The garment industry of Bangladesh has been the key export

division and a main source of foreign exchange for the last 25

years. At present, the country generates about $5 billion worth of
products each year by exporting garment. The industry
provides employment to about 3 million workers of whom 90% are
women.
Today, the developed countries are hugely dependent on the
developing nations for textile and garment manufacturing. At
present, Bangladesh ranks second in the world as the
largest apparel producers with a $20 billion business in which 80%
is earned by exporting goods.

How many garment factories are in Bangladesh?

4.62 thousand garment factories
In 2019, there were about 4.62 thousand garment
factories in Bangladesh. Although an increase from the previous
year, this was a decrease from 2013, in which there were
approximately 5.88 thousand garment factories in Bangladesh.

Overview of Bangladesh Garment Industry

Agriculture, as the case in India, has been the backbone of economy and chief source of income for
the people of Bangladesh, the country made of villages. Government wants to decrease poverty by
getting highest productivity from agriculture and achieve self-reliance in food production. Apart from
agriculture, the country is much concerned about the growth of export division. Bangladesh have
accelerated and changed her exports substantially from time to time. After Bangladesh came into
being, jute and tea were the most export-oriented industries. But with the continual perils of flood,
failing jute fibre prices and a considerable decline in world demand, the role of the jute sector to the
country's economy has deteriorated (Spinanger, 1986). After that, focus has been shifted to the
function of production sector, especially in garment industry.

The garment industry of Bangladesh has been the key export division and a main source of foreign
exchange for the last 25 years. At present, the country generates about $5 billion worth of products
each year by exporting garment. The industry provides employment to about 3 million workers of
whom 90% are women. Two non-market elements have performed a vital function in confirming the
garment industry's continual success; these elements are (a) quotas under Multi- Fibre Arrangement1
(MFA) in the North American market and (b) special market entry to European markets. The whole
procedure is strongly related with the trend of relocation of production.

Displacement of Production in the Garment Industry

The global economy is now controlled by the

transfer of production where firms of developed
countries swing their attention to developing
countries. The new representation is centred on a
core-periphery system of production, with a
comparatively small centre of permanent
employees dealing with finance, research and
development, technological institution and
modernisation and a periphery containing
dependent elements of production procedure. Reducing costs and increasing output are the main
causes for this disposition. They have discovered that the simplest way to undercharge is to move
production to a country where labour charge and production costs are lower. Since developing nations
provide areas that do not impose costs like environmental degeneration, this practice protects the
developed countries against the issues of environment and law. The transfer of production to Third
World has helped the expansion of economy of these nations and also speed up the economy of the
developed nations.

Garment industry is controlled by the transfer of production. The globalisation of garment production
started earlier and has expanded more than that of any other factory. The companies have transferred
their blue-collar production activities from high-wage areas to low-cost manufacturing regions in
industrialising countries. The enhancement of communication system and networking has played a
key role in this development. Export-oriented manufacturing has brought some good returns to the
industrialising nations of Asia and Latin America since the 1960s. The first relocation of garment
manufacturing took place from North America and Western Europe to Japan in the 1950s and the
early 1960s. But during 1965 and 1983, Japan changed its attention to more lucrative products like
cars, stereos and computers and therefore, 400,000 workers were dismissed by Japanese textile and
clothing industry. In impact, the second stock transfer of garment manufacturing was from Japan to
the Asian Tigers - South Korea, Taiwan, Hong Kong and Singapore in 1970s. But the tendency of
transfer of manufacturing did not remain there. The rise in labour charge and activeness of trade
unions were in proportion to the enhancement in economies of the Asian Tigers. The industry
witnessed a third transfer of manufacturing from 1980s to 1990s; from the Asian Tigers to other
developing countries - Philippines, Malaysia, Thailand, Indonesia and China in particular. The 1990s
have been led by the final group of exporters including Bangladesh, Srilanka, Pakistan and Vietnam.
But China was leader in the current of the relocation as in less than ten years (after 1980s) China
emerged from nowhere to become the world's major manufacturer and exporter of clothing.

Bangladesh Garment Sector and Global Chain

The cause of this transfer can be clarified by the salary structure in the garment industry, all over the
world. Apparel labour charge per hour (wages and fringe benefits, US$) in USA is 10.12 but it is only
0.30 in Bangladesh. This difference accelerated the world apparel exports from $3 billion in 1965,
with developing nations making up just 14 percent of the total, to $119 billion in 1991, with
developing nations contributing 59 percent. In 1991 the number of workers in the ready-made
garment industry of Bangladesh was 582,000 and it grew up to 1,404,000 in 1998. In USA, however,
1991-figure showed 1,106.0 thousand workers in the apparel sector and in 1998 it turned down to 765.
8 thousand.

