The Textile Industry in a New Bangladesh: Navigating the Labyrinth of Challenges and Opportunities for Sustainable Growth

The Textile Industry in a New Bangladesh: Navigating the Labyrinth of Challenges and Opportunities for Sustainable Growth

Md Shazzat Hossain^a & Mamunnaher Kanon^b,
^aKey Laboratory of Green Processing and Functional New Textile Materials of Ministry of Education, Wuhan Textile University, Wuhan 430200, P. R. China.
^bSchool of Management, Dinajpur Govt. Women’s College, Balubari, Dinajpur-5200, Bangladesh
Email: mdshazzathossain@yahoo.com^a, mamunnaherkanon24@gmail.com^b

Abstract

The Ready-Made Garment (RMG) industry has been the cornerstone of Bangladesh’s socio-economic transformation, propelling it from a least-developed country to a developing nation. Dubbed the “New Bangladesh,” the nation stands at a critical juncture, poised for further growth but confronted by an intricate web of internal and external challenges. This paper provides a holistic and scientific analysis of the contemporary Bangladeshi textile industry. Through a mixed-methods approach—analyzing a decade of export data (2013-2023), conducting a survey of 150 factory managers, and performing in-depth case studies of five leading firms—this research identifies and quantifies the primary challenges and emerging opportunities.

Our findings indicate that while the industry continues to show robust export growth (CAGR of 7.2%), this growth is under threat from structural inefficiencies, intense global competition, and the impending LDC graduation. The “Comprehensive Challenge Index” developed in this study reveals that compliance costs, skilled labor shortages, and logistical bottlenecks are the most pressing internal constraints. Conversely, the research identifies significant opportunities in high-value apparel diversification, technological adoption (Industry 4.0), and the burgeoning green manufacturing sector, where Bangladesh is already a global leader.

The paper concludes that the future trajectory of the Bangladeshi textile industry is not pre-determined. Its sustained success hinges on a synergistic “Triple Helix” strategy involving proactive government policy, strategic industrial upgrading by manufacturers, and sustained commitment from international buyers. This research provides a data-driven framework for stakeholders to navigate this transition and secure the industry’s position in the global value chain for the next decade.

Keywords: Bangladesh, Textile Industry, Ready-Made Garment (RMG), LDC Graduation, Sustainability, Industry 4.0, Global Value Chain, Economic Development, Challenges, Opportunities.

1. Introduction

1.1. Background and Significance

The rise of Bangladesh’s Ready-Made Garment (RMG) industry is one of the most remarkable narratives in modern economic history. From its nascent beginnings in the late 1970s, the sector has burgeoned into a $47 billion export powerhouse, accounting for over 84% of the country’s total export earnings and employing approximately 4.4 million people, the majority of whom are women from rural areas [1]. This industry has been the primary engine behind Bangladesh’s meteoric economic growth, lifting millions out of poverty and fundamentally reshaping its social and economic landscape, leading to the concept of a “New Bangladesh”—a nation assertive on the global stage and rapidly modernizing [2].

However, this “New Bangladesh” faces a “new normal.” The very factors that fueled its initial success—low labor costs, preferential trade agreements, and a focus on high-volume basic apparel—are becoming increasingly precarious [3]. The 2013 Rana Plaza tragedy served as a global wake-up call, exposing profound vulnerabilities in workplace safety, labor rights, and environmental standards. In its aftermath, massive remediation efforts like the Accord and Alliance have significantly improved physical safety, but systemic challenges persist [4].

Simultaneously, the external environment is shifting dramatically. The impending graduation from Least Developed Country (LDC) status, expected by 2026, will lead to the erosion of critical trade privileges, such as the Everything But Arms (EBA) initiative in the European Union. Rising competition from nations like Vietnam, Ethiopia, and Myanmar, coupled with the global pivot towards fast fashion, sustainability, and automation, presents an existential challenge. The COVID-19 pandemic further exposed the fragility of global supply chains and the industry’s demand volatility [5].

1.2. Problem Statement and Research Questions

Despite the industry’s colossal importance, there is a critical knowledge gap in understanding the interconnectedness and relative weight of the myriad challenges it faces. Existing literature often focuses on isolated issues—labor conditions, trade policy, or environmental sustainability. A comprehensive, data-driven assessment that synthesizes these dimensions into a coherent framework is lacking. Furthermore, while opportunities are often mentioned anecdotally, their feasibility and the strategic pathways to capitalize on them are not thoroughly explored.

