Energy represents a significant, often unseen, input cost across these industries. From the initial stages of fiber production, through dyeing and finishing processes, to global logistics, escalating oil prices directly translate into elevated operational expenses. Synthetic fibers, including polyester, nylon, and acrylic, are particularly vulnerable. Polyester, which constitutes over 50 percent of worldwide fiber production according to Textile Exchange, is derived from petrochemicals. Consequently, as oil prices climb, so does the cost of these essential materials, placing added pressure on manufacturers already operating with slim profit margins.

Simultaneously, transportation expenses are poised for a sharp increase. Ocean freight, air cargo, and last-mile delivery services are all heavily reliant on fuel. A prolonged period of elevated oil prices could erode the relative stability observed in shipping rates over the past year, especially for lengthy routes connecting Asia with Europe and the United States.

Margin Pressure for Brands and Retailers

For brands, the central challenge involves either absorbing these escalating costs or passing them on to consumers. Following several seasons of price adjustments driven by inflation, consumer willingness to bear further increases is limited. Retailers, particularly those in the mid-market segment, may find themselves caught between rising input costs and a customer base that is highly sensitive to pricing. While luxury brands possess greater resilience, they are not entirely immune. Increased production and logistics expenses can diminish profit margins or necessitate alterations in sourcing strategies.

The timing of this surge is particularly sensitive. The industry is already grappling with softened demand in key markets and an ongoing recalibration of inventory levels after the volatility experienced in the post-pandemic era.

Supply Chain Disruption Risks

Beyond the direct impact on pricing, the prevailing geopolitical situation introduces a secondary layer of risk: the potential for supply chain disruption. The Strait of Hormuz is a crucial conduit, handling approximately one-fifth of global oil supply. Any extended closure or period of instability could affect not only energy markets but also broader shipping routes and associated insurance costs. Reports indicate that traders are actively factoring in the possibility of prolonged disruption as diplomatic efforts falter and the prospect of military escalation remains a consideration. For fashion companies that depend on just-in-time production models and meticulously coordinated global supply chains, even minor delays can have disproportionately large consequences for delivery schedules and the timely release of seasonal collections.

Acceleration of Material Transition?

Paradoxically, sustained high oil prices might serve as an impetus for change within the industry. As the cost of fossil-based inputs rises, alternative materials, recycled fibers, bio-based textiles, and regenerative inputs could become more economically attractive. However, the scalability of these alternatives remains a significant constraint, and many are not yet cost-competitive at commercial volumes. Nevertheless, the current environment underscores a broader industry imperative: reducing reliance on virgin petrochemical materials is evolving from an environmental necessity into a clear economic one.

Strategic Recalibration Underway

In the immediate term, brands and manufacturers are likely to focus on reassessing their sourcing strategies, potentially favoring regional production. There will also be an increased emphasis on inventory management to mitigate the impact of cost volatility, and efforts to lock in fabric and production costs where feasible. Looking further ahead, the industry may witness renewed investment in supply chain resilience and material innovation.

Analysts suggest that further escalation of tensions remains plausible, with oil markets continuing to react accordingly. As long as uncertainty persists regarding the Strait of Hormuz and relations between the US and Iran, price volatility is anticipated to continue. For the fashion industry, this situation serves as a clear reminder that energy is no longer a background operational cost; it has become a strategic variable, one that will significantly influence pricing, sourcing, and material choices in the coming seasons.

Ermenegildo Zegna, Executive Chairman of the Ermenegildo Zegna Group, highlighted the positive momentum across all brands. “Our 7% organic growth is a direct result of our long-term strategy, thoughtfully crafted and now being executed with discipline and pace,” he stated. The Direct-to-Consumer (DTC) channel emerged as a key driver, achieving 14% organic growth, with all brands and markets contributing to this success.

The Americas region continued its upward trajectory, delivering another quarter of double-digit organic growth and acceleration. Among the brands, ZEGNA itself led the Group’s performance with an 11% organic growth. Thom Browne and TOM FORD FASHION also strengthened their distinct market positions and successfully attracted new clientele, indicating positive brand performance within the evolving luxury market.