The presented information reveals that the tendency of low labour charges is the key reason for the
transfer of garment manufacturing in Bangladesh. The practice initiated in late 1970s when the Asian
Tiger nations were in quest of tactics to avoid the export quotas of Western countries. The garment
units of Bangladesh are mainly relying on the 'tiger' nations for raw materials. Mediators in Asian
Tiger nations build an intermediary between the textile units in their home countries, where the
spinning and weaving go on, and the Bangladeshi units where the cloth is cut, sewn, ironed and
packed into cartons for export. The same representatives of tiger nations discover the market for
Bangladesh in several nations of the North. Large retail trading companies placed in the United States
and Western Europe give most orders for Bangladeshi garment products. Companies like Marks and
Spencers (UK) and C&A (the Netherlands) control capital funds, in proportion to which the capital of
Bangladeshi owners is patience. Shirts manufactured in Bangladesh are sold in developed nations for
five to ten times their imported price.

Collaboration of a native private garment industry, Desh Company, with a Korean company, Daewoo
is an important instance of international garment chain that works as one of the grounds of the
expansion of garment industry in Bangladesh. Daewoo Corporation of South Korea, as part of its
global policies, took interest in Bangladesh when the Chairman, Kim Woo-Choong, offered an
aspiring joint venture to the Government of Bangladesh, which included the growth and process of
tyre, leather goods, and cement and garment factories. The Desh-Daewoo alliance was decisive in
terms of getting into the global apparel markets at significant juncture, when import reforming was
going on in this market following the signing of MFA in 1974. Daewoo, a South Korean leading
exporter of garments, was in search of opportunities in nations, which had hardly used their quotas.
Due to the quota restriction for Korea after MFA, the export of Daewoo became limited. Bangladesh
as an LDC got the chance to export without any constraint and for this cause Daewoo was concerned
with the use of Bangladesh for their market. The purpose behind this need was that Bangladesh would
rely on Daewoo for importing raw materials and at the same time Daewoo would get the market in
Bangladesh. When the Chairman of Daewoo displayed interest in Bangladesh, the country's President
put him in touch with chairman of Desh Company, an ex-civil servant who was seeking more
entrepreneurial pursuits.

To fulfil this wish, Daewoo signed a collaboration contract with

Desh Garment for five years. The contract also incorporated the
fields of technical training, purchase of machinery and fabric, plant
establishment and marketing in return for a specific marketing
commission on all exports by Desh during the contract phase. Daewoo also imparted an exhaustive
practical training of Desh employees in the working atmosphere of a multinational company. Daewoo
keenly helped Desh in buying machinery and fabrics. Some technicians of Daewoo arrived
Bangladesh to establish the plant for Desh. The end result of the association of Desh-Daewoo was
important. In the first six years of its business, i.e. 1980/81-86/87, Desh export value increased at an
annual average rate of 90%, reaching more than $5 million in 1986/87.

It is claimed that the Desh-Daewoo alliance is a significant element for the growth and achievement
of Bangladesh's entire garment export industry. After getting linked with Daewoo's brand names and
marketing network, overseas buyers went on with buying garments from the corporation heedless of
their origin. Out of the opening trainees most left Desh Company at several times to erect their own
competing garment companies, worked as a way of moving knowledge all through the whole garment
sector.

It is essential to identify the outcomes of the process of moving production from high pay to low pay
nations for both developing and developed nations. It is a bare fact that most of the Third World
nations are now on the way to industrialisation. In this procedure, workers are working under
unfavourable working environment - minimal wages, unhealthy place of work, lack of security, no job
guarantee, forced labour etc.

The route of globalisation is full of ups and downs for the developing nations. Relocations of
comparatively mobile, blue-collar production from industrialized to developing nations, in some
circumstances, can have troublesome effects on social life if - in the absence of efficient planning and
talks between international organisations and the government and/or organisations of the host nation -
the transferred action encourages urban-bound relocation and its span of stay is short. Another
negative result is that the rise in employment and/or income is not expected to be satisfactorily large
and extensive to lessen inequality. In connection with the negative results of relocation of
manufacturing on employment in developed countries, we realize that in comparatively blue-collar
industries, the growing imports from developing nations lead to unavoidable losses in employment. It
is held that development of trade with the South was a significant reason of the disindustrialisation of
employment in the North over past few decades.