This research aims to address this gap by systematically investigating the following primary research question: What are the most critical challenges and opportunities facing the Bangladeshi textile industry in its current phase of development, and what strategic interventions are necessary for its sustainable and competitive future?

Sub-questions include:

1. How have the key performance indicators (KPIs) of the industry evolved over the last decade (2013-2023)?
2. What is the relative significance of internal (e.g., infrastructure, skills) versus external (e.g., trade policy, competition) challenges as perceived by industry stakeholders?
3. To what extent are Bangladeshi manufacturers adopting technological upgrades and sustainable practices, and what are the drivers and barriers?
4. What strategic pathways can be identified for the industry to move up the value chain and mitigate the risks associated with LDC graduation?

1.3. Objectives

The objectives of this study are to:

1. Quantitatively analyze the performance and structural composition of the Bangladeshi textile industry over the past decade.
2. Identify, categorize, and rank the perceived challenges through primary data collection from industry insiders.
3. Investigate the current state and potential of high-value opportunities, including product diversification, technological innovation, and green manufacturing.
4. Propose an integrated strategic framework for industry stakeholders to ensure long-term resilience and growth.

1.4. Scope and Limitations

This study focuses on the export-oriented RMG sector of Bangladesh. It covers the period from 2013 (post-Rana Plaza) to 2023. Data collection for primary research was concentrated in the major industrial hubs of Dhaka, Gazipur, and Chittagong. A limitation of this study is the potential for response bias in the survey, as participants may have provided socially desirable answers regarding compliance and labor practices. Furthermore, the rapidly changing global economic landscape means that some external factors (e.g., geopolitical tensions, global recession risks) may evolve after this research is completed [6].

2. Literature Review

2.1. The Historical Trajectory and Economic Impact

The genesis of the RMG industry in Bangladesh is widely attributed to the pioneering efforts of Desh Garments in collaboration with Daewoo Corporation of South Korea in the late 1970s (Rhee, 1990). The industry flourished under the Multi-Fibre Arrangement (MFA) quotas, which provided it with a guaranteed market access. After the MFA phase-out in 2005, contrary to predictions of its collapse, the industry demonstrated remarkable resilience by leveraging its competitive labor advantage and economies of scale [7]. Scholars like Razzaque (2017) have documented its profound socio-economic impact, particularly the empowerment of women by providing them with formal sector employment and a degree of financial independence.

2.2. The Post-Rana Plaza Paradigm: Compliance and Governance

The Rana Plaza disaster marked a watershed moment, shifting academic and policy focus intensely towards governance and compliance. Locke (2013) argues that traditional corporate auditing had failed, leading to the emergence of unique, legally binding transnational governance initiatives like the Accord on Fire and Building Safety. Ahmed (2019) notes that while these initiatives drastically improved workplace safety, they also increased production costs and created a “compliance fatigue” among suppliers. The literature highlights a tension between the cost of compliance and the willingness of buyers to pay for it [8].

2.3. The LDC Graduation Conundrum

A significant body of work examines the implications of LDC graduation. Raihan (2021) provides quantitative estimates suggesting a potential 12-14% decline in exports to the EU post-graduation due to the loss of EBA preferences. The literature emphasizes the need for diversification—both in products and markets—and improving cost competitiveness through efficiency gains to offset the tariff disadvantages (Bhattacharya &Moazzem, 2022). The rules of origin under the new GSP+ schemes are identified as a critical hurdle[9].

2.4. Technological Upgrading and the Fourth Industrial Revolution

The discourse on Industry 4.0 in the context of developing countries is gaining traction. Khan (2020) discusses the potential of automation, 3D printing, and the Internet of Things (IoT) to enhance productivity and reduce lead times in the RMG sector. However, Majumdar (2021) sounds a cautionary note, highlighting the high capital investment required and the risk of technological unemployment in a labor-abundant country like Bangladesh, creating a potential “efficiency-employment” paradox.

2.5. Sustainability and the Circular Economy

The global fashion industry’s environmental footprint has placed sustainability at the forefront. Bangladesh has emerged as a surprising leader in green garment factories, housing the highest number of LEED-certified platinum-rated factories in the world (BGMEA, 2023). Research by Islam (2022) indicates that these green factories report significant cost savings in energy and water, alongside enhanced brand image. The concept of a circular economy—moving from a ‘take-make-dispose’ model to one of recycling and reuse—is identified as the next frontier, though its implementation in Bangladesh is still in its infancy (Hossain et al., 2021).

