LANTABUR GROUP is a Bangladeshi group of companies engaged in manufacturing & exporting knit apparel & garments. Starting its journey in 2007 as Taqwa Fabrics Ltd., it has expanded its operation through establishing Libas Knitwear Ltd. in 2009 and Lantabur Apparels Ltd. in 2014. In 2017, the group started its London-based design office Dazzle Design Ltd. The Ready-Made Garment (RMG) sector stands as the largest contributor to Bangladesh’s export earnings. This thriving industry is being driven by dynamic leaders who are shaping its future. A promising professional icon M.M. Nazrul Islam recently promoted as a Senior General Manager(Operations ) of Lantabur Group. Textile Focus briefly conversed with him and he shared with us the key strength, operations excellence and his planning.
Read the full conversation-
Q. Share with us the Products Strength of Lantabour Group?
A. Lantabur Group offers end-to-end production capabilities—including Spinning, knitting, dyeing, printing, embellishment, sewing, washing and finishing. This vertical integration allows them to maintain high quality control and adaptability across the entire garment production chain
Under its subsidiary Lantabur Apparels Ltd., the company specializes in staple apparel items such as T-shirts, Polo shirts, Tank tops, and Hoodies, joggars —product types that are in consistent demand in global markets.
The facility operates around 2700 machines, and boasts an annual production capacity of approximately 5 million dozen garments—translating to roughly 60 million pieces per year—demonstrating strong manufacturing scale Lantabur Group holds recognized certifications—including BSCI, WRAP, RSC, NIRAPON, FAMA , GMP and OEKO TEX—that affirm its compliance with standards for ethical production, quality management, and safe textile practices.
With over 8,000 employees and a vertically integrated setup, Lantabur is well-positioned as a 100% export-oriented garment manufacturer, making it a reliable supplier for apparel markets globally
Starting as Taqwa Fabrics in 2007, Lantabur diversified and expanded over time by establishing Libas Knitwear in 2009 and Lantabur Apparels Ltd. in 2014, Yamin Accessories Ltd in 2020, and Lantabur Textile in 2024—reflecting steady growth and scaling of its operations.
Q. As the largest exporter of t-shirts in the US market, how does Lantabour ensure sustainability in apparel production?
A. We are one of the largest exporter(7th) of t-shirts in the US market. Lantabur Group holds several globally recognized certifications, including BSCI, WRAP, ISO 9001, FAMA and OEKO‑TEX. These indicate their commitment to ethical labor, quality management systems, and the use of non-harmful textile components. We are using Rolls Royace power station to use energy more efficient way. 99% efficient Engine. We did factory-wide transition to energy-efficient machinery (servo motors, LED lighting, and variable frequency drives). Implemented a real-time energy monitoring dashboard, allowing the team to identify inefficiencies and reduce peak load consumption. We installed low-liquor ratio EU dyeing machines, cutting water use by up to 40% per batch. We implemented water recycling and ETP (Effluent Treatment Plant) upgrades, ensuring treated water is reused in non-critical processes.
Q. As a Sr.GM what’s your plan to boost more RMG exports in the US and other markets?
A. As a Senior GM operations, I align operational strategies with company goals and buyer requirements through three key steps. Translate company vision into measurable KPIs
If the company’s goal is market expansion or premium positioning, I convert that into specific operational metrics — e.g., improving on-time delivery to 98%, reducing defect rates to under 1.5%, or achieving sustainability certifications.
I ensure all departmental targets (production, quality, maintenance, HR) cascade from these KPIs.
- Integrate buyer requirements into planning
I review buyer manuals, compliance codes, and sustainability targets, then embed them into SOPs, T&A plans, and quality standards.
For example, if a buyer demands zero unauthorized overtime or specific recycled content in fabric, I coordinate with HR, sourcing, and production to meet those demands without disrupting efficiency. - Monitor, adjust, and communicate
I use real-time dashboards and weekly review meetings to track both company and buyer KPI progress.
If there’s a gap — say, a lead time risk due to raw material delays — I escalate early, align stakeholders, and implement recovery actions.
I also keep buyers updated with transparent reporting, which builds trust and long-term relationships.
This Operational Strategy will help to boost our export to US market as well as EU markets.