After all employees who are constantly working under unfavourable circumstances have to bear the
brunt. Work is under-control across the Bangladesh garment sector. Appalling working atmosphere
has been brought to light in the Bangladesh garment industry.

A research reveals that 90 percent of the garment

employees went through illness or disease during the
month before the interviews. Headache, anaemia, fever,
chest, stomach, eye and ear pain, cough and cold,
diarrhoea, dysentery, urinary tract infection and
reproductive health problems were more common diseases.
The garment factories gave bonus of different diseases to
the employees for working. With a view to finding out a link between these diseases and industrial
threats, health status of employees has been examined before and after coming in the garment work.
At the end of examination, it was come out that about 75 percent of the garment workforce had sound
health before they entered the garment factory. The reasons of health declines were industrial threats,
unfavourable working environment, and want of staff facilities, inflexible terms and conditions of
garment employment, workplace pressure, and low wages. Different work-related threats and their
influence on health forced employees to leave the job after few months of joining the factory; the
average length of service was only 4 years.

The garment sector is disreputable for fires, which are said to have claimed over 200 lives in the past
two years, though exact figures are tough to find. A shocking instance of absence of workplace safety
was the fire in November 2000, in which almost 50 workers lost their lives in Narsingdi as exist doors
were closed.

From the above analysis of working atmosphere of garment sector, we can state that the working
environment of most of the Third World nations, particularly Bangladesh remind us of earlier
development of garment industries in the First World nations. The state of employment in many (not
necessarily) textiles and clothing units in the developing nations take us back to those set up in the
nineteenth century in Europe and North America. The mistreatment of garment employees in the birth
period of the development of US garment factories reviewed above is more or less same as it seen
now in the Bangladesh garment industry. Can we state that garment employees of the Third World
nations living in the 21st century? Is it a return of the Sweatshop?

In a way, the Western companies are guilty of pitiable working atmosphere in the garment sector. The
developed nations want to make more profit and therefore, force the developing nations to cut down
the manufacturing cost. In order to survive in the competition, most of the developing nations select
immoral practices. By introducing inflexible terms and conditions in the business, the global economy
has left few alternatives for the developing nations.

Right Time to Make a Decision

There are two alternatives to tackle the challenge of the competitive world initiated by the continuous
pressure of global garment chain. One can continue to exist in the competition by adopting time-
honoured work systems or immoral practices. But it is uncertain how long they can continue to exist.
In connection with the garment industry of Bangladesh, we can say that this is the right time to follow
a competitive policy, which improves quality. If the MFA opportunities are eliminated, will it be
feasible to keep the competitiveness through low-wage-female labour or through further drop in
female wages? Possibly not. Since the labour charges are so minimal that with such wage, a worker is
not able to maintain even a family of two members. Enhancing the efficiency of female workers is the
only solution to increased competition. Proper education and thorough training can help achieve these
positive results. To rule the global market, Bangladesh has to come out of low wage and low output
complex in the garment industry. Bangladesh can enhance labour output through constant training,
use of upgraded technology and better working environment. Bangladesh should plan a strategy
intended for promoting skill development, speeding up technology transfer and improving
productivity height of the workers.

Another method is to adopt best system or ethical course. Those companies, which react to heightened
competition by stressing quality, speedy answer of the customers, fair practices for labourers should
have the most innovative practices. We think that we are now living in the age of competition in
producing improved quality over cost-reduction policy. The objective of change efforts at the
workplace has been modified over the time - from making the job humane in the 1960s, to job
satisfaction and output in 1970s, to quality and competitiveness in the 1980s. It is necessary for a
company to pursue a competitive policy that improves quality, flexibility, innovation and customer
care. If they rely on low costs by dropping labourers' wages and other services, they will be bereaved
of labourers' dedication to work.

Strength

. Considerable Qualified/keen to learn workforce available at low labour charges. The recommended
minimum average wages (which include Travelling Allowance, House Rent, Medical Allowance,
Maternity Benefit, Festival Bonus and Overtime Benefit) in the units within the Bangladesh Export
Processing Zones (BEPZ) are given as below; on the other hand, outside the BEPZ the wages are
about 40% lower:

. Energy at low price

. Easily accessible infrastructure like sea road, railroad, river and air communication

. Accessibility of fundamental infrastructure, which is about 3 decade old, mainly established by the
Korean, Taiwanese and Hong Kong Chinese industrialists.