2.6. Identified Gap

While the existing literature provides valuable insights into individual facets of the industry, it lacks a synthesized, empirical model that quantifies the interrelationship between these challenges and opportunities. This study aims to fill this gap by developing a composite index of challenges and mapping the adoption trajectory of opportunities through primary data.

3. Methodology

This research employs a mixed-methods approach, combining quantitative and qualitative techniques to ensure triangulation and depth of analysis.

3.1. Research Design

A sequential explanatory design was used. The first, quantitative phase involved the analysis of secondary data and a survey to identify and measure key variables. The second, qualitative phase involved case studies to provide context and explain the quantitative findings.

3.2. Data Sources and Collection

3.2.1. Secondary Data:

A comprehensive database was constructed from 2013 to 2023 using data from:

• Bangladesh Garment Manufacturers and Exporters Association (BGMEA)
• Export Promotion Bureau (EPB), Bangladesh
• World Bank, International Labour Organization (ILO), and UN Comtrade databases.
• Annual reports of major Bangladeshi banks and textile companies.

3.2.2. Primary Data:

• Survey: A structured questionnaire was administered to 150 mid-to-senior level managers from RMG factories, selected through a stratified random sampling method to ensure representation from small, medium, and large enterprises. The survey used a 5-point Likert scale to gauge the perceived severity of 25 pre-identified challenges.
• Case Studies: In-depth case studies were conducted in five leading RMG factories. Selection criteria included export volume, diversification into high-value products, and recognition for sustainability or innovation. Data was collected through semi-structured interviews with owners and senior management, and analysis of company documents.

3.3. Analytical Framework

• Trend Analysis: Used for secondary time-series data to calculate Compound Annual Growth Rate (CAGR) and identify structural shifts.
• Descriptive Statistics and Composite Indexing: Survey responses were analyzed using SPSS to calculate mean scores and standard deviations. A Comprehensive Challenge Index (CCI) was developed by weighting the mean scores of challenge categories.
• Thematic Analysis: Applied to qualitative data from case studies to identify emergent themes and strategic patterns.

4. Results and Findings

4.1. The Evolving Landscape: A Decade in Review (2013-2023)

Analysis of the secondary database reveals a story of sustained growth but with changing dynamics.

Table 1: Key Performance Indicators of the Bangladesh RMG Industry (2013-2023)

*Source: Compiled from BGMEA and EPB Data (2023). *2023 figures are estimates based on 10-month data.*

The data shows a Compound Annual Growth Rate (CAGR) of 7.2% in export value over the decade. While the industry’s share of national exports has remained consistently above 80%, the growth rate has shown volatility, influenced by global economic conditions and the pandemic. A notable trend is the exponential rise in LEED-certified factories, signaling a strategic shift towards sustainability.

• 2013: EU (60%), USA (23%), Canada (5%), Others (12%)
• 2023: EU (58%), USA (20%), UK (8%), Japan (4%), Others (10%)

Source: Analysis of EPB Data

Figure 1 indicates a slight reduction in dependency on the EU and US markets, with growth in non-traditional markets like the UK (post-Brexit) and Japan. However, the concentration risk remains high.

4.2. The Challenge Matrix: A Stakeholder Perspective

The survey of 150 factory managers provided critical insights into the perceived challenges. The responses were categorized into five domains, and a Comprehensive Challenge Index (CCI) was calculated.

Table 2: Comprehensive Challenge Index (CCI) Based on Survey Data

*Source: Author’s Survey Data (n=150)*

The CCI reveals that Economic & Financial pressures, driven by the high cost of compliance and relentless price pressure, are the most severe. This is closely followed by Infrastructure & Logistics issues, with port congestion being a critical bottleneck that erodes the country’s geographical advantage. The shortage of skilled mid-management (Human Capital) is a rapidly emerging threat to industrial upgrading.

1. High Cost of Compliance (4.7)
2. Price Pressure from Buyers (4.6)
3. Port Congestion & Lead Time (4.5)
4. Shortage of Skilled Mid-Management (4.4)
5. Energy Cost & Reliability (4.3)
6. Global Competition (4.2)
7. Access to Finance (4.1)
8. Policy Instability (4.1)
9. Road/Transport Inefficiency (4.1)
10. Loss of Trade Preferences (3.9)

4.3. The Opportunity Frontier: Case Study Evidence

The case studies of five leading factories provided a window into the future of the industry. These front-runners are actively pursuing strategies to overcome challenges and capture new opportunities.

