Established in 2005, Dip Knitwear Limited is a Gazipur-based knitwear manufacturer and exporter and a BGMEA member (Reg. No. 4167). According to BGMEA data, the company has 700 machines, 2000 employees, and an annual production capacity of 1.83 million dozen pieces, with reported annual turnover of US $32 million. Its major export products include T-shirts, polo shirts, pants and pajamas, tank tops, knitted sweaters and jackets, and ladies’ dresses and trousers. The company holds certifications including GOTS, BSCI, OEKO-TEX, and GRS. ICCAD also highlighted Dip Knitwear for its focus on worker welfare, safety, sustainability, and inclusiveness.
In an exclusive conversation with Team Textile Focus, Saadman Tayeeb, Director of Dip Knitwear Limited, shares his journey into the textile and apparel industry, the challenges of leading a business with a non-textile background, the industry’s pressing concerns, energy and supply chain challenges, competitiveness, pricing, expansion strategies, data-driven decision-making, production efficiency, diversification, and his vision for the future of Bangladesh’s textile and apparel sector. A brief discussion is given below for our respected readers.
Textile Focus: How did you come into the textile and apparel industry, and what was your background before joining the business?
Saadman Tayeeb: I am the Director of Dip Knitwear Limited, an RMG-focused company that my father started in 2005. It has been more than 20 years now. When I was young, I never really understood what my father did for work. He would go to the office while I went to school, and I never pried into what kind of work he did. As I grew older, I gradually realized he ran an institution and that many people depended on the business.
When I went to university, I planned to study computer science and work in software. But COVID-19 changed many things. I saw how the pandemic affected Bangladesh and our business. Interestingly, the period after COVID-19 also created significant demand in the country. At that point, I felt a stronger responsibility toward the business. I also wanted to return to Bangladesh because of my family. Our factory had around 2,000-2,500 employees, and I felt that leaving the business was not the right decision. After completing my studies, I returned to Bangladesh. It has now been around two years.
Textile Focus: You came from a non-textile background. What was it like entering the industry?
Saadman Tayeeb: Coming from a non-textile background has both advantages and disadvantages. During my first year, I spent a lot of time in the factory. I learned the fundamentals of knitting, counting, dyeing, and other technical processes. Once I developed a basic understanding of the technical side, I gradually became involved in banking and financing. Overall, I am happy with the experience. It is difficult and challenging, but I feel that I am doing something meaningful. Initially, adjusting to the work environment was difficult. Bangladesh has its own business culture and working systems, and someone who has studied or worked abroad has to understand that environment before introducing new ideas.
Textile Focus: Many second-generation entrepreneurs struggle when they return to take over family businesses. Why do you think this happens?
Saadman Tayeeb: One of the biggest challenges is the difference in mindset between generations. People who study or work abroad often return with new ideas and a different way of looking at business. But introducing those ideas into an existing organization is not always easy. In my own factory, some people have been doing the same work the same way for 20 years. They have experience, and their way of working may be convenient and efficient for them. So, you cannot simply come in and say, “This is how we are going to do it.” You first have to understand the people, the organization, and the existing system. Then you need to identify the most practical way to implement your ideas. Perseverance is extremely important. Young people need the opportunity and confidence to explore their ideas, but they also need to understand the platform they are working in.
Textile Focus: What are the major challenges currently facing Bangladesh’s textile and apparel industry?
Saadman Tayeeb: The energy crisis is obviously one of the biggest challenges. Gas shortages are extremely damaging to the industry. Dyeing and spinning are particularly affected because these processes depend heavily on a stable energy supply. The problem also extends throughout the supply chain. For example, if a dyeing facility faces a gas shortage and cannot maintain the required temperature, shade variation can occur. That creates a quality problem. At the same time, production delays may force manufacturers to approach buyers for shipment extensions. So, one problem can create several others: production delays, supply chain disruption, quality issues, and ultimately customer relationship problems.
Textile Focus: You mentioned the need for contingency planning. What changes do you think are necessary?
Saadman Tayeeb: I think Bangladesh often focuses on crisis management rather than contingency planning. When a crisis comes, we try to manage it somehow. But if we have experienced the same problem for several years, we should plan for it instead of simply reacting. This needs to happen at both government and company levels. We need to think about what happens if a particular crisis continues for years and how we can prepare for it. Contingency planning is complicated, but it is necessary. We cannot wait for the crisis and then decide what to do.
Textile Focus: How do you see Bangladesh’s competitiveness compared with countries such as China, India and Vietnam?