. FDI is legally permitted

. Moderately open Economy, particularly in the Export Promotion Zones

. GSP under EBA (Everything But Arms) for Least Developed Country applicable (Duty free to EU)

. Improved GSP advantages under Regional Cumulative

. Looking forward to Duty Free Excess to US, talks are on, and appear to be on hopeful track

. Investment assured under Foreign Private Investment (Promotion and Protection) Act, 1980 which
secures all foreign investments in Bangladesh

. OPIC's (Overseas Private Investment Corporation, USA) insurance and finance agendas operable

. Bangladesh is a member of Multilateral Investment Guarantee Agency (MIGA) under which

protection and safety measures are available

. Adjudication service of the International Centre for the Settlement of Investment Dispute (ICSID)
offered

. Excellent Tele-communications network of E-mail, Internet, Fax, ISD, NWD & Cellular services

. Weakness of currency against dollar and the condition will persist to help exporters

. Bank interest@ 7% for financing exports

. Convenience of duty free custom bonded w/house

. Readiness of new units to enhance systems and create infrastructure accordant with product growth
and fast reactions to circumstances

Weakness
. Lack of marketing tactics

. The country is deficient in creativity

. Absence of easily on-hand middle management

. A small number of manufacturing methods

. Low acquiescence: there is an international pressure group to compel the local producers and the
government to implement social acquiescence. The US GSP may be cancelled and purchasing from
US & EU may decrease significantly

. M/c advancement is necessary. The machinery required to assess add on a garment or increase
competence are missing in most industries.

. Lack of training organizations for industrial workers, supervisors and managers.

. Autocratic approach of nearly all the investors

. Fewer process units for textiles and garments

. Sluggish backward or forward blending procedure

. Incompetent ports, entry/exit complicated and loading/unloading takes much time

. Speed money culture

. Time-consuming custom clearance

. Unreliable dependability regarding Delivery/QA/Product knowledge

. Communication gap created by incomplete knowledge of English

. Subject to natural calamities

Opportunity

. EU is willing to establish industry in a big way as an option to china particularly for knits, including
sweaters

. Bangladesh is included in the Least Developed Countries with which US is committed to enhance
 export trade

. Sweaters are very economical even with china and is the prospect for Bangladesh

. If skilled technicians are available to instruct, prearranged garment is an option because labour and
energy cost are inexpensive.

. Foundation garments for Ladies for the FDI promise is significant because both, the technicians and
highly developed machinery are essential for better competence and output

. Japan to be observed, as conventionally they purchase handloom textiles, home furniture and
garments. This section can be encouraged and expanded with continued progress in quality

Threat

. The exporters have to prepare themselves to harvest the advantages offered by the opportunities.

 Major changes are needed if the sector is to retain

its competitive edge

 The importance of the garment sector to the workers, the

banking community, and the companies themselves is well
understood to observers of the Bangladesh economy. The
recovery of this industry is critical for the revival of our economy.
The Covid-19 pandemic has provided an enormous challenge to
the RMG industry. 

 The threat to Bangladesh’s future prosperity is real. In this

article, I address, first the next two years when the industry will
be recovering from the shock of the sudden drop of demand.
 Then we look at the longer term, say another few years ending in
2030.  

 I choose 2030 as the endpoint as by then the technology of the

industry will have completely changed and the current
comparative advantage of Bangladesh’s low-cost labour force
will be largely irrelevant. To prosper for the next decade will
require major change starting immediately to maintain a
competitive edge.  

 The central bank and the government seem to have a view that
everything will come back quickly and we can expect full
recovery by 2021. We all hope that turns out to be accurate, but
most thinking about the way back is less optimistic.

 For the garment sector, prosperity rests completely on the

behaviour of the North American and European economies. The
IMF forecasts for the advanced economies conclude that the
GDP in 2022 will be the same as 2018. Clothing demand over
the next two years is very uncertain.  

 The patterns of consumption expenditures are really unknown.

Furthermore, the IMF forecasts assume there is no second wave
of infections in the advanced economies. In May 2020, there is
little support for this assumption among epidemiologists, most of
whom take the public position that such a second wave is
inevitable.  

 It is very likely that the lifting of restrictions will lead to the

second wave of deaths and infections. This may bring partial
lockdowns, lower than expected income recovery, and certainly
greater caution in making consumption expenditures not
immediately needed.  
 The garment industry faces slow recovery of demand and rising
competition as Asian and African countries fight for a larger
share of the market in the advanced economies.  

 Short-term challenges  

 What are the challenges of the next two years? First, rebuilding
the supply capacity in the face of constraints operating within the
factories. These constraints effectively reduce the production
rate.  

