategy. This shift mirrors a broader 2026 retail trend where established brands sacrifice their storefront legacy to preserve brand equity in the digital and multi-brand wholesale space.
Founded in 1920 in Seattle, Eddie Bauer pioneered the quilted down jacket. Today, Authentic Brands Group owns the IP, while Catalyst Brands (a JCPenney/SPARC JV) operates the retail stores. It focuses on outdoor lifestyle apparel across North American and German markets.
Following the 2026 Chapter 11 filing, the brand is transitioning to a digital-first wholesale model. By offloading roughly 180 underperforming physical locations, the brand aims to return to profitability by leveraging high-margin licensing fees and e-commerce through partner Outdoor 5 LLC.
The high-level official visit of the Central Silk Board (CSB) to Vietnam marks a definitive shift in the Indo-Pacific textile trade, moving beyond simple raw material exports toward deep structural integration. Led by Dr Naresh Babu N, Joint Secretary (Tech), the five-day delegation focused on harmonizing India’s upstream strengths in natural fibers with Vietnam’s high-velocity manufacturing capabilities. By engaging with the Vietnam Textile and Apparel Association (VITAS) and local craft villages like Van Phuc, the mission established a roadmap for joint R&D and technology transfer. This collaboration is strategically timed to address global supply chain realignments, where Indian silk entrepreneurs are increasingly viewed as essential partners for Vietnam’s $46 billion garment export economy.
Strengthening regional resilience against global volatility
The partnership aims to mitigate the risks posed by emerging global trade policies, including shifting reciprocal tariffs in the US market. While India recently secured a 0 per cent duty access for silk under a landmark agreement with Washington, Vietnam remains a critical ally in building a resilient regional supply chain that reduces dependence on single-source inputs. Strategic discussions centered on establishing bilateral innovation funds to develop green technologies and recycled materials. Indian expertise in shuttleless loom technology, which remains significantly more cost-effective than European alternatives, offers Vietnamese manufacturers a pathway to enhance production efficiency while maintaining competitive pricing for international luxury and ‘masstige’ brands.
Sustainable growth and sericulture-tourism synergy
A pivotal takeaway from the visit involves the cross-pollination of the sericulture-tourism model, where traditional weaving clusters are transformed into integrated cultural hubs. India is looking to replicate the successful Vietnamese model that links embroidery, fashion design, and market access with tourism. This engagement balances tradition with modern industrial excellence, creating a multi-category ecosystem that supports both rural artisans and large-scale exporters, noted a delegation representative. With India's textile industry valued at $170 billion, these institutional linkages are expected to culminate in significant participation at Bharat Tex 2026, solidifying the two nations as the primary architects of the future Asian apparel corridor.
Established in 1948, the CSB is a statutory body under India's Ministry of Textiles tasked with the holistic development of the silk industry. It oversees research, technology transfer, and quality certification for silk categories including Mulberry, Tasar, Eri, and Muga. With India as the world's second-largest silk producer, CSB’s current growth strategy focuses on high-tech reeling and international R&D collaborations to enhance global competitiveness and achieve sustainable production targets by 2030.
The conclusion of the ninth Istanbul Fashion Connection (IFCO) on February 7, 2026, marked a definitive shift in Türkiye’s textile strategy from volume-based competition to a design-led, high-tech export model. While total apparel exports for 2025 faced a 7.4 per cent decline due to weak EU demand and rising energy costs, IFCO February 2026 successfully engaged 29,746 professional visitors from 134 countries. This attendance underscores a renewed sourcing interest from the Middle East (39.4 per cent of visitors) and North Africa, providing a vital counterweight to the stagnant 0.7 per cent contraction in EU-destined textile shipments.
Navigating the ‘Twin Transformation’ and margin pressures
Turkish manufacturers are currently implementing an EU-backed €7 million green transformation project to mitigate the impact of the European Green Deal. With production capacity in the apparel sector stabilizing at 74.2 per cent, firms are deploying AI-driven defect detection and digital printing to offset labor-intensive overheads. We are no longer just a link in the supply chain; we are a strategic partner chain, stated Mustafa Gültepe, President, TİM. This shift is evident in the growth of technical textiles, which grew 4.5 per cent last year, and the introduction of the E2B (Experts to Business) program to accelerate e-export scaling.
Securing market share through craftsmanship and tech
The debut of Linexpo within IFCO highlights Türkiye's aggressive move into the intimate apparel and seamless technology segments, where short lead times offer a 2 per cent tariff-equivalent advantage over Asian rivals. By showcasing AI-generated environments at The Core Istanbul, designers demonstrated that Türkiye’s 10-year low in cotton supply is being countered by a 6.5 per cent rise in the use of high-value synthetic fibers and organic blends. This ‘farm-to-foreign’ integration, supported by the PM MITRA-style mega-park logic of the Istanbul Expo Center, remains the primary vehicle for achieving the industry’s long-term $40 billion export target.