Analyzing brand-specific revenues, the ZEGNA brand saw a 5.9% year-over-year increase to €310.3 million, with organic growth of 11.3%. This sequential improvement was bolstered by strong DTC performance, with double-digit growth recorded in the Americas and EMEA, and a positive contribution from the Greater China Region.

Thom Browne reported revenues of €58.2 million, a decrease of 9.4% year-over-year (-3.0% organic). This was influenced by a strategic streamlining of the wholesale channel, though the DTC channel experienced positive double-digit organic growth. The brand’s collaboration with Asics, launched in March 2026, was well-received and contributed to attracting both existing and new customers to stores.

TOM FORD FASHION generated €67.7 million in revenues, a slight increase of 0.4% year-over-year (+5.4% organic). This was supported by the ongoing solid performance of its DTC channel and effective marketing initiatives, including activity around its March fashion show.

The Group’s DTC channel as a whole experienced a 7.8% year-over-year increase to €371.9 million, translating to 14.2% organic growth. This channel now accounts for 85% of the Group’s branded products revenues, a clear indication of a successful shift in sales strategy. ZEGNA’s DTC revenues grew by 8.6% (+14.1% organic), Thom Browne’s by 9.9% (+20.2% organic), and TOM FORD FASHION’s by 1.5% (+9.2% organic).

In contrast, wholesale branded revenues experienced a decline of 19.1% year-over-year (-17.0% organic) to €64.3 million. This is a direct reflection of the Group’s strategic decision to prioritize the DTC channel, aiming to enhance control over the customer experience, elevate brand exclusivity, and safeguard its iconic products.

Geographically, the Americas region stood out with revenues of €137.0 million, marking a 9.6% year-over-year increase and 17.5% organic growth, driven by strong performance across all brands. The Greater China Region reported revenues of €124.1 million (+0.7% YoY, +5.3% organic), showing improved momentum across all brands. EMEA revenues were €152.9 million (-0.8% YoY, +1.4% organic), with solid DTC channel growth partially offset by a weaker wholesale performance. Rest of APAC revenues were €55.5 million (-0.6% YoY, +7.7% organic), with solid growth in Korea and Japan.

The Group’s strategic focus on direct-to-consumer engagement and disciplined execution of its brand strategies have positioned the Ermenegildo Zegna Group for continued success within the dynamic luxury market trends. The first quarter of 2026 revenue figures highlight the efficacy of these approaches, particularly within the direct-to-consumer segment. The Zegna Group’s commitment to its core brands and strategic adjustments in its sales channels are evident in these latest results.

MediaVision’s data indicates the UK resale market is no longer driven only by the most sustainability-minded consumers. Instead, resale is becoming a routine step in the purchase journey, as shoppers weigh price, quality and environmental impact together. Platforms such as Vinted have benefited from that shift, with MediaVision describing secondhand as “no longer niche” and pointing to rapid platform growth as evidence of a broader behavioural change.

The findings arrive soon after Vinted completed an €880m secondary share transaction that valued the business at €8bn ($9.3bn) in equity. MediaVision notes that Vinted now ranks as the UK’s third-largest retailer by revenue—an outcome that, in the firm’s view, underlines how resale has become a “default shopping journey” rather than a fallback option.

The knock-on effects are being felt across the wider retail landscape. The data says the rise of the UK resale market is pushing established brands to rethink their strategies—whether through partnerships with resale platforms, the launch of branded pre-owned offers, or a stronger focus on sustainability messaging across ranges and campaigns. Importantly, the shift does not appear to reflect waning interest in fashion. Instead, shoppers are stretching purchasing power further by mixing new items with preloved finds.

MediaVision PR expert Annabelle Sacher characterised the trend as structural rather than cyclical. “The shift towards resale is more than a trend, it’s a fundamental change in consumer behaviour. Shoppers are looking for smarter ways to engage with fashion, and brands that embrace resale, sustainability, and value-led options are the ones winning attention and loyalty.”

Fashion still dominates ecommerce discovery, according to the company’s research, accounting for around 30% of retail-related online searches. High-street brands continue to represent just under half of overall fashion demand, the data says, but the fastest growth is coming from resale and preloved categories—signalling that secondhand is gaining share even while mainstream players remain prominent.