 To maintain the level of production reached at the end of 2019,

while maintaining the protection measures that BGMEA has
mandated, it will be necessary to operate two shifts with wages
structured to avoid increasing the labour cost per garment.  

 Demand is unlikely to return to 2019 levels until after 2022. Nor

is it likely to be feasible to remove the constraints on wider
spacing and other health safety measures until early 2022. The
supply chains are partially broken.  

 Fabric from India cannot enter the country through Benapole and
one cannot know when the Indian authorities will open the
border. Supply chains from China are struggling to get started;
some US buyers are skeptical about using Chinese fabrics and
may insist on sourcing to other countries.  

 All of this points to time and difficulty in reshaping supply chains.

Bangladesh’s competitors are fighting for a greater share of the
RMG markets. It is imperative that the supervision of the
factories’ safety rules against the virus be implemented
according to the Ministry of Labour’s instructions.  

 Bangladesh does not need the human loss or the bad publicity of
a major outbreak of Covid-19 among workers. Inevitably there
 will be many workers who become ill; it is important for the
industry to maintain the protection measures.  

 Competitiveness needs another look by the government.

Competitor countries’ currencies have depreciated against the
dollar more than the taka has. The government is using
subsidies to help the RMG factories. Exporters receive 1% of the
value of the exports. This is equivalent to a 2% depreciation of
the taka. Furthermore, there is a delay of almost a year before
factories receive this support.  

 A depreciation of the taka of 10% or an increase of the subsidy

to 5% would be an appropriate step to strengthen faltering
competitiveness.  

 Actions with longer run implications  

 The world is likely to change with shorter supply chains, rising

trade conflicts between China and the US, and uncertain demand
patterns.  

 To shorten the supply chains and increase the domestic value-

added to RMG exports there are two programs that if started in
2021 will produce significant changes by 2023. First and most
important is to upgrade the textile sector to produce domestically
the fabrics and yarns needed.  

 In FY2019 imports from China were more than $3bn for major
items. The diversification of fabrics and yarns required is a
consequence of making garments with higher domestic content.
The development of the backward linkage textile mills almost
doubled the impact of the sector in raising GDP after 1998; the
domestic content can be raised again by a serious effort to
produce the fabrics and yarns the industry needs.  
 The existing textile plants must be given the opportunity to
undertake serious upgrading of their production methods to
reach the quality and diversity needed. Bangladesh Bank and the
government must have some program to achieve this. Technical
experts are needed to prepare the upgrades.  

 The textile industry is not able to achieve the needed

improvements without such technical assistance. To achieve the
objective of improving the backward linkages the textile industry
needs to begin as soon as feasible to investigate what is
needed.  

 These are complicated issues and the major RMG factories that
are now importing fabrics and specialized yarns need to be
consulted. Ultimately it is the foreign buyer who is going to
accept the local fabric, making consultation and cooperation an
important part of the upgrading.  

 One has to be realistic, it is the foreign buyer who will decide if

local fabrics are acceptable and one is better off by seeking their
advice from the beginning. The second action that is needed is
establishing a major training program to replace a large number
of foreign workers in middle and high-level management.  

 My rough estimate is the compensation of such foreign workers

in the RMG sector comes to about $560m per annum.  

 Training plus research and development

 Upgrading many textile plants will call for more foreign workers
unless there is a well-directed training program. These foreign
experts are here as the owners of the RMG factories do not
believe that there are Bangladesh- is available to do the work.  
 The nation should be very ambitious here; establishing a
university-level program to train mechanical engineers, chemists,
and material engineers. One way to achieve this is to seek
association with one of the leading western universities with
excellent textile credentials for the garment and textile sectors.  

 In addition to training, serious relevant research and

development program is needed to raise Bangladesh to the
frontier of garment and fabric production techniques. The
industry has shown a remarkable lack of ambition largely content
to follow along.  

 The government has made some effort to develop training

facilities as has BGMEA. But these have not been successful in
achieving an international reputation. Much of what they teach is
dated and few teachers have recent international training.  

 Despite the efforts of these institutions for many years, there has
been no reduction in the use of foreign managers and middle
managers. I think there is no shortage of competent personnel to
be trained, but there is a tremendous shortage of resources.  

 Both BGMEA and the government have limited understanding of

what is needed here and do not really take this matter seriously.
But for the long run good of the sector, training and research are
essential.  