Saadman Tayeeb: Historically, countries such as Taiwan and South Korea were major textile and apparel producers. As economies developed, labor costs increased, and production gradually shifted to countries such as Bangladesh, China, and India. The same process is happening today. Production, labor, and energy costs are rising. The natural response should be for product prices to increase as well. But Bangladesh still faces intense internal competition. We have built a reputation around low-cost production, and cheap labor has almost become part of our brand.
The question is: how long is that sustainable? Labor will not become cheaper. It will become more expensive. Therefore, we need to increase productivity, efficiency, and value rather than simply competing on price.
Textile Focus: Do you think Bangladesh’s low pricing strategy is becoming a problem?
Saadman Tayeeb: Yes. This is one of the biggest issues facing the industry. If production costs increase but product prices do not increase accordingly, the business model becomes increasingly difficult to sustain. Buyer power is very high, while seller power remains comparatively low. We need to improve our position through specialization, efficiency, and stronger value propositions. For example, in my factory, we have established a basic pricing standard. We do not accept orders below a certain price level because we know what our production cost is and what is sustainable for us. These standards help us choose the right orders and develop specialization.
Textile Focus: What are your plans for expanding Dip Knitwear Limited?
Saadman Tayeeb: My father has always been satisfied with what we have built. But the market is changing, and our analysis shows that smaller players may increasingly face pressure from economies of scale. Larger companies can achieve lower average costs through greater efficiency and production capacity. Therefore, if we do not expand, it may become difficult to remain competitive. Our approach is to expand sustainably rather than simply building a very large factory. We currently have a 25-line factory and are considering adding another 20-line capacity, depending on market demand. We are also looking at vertical integration.
We already have garments, knitting, embroidery, and printing. Our first major expansion plan is a dyeing plant. We currently have around 12 tons of internal capacity, and we are looking at developing a larger dyeing project with a long-term target of around 35 tons. The idea is to expand step by step. If the initial investment performs well, we will increase capacity further.
Textile Focus: How are changing global demand patterns affecting your expansion strategy?
Saadman Tayeeb: Demand has decreased, and inflation has affected consumers and buyers globally. Buyers are becoming more cautious about large commitments. So rapid expansion doesn’t make sense today. This is the age of information, and decisions have to be data-driven. You have to understand how the market is moving and what the data is telling you. Your expansion plans should be supported by actual demand. Data is one of the biggest assets a company can have today. Those who have information and know how to use it will have an advantage.
Textile Focus: What is your approach to increasing production capacity?
Saadman Tayeeb: My primary target is to not simply increase the size of the factory. I want to increase efficiency. If we can do the same work more efficiently, we can increase production capacity without necessarily making massive investments. Production efficiency is extremely important. I believe a strong corporate culture is essential to achieving it. Several Bangladeshi companies have developed strong corporate cultures and stable business models. Companies such as Epyllion, Square, DBL, and MNJ demonstrate different aspects of this approach. Bangladeshi companies need to adapt to this kind of thinking.
Textile Focus: What is your long-term vision for Dip Knitwear Limited?
Saadman Tayeeb: My long-term vision includes diversification. Bangladesh is highly dependent on textiles and garments. This sector is extremely important to our economy, but from a national perspective, relying too heavily on one industry also creates risk. As businesspeople, we should think about what we can develop beyond garments. There are many possibilities, but implementation is difficult. Developing a new business in Bangladesh requires the right ecosystem, investment, policy support, and patience. Personally, I am also very interested in education. I believe education can change how people think and create opportunities for the next generation. There are also emerging sectors such as semiconductor and chip manufacturing. Why shouldn’t Bangladesh explore these opportunities?
Textile Focus: What kind of support do you expect from the government and policymakers?
Saadman Tayeeb: Businesspeople are willing to take risks, but we need an environment where those risks can be taken. Government and policymakers need to listen to businesspeople and understand their ideas. If there are opportunities to develop new industries, we need the necessary policy support and an enabling environment. We should be able to sit together, share our ideas, and discuss what can be done. Ultimately, businesses want to create jobs and contribute to the country. If the right opportunities are created, entrepreneurs will take the risk.
Textile Focus: Finally, what is the contribution you personally want to make to Bangladesh’s textile and business landscape?
Saadman Tayeeb: I want to start with my own factory and demonstrate that things can be done differently. My focus is on data-driven decision-making, efficiency, productivity, and developing a stronger corporate culture. Beyond the textile sector, I also want to explore opportunities to diversify the business and create employment. My ultimate goal is simple: to create something meaningful for my country and create opportunities for people to nurture their talents within Bangladesh.