The data suggests consumers are increasingly building “blended baskets,” pairing secondhand purchases with new-product shopping to manage spending during ongoing cost-of-living pressures. MediaVision content expert Jacky Lovato said the direction of travel is clear and is already reshaping competitive dynamics across online fashion. “The trajectory isn’t surprising. We’re seeing a clear surge in the second-hand market, driven by the ongoing cost-of-living squeeze and broader shift towards more sustainable fashion. More broadly, there are early signs of a shift towards resale, with Vinted gaining while players like Shein decline.”

For the year ended 31 January 2026, OVS said net sales reached €1.7459 billion (about $2.06 billion), a 7% increase year on year. Stripping out the seven-month contribution from Goldenpoint, underlying sales still rose 2.9%—well ahead of a reference market that expanded by only 0.3% over the same period. Revenue from directly operated stores came in at €1.4313 billion, up 8.2%, while franchising and B2B channels generated €314.7 million.

Profitability moved higher alongside sales. Adjusted gross margin increased 8.8% to €1.033 billion, with gross margin reaching 59.2%. Adjusted net profit climbed 14.8% to €89.4 million, underscoring the operating leverage created by higher volumes and a richer mix.

Brand-level earnings also improved. OVS reported EBITDA of €172.6 million, up €9.8 million year on year. Upim delivered €44.0 million in EBITDA, compared with €40.1 million in 2024. Stefanel also strengthened, with EBITDA rising by roughly €4 million. Goldenpoint added €3.9 million of EBITDA during its consolidation period, the group said.

CEO Stefano Beraldo said the OVS FY25 results validated the retailer’s strategy of pairing accessible pricing with a stronger emphasis on design and sustainability. “2025 was a year of excellent results, with growth across all the main banners and brands. This performance confirms the validity of a positioning based on quality, stylistic research, and sustainability, which have elevated the perceived value of the brands, effectively intercepting a growing demand for quality products at affordable prices,” said Stefano Beraldo, CEO of OVS.

He said OVS continued to broaden its brand architecture through new launches and line expansions, including Les Copains, new developments within the PIOMBO label and growth across Altavia, B Angel and Utopja. OVS also highlighted womenswear and beauty as key growth engines. In beauty, momentum was supported by the Shaka format, which now operates 10 stand-alone stores.

Store investment remains a major pillar as shoppers spend more time in physical retail again, Beraldo added. “Another fundamental pillar remains the constant enhancement of the stores, in a context where offline is regaining centrality in customer preferences,” he said, pointing to upgrades aimed at improving merchandising and the overall customer experience.

Goldenpoint’s integration was described as constructive, with roughly 10% sales growth during the initial consolidation period. OVS said product refreshes, store modernisation and purchasing synergies supported better margins and improved performance.

Looking ahead, OVS indicated it plans to push harder on international expansion, backed by a solid balance sheet and continued traction in womenswear. “The internationalisation strategy of OVS is accelerating, supported by a solid financial position and the success of the womenswear offering. Expansion into the most promising markets is planned for 2026,” Beraldo said.

OVS added that the new financial year has opened with “significant” growth versus the prior year, helped by strong early demand for new collections—an encouraging signal following the record OVS FY25 results and the ongoing integration of Goldenpoint.

The Stella McCartney x H&M collection is positioned as a bridge between eras. On one side are recognisable contemporary staples—oversized shirting, sweeping trench coats and crisp tailoring—while on the other are playful callbacks to early McCartney moments, including bejewelled graphics and slogan-led tops. H&M said the idea is to capture the designer’s rule-breaking sensibility and optimism, while delivering pieces that feel wearable now.

McCartney described the assortment as a personal retrospective expressed through a modern wardrobe. “I see this collection as a journey through my fashion history. It is a true mix of current classics and some of my old favourites that showcase my first forays into fashion and the development of my signatures. It’s playful, strong, sparkling, joyful, refined.” Stella McCartney.

Beyond outerwear and tailoring, the drop includes ribbed knit dresses and tops finished with chain detailing at the neckline, a reference to McCartney’s Falabella hardware. Among the more dramatic items is a long white gown designed with a looping, cape-like sleeve that connects into the hem to create a continuous sweep of fabric. Party pieces feature prominently too, alongside denim, separates, and mesh tops and dresses in an archival cherry print. A nostalgic note comes through in a white mini tee studded with the phrase “Rock Royalty.”