 Look at the contribution that the University of Dhaka’s IDA has

made to the economy and review the history of the resources,
methods, and time that this took. The third area is the continuing
set of issues surrounding logistical related to the garment sector.
There are short-run aspects that I skip, turning to the long-run
issues.  
  The issue is simple to state: The objective for the garment sector
is to grow 10%-12% per annum for the next decade. That
increases container outgoing shipments by a factor of two in
seven years and at the high end by a factor of three by 2030.  

 Are we able to have port facilities that can double container

export capacity in seven years? For 20 years plans and projects
for a deep-sea port have been discussed, but progress for a port
suitable for the container exports and imports is far away.  

 The Dhaka-Chittagong connection is also in desperate need of

expansion. There is no time to waste in tackling these issues.

 Forrest Cookson is an economist who has served as the first

president of AmChamand has been a consultant for the
Bangladesh Bureau of Statistics.

List of Top 50 Apparel Manufacturers in Bangladesh:

Bangladeshi garments industry has a famous reputation in the world’s
competitive garments market. Bangladesh is far ahead of other garments
manufacturing countries due to its ability to produce a high-quality product at a
low price than other garments manufacturing countries. As result, new importers
are willingly coming into our country to place their orders, where most of them are
coming through garments buying houses as they have no enough idea to place
order and execution here. As a result, buying a house plays an important role in
the Bangladeshi Ready-made garments manufacturing sector. Some top
Bangladeshi garment manufacturer’s name and their details have presented in
this article.
 Fig: Garment manufacturer list in Bangladesh

List of Top 50 Clothing Manufacturers in Bangladesh:

1. Ha-Meem Group
Contact Person: MR. A. K. AZAD
Address: Phoenix Tower (4th Floor), 407,
Tejgaon Industrial Area, Dhaka-1215, Bangladesh.
Mobile Number: +8801979212357
Phone: + 880-2-8170592, 880-2-8170593
Fax: 880-2-8170583
E-mail: delwar@hameemgroup.com
Website: http://www.hameemgroup.net/
2. Ananta Group
Contact Person: Mrs. Qamrun Nahar Zahi
Address: House 20, Rd No 99,
Gulshan-2 Dhaka 1212, Bangladesh
Phone: +880 2-8810617
Fax: +880-2-717 1294
Website: http://www.ananta-bd.com/
3. Plummy Fashions Limited
Corporate Office: Unit -502, Concord Tower,
113 Kazi Nazrul Islam Avenue, Dhaka – 1000
Phone: +880 2 8317240, 9346944
Fax: +880 2 9347851
Email: info@plummyfashions.com
Website: http://plummyfashions.com/
4. Standard Group
Contact Person: Engr. Mosharraf Hussain
Address: Civil Engineers Bhaban-69,
Mohakhali C/A, Dhaka 1212, Bangladesh.
Phone: +880 2 9862003
Fax: +880 2 9893175
 E-mail: info@standard-group.com
Website: http://www.standard-group.com/
You may follow Top 20 Knit Garment Factory in Bangladesh
5. DBL Group
Head Office Address: 23/1 Panthapath Link Road,
BGMEA Complex, Kawran Bazar, Dhaka – 1215, Bangladesh
Phone: +880-2-8140367 – 74
Fax: + 880-2-8140214
E-mail: info@dbl-group.com
Website: www.dbl-group.com/
6. Fakir Group
Head Office Address: Room# 82-84, (4th floor), Lucky chamber,
89, Motijheel C/A, Dhaka-1000
Phone: +88027122502, +8809515127, +8809666910915(IP phone)
Fax: +88029554703
E-mail:  info@fakirfashion.com
Website:  http://www.fakirgroupbd.com/
7. Masco Industries Limited
Contact Person: Rafiquel Islam
Address: House # 6, Road # 1, Sector # 3,
Jashimuddin Avenue, Uttara, Dhaka-1230, Bangladesh.
Phone: +88 02 8918082, 8914134
Fax: +88 02 8923126
E-mail: masco@mascoknit.com
Website: http://www.mascoknit.com/
8. BITOPI Group
Address: 822/3, Begum Rokeya Sharani, Shewrapara,
Mirpur, Dhaka 1216, Bangladesh.
Phone: +880-2-9023757
Fax: +880-2-9023714
E-mail:  misami@misami.com
Website:  http://www.bitopi-group.com/
9. Epic group
Head Office Address: House No.17, Road No. 15, Sector No.03,
Rabindra Sarani, Dhaka, Bangladesh.
Mobile Number: +880 1817143316 – 18
Phone: +852-3512 0800
Fax: +880 2 8920702
E-mail:  sales@EpicHK.com
Website:  http://www.epichk.com
10. Sterling Alliance
Contact Person: Md.Fazlul Haque
Address: Road No # 47House No # 25Flat # B-2,
Gulshan – 2, Dhaka, Bangladesh
Mobile Number: +880-171-153 4193
Phone: +880-2-881 1543
Fax: +880-2-882 6192
 11. Mohammadi group
Head Office Address: Lotus Kamal Tower-One (10th Floor),
57 Joar Sahara C/A, Nikunja-2, Dhaka 1229
Phone: 880 2 48952704
Fax:  880 2 48959254
E-mail: info@mohammadigroup.com
Website:  http://www.mohammadigroup.com/
12. Dekko Group
Address: Suvastu Zenim Plaza, House#37 (4th Floor),
Road#16 (Old 27), Dhanmondi R/A, Dhaka-1209, Bangladesh.
Phone: 02-9132934
E-mail:  info@dekkoisho.com
Website:  www.dekkogroup.com
13. Givensee Group of Industries Ltd.
Contact Person: Mr. Khatib Mahboob Akhter Rubel
Address: House # 06, Road # 13, Sector # 03,
Uttara Model Town, Uttara, Dhaka, Bangladesh.
Mobile Number:  +88-01713013638
Phone: 8932813, 8913802 8961936
Fax: 880-2-8932816, 8960347
E-mail: info@givenseegroup.com
Website: http://givenseegroup.com/
14. ZEX Fashion Bangladesh
Contact Person:
Address: House-09, Road-04, Sector-12,
Uttara, Dhaka-1230, Bangladesh
Mobile Number: +88-01684564925, +88-01686968411
Phone: +88 -04477970705
E-mail: info@zexfashionbd.com
Website: http://zexfashionbd.com
15. SAG Fashion International Ltd.
Contact Person: Apurba Ahmed Apu
Address: H # 18, Rd. # 63, Gulshan-2, Dhaka, Bangladesh
Phone: + 880 2 8833805, 8833672 & 9887531
Fax: + 880 2 9887530
E-mail: apu@sagfashion.com
Website: http://www.sagfashion.com/home/
16. AVS Fashion
Contact Person: Shahalam Molla
Address: 163, Molla Supper market, Dakershari Stand,
Shiddergonj, Narayanganj, Bangladesh.
Mobile Number: +8801711340370
Phone: +88-02-7692044
Fax: +88-02-7692043
E-mail: info@avsfashion.com
Website: http://www.avsfashion.com/
17. GG Fashion House Ltd.
Contact Person: Md.Najmul Islam
 Address: House – 21, ROAD – 9/B, SECTOR – 5,
Uttara, Dhaka-1230, Bangladesh
Mobile Number: +8801714033577
E-mail: ggfashion@nitbgroup.com
Website: http://www.ggfashionhouse.com/
18. Epyllion Group
Address: Ninakabbo, 227/A, Tejgaon-Gulshan Link Road,
Dhaka, Bangladesh