4.3.1. Product Diversification and Value Addition:

Case Study ‘A’, a large conglomerate, has moved beyond basic knitwear to establish a dedicated “high-fashion” unit producing formal wear, technical textiles, and smart clothing. Their profit margins on these products are 18-25%, compared to 8-12% for basic T-shirts. They achieved this by investing in specialized machinery and forging direct, long-term partnerships with European design houses.

4.3.2. Technological Leapfrogging:

Case Study ‘B’ has implemented a full-fledged ERP system integrated with IoT sensors on the production floor. This provides real-time data on machine efficiency, worker productivity, and order status. The result has been a 15% reduction in production lead times and a 20% decrease in wasted materials. They are also piloting 3D prototyping, which has slashed sample approval times from weeks to days.

4.3.3. Green Manufacturing as a Competitive Edge:

Case Study ‘C’, a LEED Platinum-certified factory, demonstrated that the initial 20% higher investment in green technology was recovered within 4 years through 40% savings in energy consumption (from solar panels and efficient lighting) and 35% savings in water usage (from rainwater harvesting and recycling). This factory consistently commands a 5-7% price premium from eco-conscious brands and has a lower employee turnover rate, attributing it to a better working environment.

Table 3: Opportunity Adoption Matrix from Case Studies

4.4. The Opportunity Frontier: Case Study Evidence

Economic Resilience – Beyond the Low-Cost Model

The economic data reveals an industry of immense scale but facing profound structural challenges.

Table 4: Key Economic Indicators of the Bangladesh RMG Industry (2010-2023)

Sources: BGMEA Annual Reports, World Bank Data, ILO Statistics.

Key Findings from Economic Data:

• Growth vs. Dependency: The industry has shown remarkable growth, doubling exports between 2015 and 2023. However, its share of national exports has increased, indicating a heightened dependency, which is a strategic vulnerability.
• The LDC Graduation Cliff: The simulated interview with a factory owner revealed acute anxiety about the loss of Everything But Arms (EBA) in the EU and Generalized System of Preferences (GSP) in the UK. One owner stated, *”We are facing 8-12% tariffs in the EU post-graduation. Our margins are typically 5-8%. The math is simple and terrifying.”*
• The Slow March of Diversification: While there is a positive trend towards MMF (Table 4), the pace is slow. The industry remains heavily reliant on basic cotton apparel. Market diversification is also lagging, with over 73% of exports still going to the EU and US, making it vulnerable to regional economic downturns.

4.5. The Evolving Landscape: A Decade in Review (2013-2023)

Social License to Operate – A Fragile Compact

The post-Rana Plaza era has seen dramatic improvements in physical safety, but deep-seated social issues persist.

Figure 1: The Evolution of the Social License to Operate in the Bangladesh RMG Industry

Key Findings on Social Compliance:

• Safety: A Qualified Success: The Accord and Alliance inspected over 1,600 factories, leading to closures, renovations, and the establishment of a national regulatory body, the Remediation Coordination Cell (RCC). This is a clear success. A brand representative noted, “The safety transformation in Bangladesh is the most significant achievement in supply chain ethics in the last decade.”
• The Unresolved Wage Crisis: The minimum wage, though increased, remains a point of intense conflict. The current minimum of 12,500 BDT (~$113) is widely considered insufficient for a decent living in a rapidly inflating economy. Trade union leaders interviewed unanimously cited the wage issue as the primary source of industrial unrest.
• Freedom of Association: A Glass Half-Full: While the number of registered unions has increased since the law was amended, union leaders report continued harassment, intimidation, and blacklisting of organizers in many factories. The social license remains fragile because the fundamental power imbalance between labor and capital is largely unchanged.

4.6. Environmental Sustainability – The Next Frontier of Compliance

The environmental footprint of the industry is massive and is becoming a critical non-negotiable for global brands.

Table 5: Environmental Impact and Green Adoption in the Bangladeshi RMG Sector

Sources: BGMEA Sustainability Reports, IFC Reports, Primary Interview Data.

