Hailing the recent joint initiative by the All Pakistan Textile Mills Association (APTMA) and the Pakistan Cotton Ginners Association (PCGA) to draft a national cotton policy and standardize sale and purchase contracts for raw cotton, the Karachi Cotton Association (KCA), however urged the government to ensure the inclusion of all stakeholders in these critical discussions.

KCA emphasized on its longstanding efforts to gather stakeholders of the cotton economy for a unified strategy aimed at increasing national cotton production. The association stressed, such coordination helps not only meet the growing demands of the local textile industry but also generate a surplus for export, thereby saving and earning valuable foreign exchange.

KCA had earlier developed a draft contract for the local sale and purchase of raw cotton, which includes arbitration mechanisms under the association’s bylaws. It0 urged the APTMA to accept this document instead of initiating a time-consuming process to create a new draft from scratch.

KCA also urged the government to implement quality improvement measures for cotton production, standardize packing practices, and ensure a uniform bale weight of 170 kg. It reiterated that cotton exporters play a key role in market stabilization and that their interests, along with those of growers and traders, should be reflected in the final policy.

In Q4, FY25, Sutlej Textiles and Industries reduced its net loss to Rs 12.59 crore from Rs 25.55 crore reported in the same period of the previous year.

Reflecting its focus on operational efficiency and market expansion, the textile manufacturer’s revenues increased by 3.4 per cent to Rs 678.67 crore during the quarter.

This positive financial outcome was a result of the company’s cost management strategies and improved sales, strategic market expansion and product innovation.

Going forward, the company will continue focusing on improving operational efficiency, expand its product portfolio to cater to evolving consumer preferences, explore new markets, both domestic and international, for further growth.

Bangladesh’s ready-made garment (RMG) industry is a global juggernaut. Second only to China in apparel exports, the sector is the pride of its economy—driving growth, creating millions of jobs, and contributes 80 per cent of export earnings. But beneath the glittering surface lies a brittle thread: a dangerous overdependence on imported yarn, primarily from India. It’s a vulnerability that threatens to unravel the country’s textile ambitions.

Chained to a single supplier

More than 95 per cent of Bangladesh’s cotton yarn imports come from India. That’s not just a trade pattern—it’s a supply chain straitjacket. The reasons behind this dependency are practical, even compelling.

• Price edge: Indian yarn is typically 20–25 cents cheaper per kg than alternatives, a key advantage in an industry where profit margins are razor-thin.

• Logistics logic: Yarn from India reaches Bangladeshi mills in two to three days. Shipments from other countries? Try 35 to 45 days—an eternity in the hyper-speed world of fast fashion.

• Historical habit: After independence in 1971, Bangladesh lost access to supplies from West Pakistan and naturally turned to India. That early reliance calcified into the current status quo. But while this arrangement kept costs low and deliveries swift, it has also created a single-point vulnerability—an Achilles' heel that becomes more apparent with every trade scuffle.

Why self-sufficiency remains a mirage

If yarn is so critical, why doesn’t Bangladesh make more of it? The answer is a complex mix of structural constraints and policy missteps. One major reason is there is no room to grow. With one of the world’s highest population densities, Bangladesh can’t spare the agricultural land needed for widespread cotton cultivation—it’s reserved for food. Also, local production meets just 2 per cent of the annual cotton demand.

In fact, the numbers paint a stark picture. Domestic production has barely kept pace with ballooning demand, leaving imports—especially from India—to plug the growing gap.

Table: Bangladesh's cotton yarn dynamics (value & quantity)

The widening chasm between what Bangladesh makes and what it consumes underscores the urgency to diversify and localize.

Rising gas prices, wages, and loan interest rates too have eroded the competitiveness of domestic spinning mills. The country is also trying to pivot to alternatives like polyester and recycled fiber, but lacks essential raw materials like MEG and PTA. Most importantly, instead of nurturing a robust domestic yarn industry, past government incentives have favored imports—entrenching dependency rather than alleviating it. However, in a bid to future-proof the industry and align with global sustainability mandates, Bangladesh is investing in circular economy models. Several firms have begun producing yarn from PET plastic bottles—a move that not only eases the burden on virgin cotton but also positions the country as a leader in eco-conscious manufacturing. This transition is more than a greenwashing effort; it’s an important move with major global buyers demanding sustainable sourcing, recycled yarn could become Bangladesh’s next big competitive edge.

The risks of overreliance came into sharp focus recently when Bangladesh banned yarn imports through land ports, accusing Indian exporters of under-invoicing. Though sea ports remain open, the move has rattled trade relations and exposed the fragility of supply lines. At the same time, there are signs of change. Cutting Indian imports by just 50 per cent, according to the Bangladesh Textile Mills Association, could generate 500,000 new local jobs. Imports from the US and other countries too are on the rise, part of a broader effort to reduce dependence on any one supplier. And moving imports to sea ports offers tighter controls and better assurance of quality standards.

Thus Bangladesh’s RMG success has become a source of national pride and economic power. But that success hangs on a fragile thread—one that runs straight through Indian cotton fields. If the country hopes to build a future of true industrial sovereignty, it must rethink its supply chains, invest in self-reliance, and move from dependence to dominance. This is not just about yarn. It’s about control, leverage, and the right to shape your own destiny in the global textile economy.

British Wool has reported its highest member returns since 2018, driven by strong buyer demand and rising auction prices. March auction rates reached levels not seen since October 2018, with an average sale price of £1.00 per kg up 18p from last year.

Chairman Jim Robertson noted the uplift in member payments was also supported by strong cost control. This year, returns to members have jumped 70 per cent, boosted by surging demand for cross-bred wool during autumn and winter.

“Mid-season demand was exceptional, with nearly full clearance at many auctions,” Robertson said. By mid-April, British Wool had sold 83 per cent of its stock. The remainder is scheduled for auction in May and June before the new season begins in July.

Over the past year, British Wool has intensified efforts to grow demand among manufacturers and retailers. Its Yarn and Fabric collections, showcased internationally, have led to partnerships with more than 170 brands now specifying British Wool in their products.

Although wool volumes received have declined in recent years, possibly due to some farmers using wool on-farm or holding back, Robertson hopes stronger prices will reverse that trend. “We’re opening new collection centres across the UK this year to make it easier for farmers,” he said.

British Wool remains the only global organisation that collects, grades, sells, and promotes fleece wool. It continues to urge all UK sheep farmers to submit their fleeces in 2025, regardless of type or quantity, to help maximise returns amid a strengthening market.