Accessories are a major part of the launch, led by a six-bag line-up ranging from compact, branded shoulder styles to oversized totes. A chocolate-toned bag with a chain-strap is presented as a core piece, while Falabella-inspired chain elements reappear across jewellery and footwear. Necklaces and earrings are made using recycled metal in mixed finishes, and loafers arrive with chain hardware at the front.

Material choices are a central narrative for the Stella McCartney x H&M collection, with H&M highlighting recycled content, organic cotton, wool certified to the Responsible Wool Standard (RWS), and coated materials derived from alternative feedstocks such as industrial corn and recycled vegetable oil.

H&M also released campaign imagery for the collaboration, shot by Sam Rock in London. The cast features Renee Rapp, Angelina Kendall and Adwoa Aboah, with visuals that lean into a tone H&M describes as light, nostalgic and forward-looking. The campaign is anchored by the tagline “&Stella,” which is remixed into phrases such as “&Here,” “&Now,” “&Me,” and “&You,” to underline themes of connection and care.

Ann-Sofie Johansson tied the capsule to McCartney’s wider trajectory as a designer. “Stella has always had a bold vision for fashion, and this collection tracks her journey from a young, rule-breaking voice to a master of timeless design. Every single piece in the collection is desirable and tells a unique and bold story.” – Ann-Sofie Johansson.

For the first quarter, Kering Q1 2026 revenue totalled €3.568 billion (about $4.21 billion). That was down 6% year on year on a reported basis, but the company said sales were stable on a comparable basis, suggesting momentum is no longer deteriorating at the pace seen previously.

CEO Luca de Meo said the quarter marked a turning point in the trajectory. “In the first quarter of 2026, group revenue stabilised, marking an important first step in our recovery and a further sequential improvement. This performance reflects the first tangible effects of our actions, despite a challenging geopolitical environment,” said Luca de Meo, CEO of Kering.

By channel, direct-to-consumer remained mixed. Comparable retail revenue—including e-commerce—fell 2%, reflecting uneven performance by geography, while wholesale revenue increased 6%, providing a partial offset.

Within Fashion & Leather Goods, the group posted €2.852 billion in revenue. That represented a 9% decline on a reported basis and a 3% drop on a comparable basis. Comparable direct retail sales for the segment decreased 4%. Kering said Saint Laurent, Bottega Veneta, Balenciaga and Brioni were the main sources of resilience, with North America a particular bright spot for several houses. Segment wholesale revenue rose 2%.

At brand level, Gucci continued to weigh on the group. The label generated €1.347 billion in revenue, down 14% reported and 8% comparable. Retail revenue declined 9% on a comparable basis. Kering said North America grew 8%, but that strength was outweighed by weaker trading in Asia-Pacific and Western Europe.

De Meo reiterated that Gucci’s recovery remains the priority and said work is focused on the offer as well as distribution and client experience. “Gucci remains our top priority. A comprehensive turnaround is underway, with decisive actions across client, distribution and, above all, the offer,” added de Meo. “We have reset the product architecture and strengthened category focus, with new collections rolling out progressively in stores throughout the year.”

Kering also highlighted the Middle East as an area of continued strategic attention, accounting for roughly 5% of retail revenue. The group operates 79 stores in the region and employs around 1,100 people there. Regional retail revenue fell 11% in Q1 after previous growth, which Kering linked to geopolitical tensions, though it said all stores remain open.

Beyond sales performance, Kering said it continued to reinforce its operating model during the quarter, including building shared capabilities intended to support its houses and lift efficiency. “The first quarter of 2026 marked continued progress, as we executed with pace and focus. We have launched a Group platform designed to support the growth of our Houses and enhance efficiency,” said de Meo.

Kering said it remains focused on restoring growth and improving margins through 2026, positioning the stabilisation seen in Kering Q1 2026 revenue as an initial step rather than a completed turnaround—particularly with Gucci still in the middle of a multi-pronged reset.

H&M and Stella McCartney have launched a new Insights Board intended to keep sustainability high on the fashion agenda, while challenging how the industry debates progress, materials and accountability. The Swedish retailer and the designer said the forum will convene a mix of voices—from culture and media to technology and advocacy—to broaden the conversation beyond corporate sustainability teams and into the wider fashion ecosystem.