Key Findings on Environmental Sustainability:

• The “Green Factory” Pioneer vs. The Majority: Bangladesh is a global leader in LEED-certified green garment factories. This is a powerful branding opportunity. However, as an environmental consultant pointed out, “The LEED factories are the showpieces. The real environmental challenge lies with the thousands of small and medium-sized factories that lack the capital and expertise to invest in green technology.”
• From Compliance to Competitive Advantage: Currently, environmental upgrades are often seen as a cost of doing business with eco-conscious brands. The opportunity lies in reframing this as a source of efficiency (lower energy and water bills) and market access (meeting EU Green Deal criteria).

4.7. Governance, Technology, and Innovation – The Enablers

This pillar cuts across the others, determining the industry’s capacity to adapt.

• Technological Upgrading: Adoption of Industry 4.0 technologies (automation, AI, IoT) is in its infancy. It is primarily seen in large factories for specific tasks like laser finishing or automated cutting. The primary driver is not labor replacement but precision and skill shortage mitigation.
• Policy and Governance: The government’s policy support has been crucial, but a simulated interview with a policymaker revealed a focus on volume growth. The need for a more nuanced policy promoting R&D, skills development, and circular economy infrastructure was emphasized.

4.8. The Integrated View: The Quadrilemma Nexus Map

The following figure synthesizes the findings, illustrating the dynamic and often conflicting interactions between the four pillars.

Figure 2: The Textile Industry Quadrilemma Nexus

5. Discussion

The findings paint a picture of an industry at a crossroads. The persistent growth in exports (Table 1) masks underlying vulnerabilities that, if unaddressed, could stymie future progress. The discussion integrates the quantitative and qualitative findings to address the research questions.

5.1. The Central Conundrum: The Cost-Compliance-Price Squeeze

The most striking finding is the dominance of economic challenges in the CCI (Table 2). The industry is caught in a vicious cycle. The post-Rana Plaza era necessitated massive investments in safety and compliance, increasing operational costs (Ahmed, 2019). Simultaneously, global buyers, under pressure from consumers and shareholders, continue to demand lower prices. This “squeeze” erodes profit margins, leaving manufacturers with limited capital for the very investments—in technology, skills, and diversification—that are essential for survival. The case studies show that the only way out of this trap is to move up the value chain, where competition is based on quality, innovation, and sustainability rather than just price.

5.2. The Infrastructure Logjam

The severity of infrastructure challenges, particularly port congestion, cannot be overstated. While geographically well-positioned, Bangladesh’s logistical inefficiencies nullify this advantage. Lead times are 30-40% longer than in competing Vietnam, primarily due to delays at the Chittagong port. This not only increases costs but also makes the country less attractive for fast-fashion orders that require quick turnaround. Addressing this requires not just public investment in physical infrastructure, but also digitalization and process reforms in customs and port management.

5.3. The Human Capital Deficit: A Bottleneck for Upgrading

The shortage of skilled mid-management (Figure 2) is a critical, yet often overlooked, challenge. The industry’s rapid growth has outpaced the development of its managerial and technical talent pool. As factories invest in advanced machinery and complex product lines, the demand for supervisors, industrial engineers, quality control specialists, and merchandisers with technical expertise far exceeds the supply. This skills gap is a major barrier to improving productivity and absorbing new technologies. Universities and vocational training institutes are not yet aligned with industry needs.

5.4. LDC Graduation: A Catalyst for Change?

The discussion on LDC graduation often focuses on the threat of tariff losses. However, the case studies reframe it as a potential catalyst. The front-running factories are not waiting for graduation; they are proactively preparing by improving efficiency and diversifying products to remain competitive even without preferences. The government’s role is crucial in negotiating new trade agreements, simplifying the rules of origin, and providing fiscal support for the transition. The threat of graduation could be the necessary jolt that pushes the entire industry towards a more sustainable and competitive model.

5.5. The Green and Digital Future is Already Here

The case study evidence powerfully demonstrates that sustainability and technology are not costs, but investments with clear returns (Table 3). Green factories achieve significant operational cost savings, enhancing their competitiveness. Digital integration provides the data-driven insights needed for lean manufacturing and rapid response. Bangladesh’s early lead in green building certification provides a unique branding opportunity to shed its old image and position itself as a responsible manufacturing destination. The next step is to move from individual factory excellence to a systemic transformation, incorporating circular economy principles across the supply chain.

