Interloop is planning big for its five-year vision.
The second-largest garment and textile exporter in Pakistan, which has shown global growth despite the pandemic restrictions, has established its 2025 commitment, led by a unified multi-category strategy.
The plan is already in motion, with all executives and sales teams fully committed to meet the plan to serve all ages, genders and abilities in their established products, including denim, seamless knits, cut and sew knits and hosiery, the category where it all began 30 years ago.
Headquartered in Faisalabad, with approximately 25,000 employees worldwide across eight manufacturing facilities in South Asia and with sales offices in the U.S., Canada, China and Japan, Interloop has set an ambitious goal—which is to double its total sales to $700 million by the year 2026.
Vision 2025 is a $300 million undertaking to expand its production capacity and capture pent-up responsible apparel demand. This investment will include a new vertical knitwear apparel plant, a new activewear factory, a sixth hosiery plant as well as a denim mill that will produce key products to support retail clients’ full garment programs.
With the new hosiery plant, Interloop plans to produce 1 billion socks by 2026 and will expand its spinning and yarn-dyeing capacity in new blends and unique finishes with key collaborations with brands and retailers.
This full family clothing product commitment is the first of three pillars within Vision 2025.
The second pillar focuses on value-added services, which include trend and analytics forecasting, design support, as well as logistics and warehousing that the market truly needs.
Faryal Sadiq, vice president of sales and marketing at Interloop, wants to create longer-lasting partnerships with customers through these critical services. She estimates that the revenue from these services will increase 2.5x over the next five years.
The third pillar ties back to Interloop’s continued determination to lead the way in responsible manufacturing, elevating its environmental commitments that have been in place.
The company will continue to work with UNFCCC, the United Nations Framework Convention on Climate Change. The collaborative efforts encourage serious global engagement in the Race to Zero campaign to achieve net zero carbon emissions by 2050.
Interloop has set science-based targets for 2026: reducing greenhouse gas emissions 25 percent, reducing freshwater consumption 25 percent and diverting 100 percent of waste.
People, digital transformation, agile manufacturing
Interloop plans to achieve these goals via various means: a backbone of talented and highly trained people offering support services; corporate digital transformation; and agile manufacturing across all of its divisions.
A diverse, inclusive and engaged workforce is its future, with an aim to triple the representation of women throughout the company. Sadiq estimated that the company will hire nearly 5,000 more women over the next five years. As the company expands, Interloop wants to create more advancement opportunities to spur individual employee growth.
By promoting qualified employees internally, incentivizing them to work hard and expand skillsets to be genuinely appreciated and rewarded, Interloop is positioned to be the employer of choice throughout Pakistan.
“We will be unleashing their potential,” Sadiq said. “We feel it’s the war for talent, and whoever wins this war for talent is going to be a winner in the end. Our focus will be on developing and training our people on the skills and capabilities required for them to excel and for us to deliver on our objectives.”
Digital transformation has been on everyone’s mind, and that is no different with Interloop, which has prioritized investments in digital design, product development and manufacturing technologies.
Interloop will use AI-based data analytics to aid in decision making, and has integrated an enterprise resource platform (ERP) to deliver more real-time data transparency to its brands.
Interloop’s digitalization journey is focused on building digital capabilities in-house across all categories.
“We have trained CLO 3D designers, and also trained employees to use other 3D software for circular knitting, so we’re really creating a ‘center of excellence’ to use across multiple categories,” Sadiq said. “A lot of our sampling process has moved to digital, which means reduced waste, improved response time and more collaboration with our customers.”
Interloop’s commitment to agile manufacturing ties in heavily with the digital shift, particularly as the company aims to further reduce waste and improve lead-time efficiency, all while maintaining its product quality.
Even as the company builds out its manufacturing operations across new facilities, Sadiq credits Interloop’s culture for enabling consistent responsibility standards across different sites and categories, such as the company’s recently built LEED Platinum certified denim plant.
“Our expansion into denim has already taken shape in a short period of time and our efforts to engage with leading denim brands with like-minded corporate philosophies is our specific goal,” said Sadiq. “Every time you see a new facility, you will see some improvements. It allows you to build upon your learning and gain more out of it.”
The company’s continued commitment to responsible manufacturing, alongside the path to build a unified multi-category team strategy and the implementation of value-added services, furthers Interloop’s establishment as the Partner of Choice for Full Family Clothing.
Learn more about Interloop Limited and its Vision 2025 mission here.