Sri Lanka’s apparel industry has an opportunity to play a bigger role in the global garment trade if it makes the right moves in the coming months. This is Bodyline’s perspective, as Chief Executive of Bodyline and Intimate Fashions India Sahan Rajapakse recently shared with Echelon.
According to Rajapakse, customer trends also indicate a growing demand for products that fit their needs and lifestyle, a noticeable shift away from traditional brand dominance. This paves the way for lesser-known or regional brands to target consumers on the global stage, especially via digital platforms. Moreover, major brands are aware of this evolution, and they are seeking partnerships with manufacturers who can operate efficiently while meeting their demanding standards.
What are the major opportunities, risks and trends shaping the future of Sri Lanka’s apparel industry?
I think it’s a mixed bag at the moment, and the industry is seeing some rapid changes. The Trump administration imposed a reciprocal tax a few weeks ago, which was paused soon after, so I believe we’re in a cooling period. We have to wait and see how matters unfold and settle down.
Right now, there’s a 10% tax impacting business, but its universal application means we’re not the only ones dealing with it. MAS and Bodyline can either gain or lose here, and the way the Sri Lankan government negotiates the final tariff structure will determine how the country fares. For instance, we compete closely with Vietnam. Our tax components are quite similar, but if Vietnam negotiates more effectively than Sri Lanka, we might lose out. On the other hand, if we play our cards right, we could actually gain a stronger position.
To add to that context, Sri Lanka’s total apparel export value is about $5 billion, with around $3 billion, or 60%, of that coming from the US. So the US market is critical for us, and I think that $3 billion can go up to $4-5 billion in a short period if our negotiations successfully win us a stronger position compared to countries like Bangladesh, Vietnam, Indonesia, and even India.
How is Bodyline positioning itself for sustained growth in light of the above?
It’s highly competitive, but I think our focus on crafting and creating products is pushing us forward. Brands buy products to build their brand, so the product is what we focus on. This includes our creative process, the technology we use, and how it stands apart from the competition.
The product arises from two key components: the people who create it, who are our talent, and the way we create it, which includes how lean our processes are and how we collaborate throughout the company.
How are consumer demands evolving?
We’ve noticed clear shifts recently. One big trend is that smaller, niche brands have begun to challenge the traditional, big players. Nike, Adidas, Victoria’s Secret, and so on are seeing pressure from emerging brands, especially online.
Next, I think people are thinking less about brand loyalty and more about product-specific features, such as functionality. We see that comfort is a huge concern, for instance, extending to a product’s fit, the fabric utilized, and even how it feels in the hand.
At the same time, fast fashion brands like Shein are offering consumers access to evolving trends at attractive prices. People who see new trends arrive feel compelled to buy in, but everyone has a limited wallet, so we’re all competing in the same arena. Consumer sentiment is that they want to create their own space, which equates to what is right for them.
What leadership principles guide your approach to innovation and product strategy at Bodyline?
I’ve always believed in putting people first, so our strategies will continue to be people-centric, whether we’re talking about product, process, or manufacturing. We will focus on hiring the right people and giving them the freedom and ammunition to play to their strengths.
A supportive environment combined with the right tools go a long way in promoting great work, but we also ensure we offer leadership positions to people who can make decisive calls. Similarly, we strive to cultivate an appropriate mindset and keep everyone on task throughout a cycle. With freedom and accountability, people can perform to the best of their ability.
Bodyline has long been associated with manufacturing excellence. How are you redefining this advantage as global brands look for more agile and tech-integrated partners?
We’ve been one of the top innerwear manufacturers in Southeast Asia for the past two decades, and we have the longest history in bra manufacturing in Sri Lanka. Companies in other countries are bringing in automation to make their processes more efficient and viable, and MAS and Bodyline are similarly exploring what our factory of the future can be.
The working population is diminishing even in Sri Lanka, and we’ve noticed that fewer people want to work in factories. As a result, the cost of production is going up. In the long run, we have to consider how we can simplify the process and make the transition from product development to manufacturing a lot smoother. MAS is investing heavily here, and I believe this is how we will maintain operational excellence going forward.
In a region where apparel is a mature export industry impacted by many geopolitical and economic issues, what role can Bodyline play to transform the industry in Sri Lanka to be more competitive?
I think the next few months are going to be crucial for Sri Lanka, and not only in trade.
We’re obviously exploring a variety of options in response to the reciprocal tariff, but our efficiency, product development capability, and uniqueness will play a role in our fate, regardless of whether we produce in Sri Lanka or elsewhere.
It ultimately comes down to the product for Bodyline. The goal is to ensure the customer buys it, so how can we facilitate that? In that equation, we know we have to find the right product, then apply our 32+ years of manufacturing experience to make it more cost-effective for us and for the country as a whole. These strategies will play a bigger role in the future.