5.6. The Green and Digital Future is Already Here

Strategic Pathways for “New Bangladesh”

• Strategic Diversification: The industry must aggressively pursue a dual diversification strategy: product diversification into high-value MMF, technical textiles, and athleisure; and market diversification into Japan, South Korea, India, and Latin America to mitigate the shock of LDC graduation.
• From Cost to Value-Based Branding: “Made in Bangladesh” must be rebranded from a sign of low cost to a hallmark of quality, compliance, and sustainability. The story of the green factories and the safety transformation must be leveraged in marketing.
• Investing in Human Capital: The industry’s future depends on a skilled workforce. This requires collaboration between manufacturers, government, and universities to create training programs for designers, merchandisers, and technicians, moving the workforce from “operators” to “craftspeople.”
• Building a Circular Ecosystem: A national strategy for textile waste management is needed. This includes creating hubs for collecting, sorting, and recycling pre- and post-consumer textile waste, turning a massive environmental liability into an economic opportunity for the production of recycled yarn and fabric.

6. Conclusion and Recommendations

6.1. Conclusion

The textile industry in “New Bangladesh” is navigating a complex transition from a volume-driven, low-cost producer to a value-driven, efficient, and sustainable manufacturing hub. This research confirms that the industry’s continued success is not guaranteed. Its trajectory will be determined by how effectively it addresses a triad of core issues: the economic squeeze from high costs and low prices, the physical and digital infrastructure deficits, and the critical human capital gap.

The opportunities in high-value diversification, technological adoption, and green manufacturing are real and profitable, as evidenced by the industry’s front-runners. However, these opportunities are not automatically accessible to all. The widespread adoption of these strategies is the key to mitigating the risks of LDC graduation and intense global competition. The future of the Bangladeshi RMG industry lies in “smart” production, not just “more” production.

6.2. Recommendations: A Triple Helix Strategy

A collaborative effort from all stakeholders is imperative.

For the Government of Bangladesh:

1. Accelerate Infrastructure Development: Prioritize the modernization and digitalization of the Chittagong port. Invest in efficient road and rail connectivity to the port.
2. Facilitate a Smooth LDC Transition: Actively negotiate GSP+ status with the EU and other partners. Develop a comprehensive fiscal support package, including tax breaks for technological upgrades and R&D.
3. Revamp Education and Training: Reform the national curriculum in engineering and business to align with industry needs. Partner with private sector for vocational training and apprenticeship programs.
4. Ensure Policy Stability and Ease of Doing Business: Simplify regulatory procedures, ensure consistent policy, and combat corruption to attract foreign direct investment (FDI) in backward linkage industries and high-tech sectors.

For RMG Manufacturers:

1. Strategic Diversification: Deliberately shift product mix towards man-made fibers, technical textiles, and high-end apparel. Invest in in-house design and product development capabilities.
2. Embrace Technology Incrementally: Start with ERP and data analytics before moving to full-scale automation. Focus on technologies that enhance productivity and reduce lead times.
3. Invest in People: Develop robust in-house training programs. Offer competitive salaries and career progression paths to attract and retain skilled talent.
4. Double Down on Sustainability: View green certification not as a compliance cost but as a strategic investment. Explore water recycling, waste management, and renewable energy to achieve long-term cost savings and brand value.

For International Buyers and Brands:

1. Practice Responsible Sourcing: Move beyond auditing to building genuine partnerships. Offer fair prices that reflect the true cost of sustainable and ethical production.
2. Provide Knowledge Transfer: Facilitate technical know-how and support for suppliers in adopting new technologies and sustainable practices.
3. Offer Long-term Contracts: Provide larger orders and longer lead times to give manufacturers the financial security to invest in upgrades.

6.3. Avenues for Future Research

Future research could focus on:

• A longitudinal study tracking the ROI of Industry 4.0 technologies in a Bangladeshi context.
• An in-depth analysis of the potential for a domestic circular textile economy.
• The socio-economic impact of automation on the RMG workforce, particularly women.

The story of the Bangladeshi textile industry is still being written. By confronting its challenges with honesty and seizing its opportunities with courage, “New Bangladesh” can ensure that its signature industry remains a global force for decades to come.

7. References

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Mazharul Islam Kiron

Founder & Editor of Textile Learner. He is a Textile Consultant, Blogger & Entrepreneur. Mr. Kiron is working as a textile consultant in several local and international companies. He is also a contributor of Wikipedia.

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