Gap will roll out foam-dyed denim that dramatically reduces water, chemical and energy use. The new process, called Dry Indigo, can reduce water use by up to 99 per cent, while also using 89 per cent less chemicals, reducing energy use by 65 per cent, and eliminating water discharge when compared to the traditional slasher indigo (or sheet dyeing) process. Utilizing a foam dye that adheres to yarn, the transformative Dry Indigo technique produces a denim fabric that is comparable in hand-feel, aesthetic, performance and washability to traditionally dyed denim. The foam-dyeing technique occurs in a space of less than 65 feet — compared to the hundreds of feet that is typically necessary for a traditional dyeing machine — thereby significantly reducing energy needs.

Gap has a goal of conserving 10 billion liters of water by the end of 2020. Gap has worked closely with supply chain partners to implement numerous water-saving initiatives. In 2016, Gap introduced a smart denim wash program that has enabled the company to save over 229 million liters of water compared to conventional wash methods. Gap plans to derive 100 per cent of its cotton — across all brands — from sustainable sources by 2025. The initiative will include sourcing cotton that is organic and recycled.

Dunzo is stocking Puma shoes and the blue fan jerseys. Especially the limited edition One8 golden spikes. Fans can now purchase these shoes with Dunzo through their nearest Puma store in Bangalore, Delhi NCR, Hyderabad, Chennai, and Pune.

Dunzo is a hyperlocal delivery app with a real-time delivery promise. The platform cuts across categories and brings almost anything a user can possibly want and that a merchant can offer online. Collaborations with brands like Puma India put Dunzo at the heart of brand and consumer conversations, bringing them both closer, faster. Dunzo’s three-sided platform comprises merchants, partners, and users, making it an ideal tool for brands to reach their consumers. In the last 18 months, Dunzo has grown 30-fold and is expecting to do upwards of two million orders a month. Dunzo has a repeat user rate of 80 per cent and a transaction frequency of five orders a month per user. The company aims to get micro-market profitable at an order level in the next quarter. The company aims to be the logistical layer of the top ten cities in the country.

German sportswear maker Puma is looking at India as a key market of focus for growth and will be making big investments in the country to maintain its leadership position in the Indian sportswear market.

Ermenegildo Zegna has bought a 65 per cent stake in the Dondi group. Ermenegildo Zegna is an Italian textile producer and luxury men’s wear label. Dondi, also based in Italy, makes knitwear for men and women. Dondi has a wholly internalised production cycle, from fabric design to distribution. For over 40 years, Dondi has been a supplier to leading fashion labels and designers in the luxury segment and operates in markets like the US, France, Germany, Japan, South Korea, the UK and Turkey.

For this operation, the Zegna group has adopted the same formula used with textile producer Bonotto, in which it bought a 60 per cent share in 2016, leaving a minority stake and creative and operational control in the long-established company to its founding family. It is a way for Zegna to preserve Italian textile know-how and ensure control of its supply chain. In 2018, the Italian group also took control of luxury ready-to-wear label Thom Browne.

Ermenegildo Zegna is one of Italy’s most famous family-driven enterprises. Growth has been possible through shrewd diversification of the offering, which now ranges from clothing to accessories and fragrance. Zegna fashion is woven and designed, while its fragrance is composed and distilled. Zegna fashion underscores a man’s elegance and style, while its fragrance accentuates his masculine aura with alluring essence.

Some 16 textile mills that had shut down in Bangladesh will be reopened under a public-private partnership. The aim is to combine the resources of the state and the skilled manpower of the private sector for further progress of the country’s textile industry. The public-private partnership project is expected to lead to maximum utilization of manpower and resources; profit maximization; risk minimization; reduced cost.

Meanwhile textile mills in Bangladesh want the five per cent advance tax proposed on import of textile machinery and spare parts to be withdrawn. They say the proposed taxes would discourage investment in the sector and halt expansion of textile mills in the country. The five per cent tax is also proposed on some raw materials used in textile mills such as polyester, tencel fiber and viscose. As of now import of textile machinery is subject to only one per cent customs duty. There are 430 yarn manufacturing mills, 802 fabric manufacturing mills, and 244 dyeing-printing finishing mills in Bangladesh. Proposals the industry has welcomed are those relating to keep the corporation tax rate at 15 per cent for the textile sector for the next three years and a one per cent cash incentive against exports of apparel goods to traditional markets.

PFY plants in China are witnessing shrinking cash flows. By now, only some PFT bottle chip, PET fiber chip, and polyester filament yarn plants have started maintenance.

Polymerization rate in China declined by six per cent in May 2019. Polyester plants showed stronger risk-aversion awareness when end-user demand weakened and the PTA market was firm. PTA price still enjoys support in the short run. Some downstream plants that had low feedstock inventory at hand even considered cutting the run rate or shutting down temporarily, waiting for the reduction of feedstock prices. Downstream buyers presented a cautious mindset after the sharp up-and-down of PTA futures.

Stocks of finished goods in polyester plants are expected to rise with lower buying enthusiasm of downstream players and these stocks will devalue once feedstock prices slip. Thus, making a good preparation to cut production may be the best choice for polyester plants. Some PFY plants presold a lot previously, so these plants may postpone production a reduction amid the delivery issue. Generally, the operating rate of twisting units, fabric manufacturing plants and polyester plants is expected to decrease for a period, but the decrement may be not big. What happens in the second half of July remains to be seen.