Phone: +8802 9840223
E-mail: info@epylliongroup.com
Website: http://www.epylliongroup.com/
19. Fashion Plus International Ltd.
Contact Person: M. I. Khan Bachchu
Address: Road # 06, House # 405, 3rd Floor DOHS,
Baridhara Dhaka-1206 Bangladesh
E-mail: info@fashionplusbd.com
Website: http://www.fashionplus-bd.com
20. VIYELLATEX
Address: 297, Khairtul, Tongi, Gazipura,
Gazipur – 1712, Bangladesh
Phone: +8802 9813001-10
Fax: +8802 9811400
Email: info@viyellatexgroup.com
Website: http://www.viyellatexgroup.com/
21. Oriental Fashion BD Ltd.
Contact Person: M.Kamal
Address: R.F Nibash, 236, Jakir Hossain by line,
Khulshi, Chittagong GEC, Bangladesh
Mobile Number: 880 – 01811 – 203788
Phone: +8801811203788, +8801818157622
E-mail: info@orientalfashionbd.com, kamalctg09bd@gmail.com
Website: http://www.orientalfashionbd.com/
22. PK Knit Fashion
Contact Person: Kamruzzaman Kamal
Address: House 33, Road -02, Sector -10,
Uttara, Dhaka-1230, Bangladesh.
Mobile Number: +88 1967939143, +8801552481743
E-mail: pk.knitfashion@gmail.com
23. KDS group
Head Office Address: 255 Nasirabad I/A,
Baizid Bostami Road,
Chittagong 4211, Bangladesh.
Mobile Number:
Phone: + 880 31 681240-4
Fax: + 880 31 682836
E-mail:  info@kdsgroup.net
Website:  www.kdsgroup.net
 24. RBS Fashion
Address: House-7, Road-5, Block-I, Flat-A1,
Banani, Dhaka-1213, Bangladesh
Mobile Number: +880 1714-110630
Phone: +88029871389
E-mail: liton@rbsfashion.net
Website: http://www.rbsfashion.net
25. SQUARE Textile
Address: 48 Mohakhali C/A Dhaka-1212, Bangladesh
Phone: +8833047-56, +8859007
Fax: +880 2 8828768, +880 2 8835021, +880 2 8828609
Website: http://textile.squaregroup.com/
26. Symbol Fashion Limited
Contact Person: Md. Afrahim Bhuiyan
Address: House-22, Road-16, Sector-14,
Uttara, Dhaka, Bangladesh
Mobile Number: +880-191 1316965
Phone: +880-2-892 2705, 892 1078
Fax: +880-2-892 2567
27. One Tex BD Limited
Contact Person: Mr. Shamim Chowdhury
Address: 15 Dilkusha10th Floor, Dhaka, Bangladesh
Mobile Number: +880-171-222 4302
Phone: +880–2-712 1436
Fax: +880-2-712 1279
28. BABYLON Group
Address: 2-B/1, Darussalam Road,
Mirpur, Dhaka-1216, Bangladesh
Phone: +88 (02) 8023495-6, +8023462-3, +8034266
Fax: +88 (02) 8032949
Email: babylon@babylon-bd.com, marketing@babylon-bd.com
Website: http://www.babylongroup.com/
29. Knit Concern Group
Contact Person: Jahangir Alam
Address: 62 Water Works Road, Godnail, Narayangong – 1400, Bangladesh
Phone: 02 7631086, 02 7645641
Fax: 02-7641087
Email: info@knitconcern.com
Web: http://knitconcern.com/
30. Akij Group
Address: Akij Chamber, 73, Dilkusha Commercial Area,
Dhaka – 1000, Bangladesh
Phone: +880-29563008-9,7169017-8
Fax: +880-29564519
e-mail:info@akij.net
Website: http://www.akij.net/
31. Green Land Fashion Limited
Contact Person: Mr. Duleep De S Gunesekere
Address: 152/2/I (1st floor) Green Road, Dhaka, Bangladesh
Mobile Number: +880-119-980 2182
Phone: +880-2-914 6075
Fax: +880-2-945 811
32. Esquire Knit Composite Limited
Contact Person: MD.Mahmud Hasan
Address: 142/5 West KafrulSher-E-Bangla Nagar,
Dhaka, Bangladesh
Mobile Number: +880-191-209 4068
Phone: +880-2-912 9396
Fax: +880-2-812 2181
33. Knittexpo Limited
Contact Person: Nizam Uddin
Address: House # 71(3rd Floor) Road # 7,
Block # H, Banani, Dhaka, Bangladesh
Mobile Number: +880-191-209 4068
Phone: +880-2-987 0076
Fax: +880-2-987 0116
34. Knitwear Group
Address: House# 336 Road# 05
Baridhara, DOHS, Dhaka, Bangladesh
Mobile Number: +880-171-153 4193
Phone: +880-2-881 5491, 9862153, 8831337
Fax: +880-2-882 7832
35. Shasha Denims Limited
Contact Person: Mr. Shams Mahmud
Address: 12, Middle Begunbari,
Tejgaon Industrial Area, Dhaka, Bangladesh
Mobile Number: +880-17300 22100
Phone: +880-2-770 1302-5
36. Pacific Denims Limited
Contact Person: Mr. Alam Nawaz, Mr. Sharif
Address: Symphony Tower3rd floor,
Gulshan Avenue, Gulshan-1, Dhaka, Bangladesh
Mobile Number: +880-191 4393096
Phone: +880-2-881 2669-7882, 885 5523
Fax: +880-2-881 7883
37. Asrotex
Contact Person: Mr. Masood
Address: Dharmagonj, Fatullah,
Narayangonj, Dhaka, Bangladesh
Phone: +880-2-767 1838
Fax: +880-2-767 1837
38. AJ Group
Address: 2,Monipuripara(1st and 2nd floor),
Tejgaon,Dhaka-1215,Bangladesh
Phone: +880-28142391-3, 8118683
Fax: +880-28142722
 Email: ajintl@ajintl.com
Website: http://www.ajgroupbd.com/
39. Comtextile (H.K.) Ltd.