İHKİB represents Türkiye’s $26 billion apparel and textile sector, serving as the EU’s third-largest supplier. With a focus on ‘twin transformation’ (digital and green), the association manages global hubs like IFCO to transition 6,500+ member companies toward value-added, sustainable manufacturing and branded exports.
In a significant shift toward industrial self-reliance, a high-level technical committee has reached a consensus to increase cash incentives for garments manufactured with locally produced yarn.
The proposal aims to raise the incentive from the existing 1.5 per cent to as high as 5 per cent, a move designed to decouple the $45 billion Ready-Made Garment (RMG) sector from its heavy reliance on imported raw materials. This strategic recalibration, discussed during a recent inter-ministerial evaluation, is viewed as a critical lifeline for domestic spinning mills, which have seen nearly 50 textile units shut down and others operating at just 50 per cent capacity due to high energy costs and competitive import pressures.
Boosting compliance and regional competitiveness
The incentive hike is strategically timed as Bangladesh prepares for its November 2026 graduation from Least Developed Country (LDC) status. Industry leaders, including representatives from the BGMEA and BTMA, argue, a 5 per cent support level is essential to make domestic yarn commercially viable against cheaper imports. Raising the incentive would enable us to revive over 350 idle apparel units, transforming them back into tax-contributing entities, noted Shehabuddoza Chowdhury, Vice-President, BGMEA. Beyond fiscal relief, the move strengthens ‘backward linkage’ transparency- a growing requirement for Western ‘masstige’ brands demanding verified, sustainable supply chains.
Institutional deadlines and fiscal sustainability
While the government has initially consented to the increase, the Ministry of Finance remains cautious regarding the fiscal impact. The 10-member technical committee is tasked with submitting a final impact report by February 16, 2026, analyzing the budgetary cost versus the projected gains in employment and export revenue. This policy intervention serves as a preemptive measure to safeguard market share in the EU and US, where Bangladesh faces evolving tariff regimes. By incentivizing local sourcing, the administration hopes to transition from a low-wage assembly model to a vertically integrated, high-value textile ecosystem capable of sustaining long-term global dominance.
The textile and apparel industry accounts for over 80 per cent of Bangladesh’s exports and 13 per cent of its GDP. Comprising thousands of factories, the sector is shifting from basic cotton knits to high-value technical textiles and MMF. With a target of $100 billion in exports by 2030, the industry is prioritizing green energy and local value addition.
Nike is executing a decisive return to its technical roots, reintroducing All Conditions Gear (ACG) as a standalone outdoor performance brand on February 3, 2026. A part of Elliott Hill, CEO’s ‘Sports Offense; strategy, this maneuver seeks to capture a larger share of the global outdoor clothing market, which is projected to grow to $20.95 billion by the end of 2026. Central to this offensive is the inauguration of the ‘ACG Base Camp’ in Beijing’s Taikoo Li Sanlitun, a dedicated retail destination serving as a physical manifestation of the brand’s rugged identity.
Consolidating performance and elite testing
In a significant structural shift, Nike has folded its specialized Nike Trail category entirely into the ACG umbrella. This integration leverages Nike’s legacy in road-running technology -specifically the ZoomX foam and carbon-plate architecture found in the new ACG Ultrafly - to deliver high-speed performance for the trail. To validate this technical gear, the brand has expanded its All Conditions Racing Department, a 22-athlete elite squad tasked with prototype testing. This is a recommitment to the wild, stated Scott LeClair, Vice President and General Manager, ACG, emphasizing a focus on three core pillars: hiking, trail running, and exploration.
Strategic market positioning and partnerships
The relaunch coincides with a 4.5 per cent rise in technical textile demand as consumers move from urban ‘gorpcore’ fashion toward authentic outdoor participation. Nike is securing this enthusiast base through title sponsorships of premier independent races, including the Broken Arrow Skyrace and the Chongli 168 Ultra Trail. While Nike's overall direct-to-consumer revenues faced a 9 per cent decline in Q2, FY26, the high-performance running segment grew over 20 per cent, providing a clear financial mandate for the ACG pivot. By aligning with events like the Milano Cortina 2026 Winter Olympics, Nike aims to restore its identity as the premier innovator for athletes navigating the world's most demanding environments. Launched in 1989, ACG is Nike’s specialized division for all-weather, all-terrain apparel and footwear. It targets high-performance trail runners and hikers across key markets in North America, Europe, and Asia-Pacific.
Growth and financial outlook
Under the ‘Win Now’ action plan, Nike is diversifying its portfolio to reach a $40 billion long-term export and retail target. ACG serves as the primary vehicle for high-margin, technical apparel growth, aiming to reclaim market share from specialty outdoor rivals.