Adidas has launched two sustainable high-performance wear prototypes in collaboration with designer Stella McCartney. The first piece is a 100 per cent recyclable hoodie, made of garment waste, 60 per cent NuCycl and 40 per cent organic cotton diverted from landfills. The process involves transforming old, discarded clothing into raw materials used to create new, premium-quality clothing. Because of the product’s sustainable engineering, the hoodie are fully recyclable and can be remade into new high-performance apparel. The second product is a tennis dress made from cellulose blended yarn and a protein-based material comprised of renewable ingredients such as water, sugar, and yeast. The dress is completely biodegradable.

McCartney has a long history of using sustainable materials. She has been partnering with Adidas since 2005. Last year, the two partnered for a women’s active wear line made entirely of recyclable materials. Specifically, Adidas used plastic found in oceans and organic cotton to manufacture the clothes in the line.

Stalling research for alternative, sustainable materials is no longer an option. With Adidas taking major steps to champion sustainability, it may encourage more popular brand names to do the same. Regardless, what Adidas has shown is that it is possible to create sustainable apparel without compromising on style.

Denny Bruce is Global Brand President of Dickies. He will be responsible for all aspects of the brand’s global operations and performance. He will ensure the brand continues delivering compelling products supported by experiential campaigns that drive consumer acquisition. He’ll oversee the brand’s wholesale and direct-to-consumer businesses, including a focus on digital. He will also be responsible for continually strengthening the Dickies team and its capabilities to drive profitable growth through the activation of its strategic plan globally.

Dickies provides workers with tough, durable work wear. At the same time, the brand’s heritage and authenticity have transcended the work wear category. Dickies is a part of VF Corporation, which acquired the brand as part of its 2017 purchase of Williamson-Dickie and its portfolio of work wear brands. Of the 20 brands owned by VF, Dickies is the company’s fourth largest brand by revenue. VF Corporation is a global leader in branded lifestyle apparel, footwear and accessories.

Prior to joining VF, Bruce was at Traeger Pellet Grills. There, he quadrupled the company’s revenue and earnings during a four-year period. Before that, Bruce was vice president of domestic sales at Skullcandy, where he helped create an aspirational lifestyle brand while growing revenues. Bruce has also held roles at Vans and Burton Snowboards.

Denimsandjeans India will be held in Bangalore from July 17 to 18, 2019. The event will host 40 companies from the Indian denim supply chain plus companies from Bangladesh, Turkey, Far East, the US and many from Europe. The event will feature seminars by global experts. An indigo festival will focus on traditional indigo dyeing and printing techniques from different parts of the country. Artisans from Rajasthan, Gujarat etc. will conduct workshops to showcase the arts they have been practicing. Designers will exhibit special denim creations, adding their unique concepts, collections, creations to the show while adding value to the supply chain with their services.

There will be a denim wall made with rolls of selvedge denim. Experts will help create customised selvedge jeans for customers at highly subsidised rates. Customers can select the fabric from the wall and get their measurements done. The jeans customised to their fit will be sent to customers. So this is an opportunity to have selvedge jeans made to fit.

India is a booming retail market and a promising sourcing destination. India is expected to grow over eight per cent per annum till 2025. Over 300 international brands are expected to set base in India in the next three years.

Shima Seiki has launched a number of new Whole garment knitting machines, computerised flat knitting machines and graphic design systems. Shima Seiki products cater to a range of industries, in addition to its traditional customer base in the apparel industry. The computerised flat knitting machine manufacturer is disrupting the conventional perception of knitting, offering its benefits to prospective customers who are as yet unaware of the true and current potential that knitting possesses. The company is proposing knitting as an alternative manufacturing solution for non-fashion related industries. To this end, its latest technological contributions aimed at promoting knitted applications in various fields range from fashion, sports, shoes and accessories to medical, automotive, aeronautical and other wearable and industrial textile applications.

The new flexible and versatile MACH2VS, which has evolved from Shima’s MACH2S machines, has the capability to knit in a range of production methods – as a conventional shaping machine, it is capable of all-needle knitting in gauges 8-16, whereas Whole garment knitwear can be produced in half-gauge (alternate needles). From a versatility perspective, the MACH2VS is also capable of gaugeless knitting whereby a number of different gauges can be knit into a single garment. A new full-color touch-screen monitor improves operability over the previous monochromatic one.

US brands are experimenting with alternative payment options as a means of driving sales and reaching new demographics. Buy-now, pay-later encourages shoppers to spend more money and is especially appealing to younger shoppers with less cash immediately at their disposal. Companies are partnering with payment solution providers to enable shoppers to pay for purchases in installments. So for instance consumers can opt to make up to four interest-free payments over the course of two months. lead to shoppers paying more. Since multiple payments make a hefty price tag seem more palatable, consumers are more likely to pay full-price rather than wait for sales or discounts. Such programs increase conversion rates and incremental sales by up to 30 per cent.

Providing multiple options is especially important for younger consumers who are used to having flexibility in the way they shop and engage with brands. It is anticipated that buy-now, pay-later programs will eventually take the place of store credit cards, which are declining in popularity but function similarly in that shoppers can make payments over a longer time period.

Buy-now, pay-later is a smart way for apparel brands to reach Gen Z and millennial shoppers, taking a cue from methods long used successfully in other industry categories like electronics and home goods.