The announcement comes alongside a Spring 2026 capsule collection created by McCartney and H&M, which the partners say uses “certified, responsible materials,” including recycled fabrics. The board’s remit is wider than any single product drop, however, with planned discussions spanning materials, circularity, innovation and communication—areas where brands are facing rising scrutiny from regulators, consumers and supply-chain partners.

Stella McCartney framed the initiative as a space for transparency and a more human, community-linked conversation about what change should look like. “Fashion has an opportunity to lead with honesty, transparency and a willingness to challenge itself. That’s what excites me about the Insights Board,” McCartney commented. “It’s about listening and learning, not just from the voices around the table, but from the communities they represent, and keeping sustainability front and centre in a way that sparks real dialogue and, importantly, hope for change.”

The board marks the second collaboration between McCartney and H&M, following earlier work with the retailer on a design-led collection. This time, the partnership is being positioned as both product and platform: a collection for Spring 2026, and a structured programme designed to influence how sustainability is discussed and acted on.

The board held its first meeting in London, where members compared perspectives on the industry’s most immediate challenges. The conversation, according to the partners, focused particularly on the adoption of more sustainable and innovative materials, as well as animal welfare—topics that sit at the intersection of product design, supply-chain practice and brand trust.

H&M’s CEO Daniel Ervér said the company sees value in convening a cross-disciplinary group that can pressure-test ideas and highlight blind spots. “We are excited to start this dialogue that connects different voices and perspectives from across the fashion world. The Insights Board is a unique opportunity to listen, gain new insights and explore how we can move both ourselves and the fashion industry forward.”

The timing also reinforces H&M’s broader sustainability narrative. The launch follows the retailer’s recent announcement of a target to source 100% of its materials sustainably by 2030—an ambition that will require stronger traceability, supplier engagement and credible measurement frameworks.

Alongside McCartney, the board includes technologist and sustainability innovator Kiara Nirghin, model and brand ambassador Amelia Gray, fashion editor and journalist Susie Lau, model and actor Adwoa Aboah (founder of Gurls Talk), and singer and activist Anitta. Lau described the board as an opportunity to move from slogans to substance—particularly as the industry tries to translate consumer-facing commitments into practical decisions. “Fashion thrives on dialogue, critique and curiosity. What draws me to the Insights Board is the chance to question assumptions and explore how sustainability can move beyond slogans and become something embedded in the culture and everyday practices of fashion.”

For H&M and McCartney, the bet is that progress will accelerate when the industry invests not only in new fibres and circular systems, but also in fashion sustainability dialogue that is candid, specific and grounded in lived realities. If the board can translate that fashion sustainability dialogue into clearer actions—on materials, animal welfare and how brands communicate impact—it could become a model other large retailers seek to replicate.

Gross profit held essentially flat at €1.2940 billion compared with €1.2966 billion a year earlier, but profitability improved at the gross margin level. The gross profit margin expanded by 90 basis points to 67.5% from 66.6%, which the group attributed primarily to a richer channel mix. Direct-to-consumer continued to take a larger share of the business, rising to 82% of branded product revenues in FY25 from 78% in FY24—an important lever behind the uplift in margin and a key feature of the group’s operating model.

Below gross profit, however, the picture was more mixed. Operating profit fell to €139.5 million from €166.9 million, reflecting higher overheads and sustained investment across retail, people and IT. The company also cited negative operating leverage, particularly at Thom Browne, where the brand’s channel reshaping weighed on performance.

Adjusted EBIT came in at €163 million in FY25, down from €184 million in FY24. The group added that the result included a €10 million provision for expected losses on trade receivables tied to Saks Global following its Chapter 11 filing; excluding that one-off, adjusted EBIT would have been €173 million. The adjusted EBIT margin narrowed to 8.5% from 9.5% a year earlier, as selling, general and administrative expenses rose to €1.0339 billion, representing 53.9% of revenue versus 51.8% in FY24. Marketing spend was steady at €120.7 million.

Ermenegildo Gildo Zegna, executive chairman, positioned the year as a demonstration of resilience amid an uneven luxury backdrop. “In 2025 our Group delivered solid revenue and net profit growth despite a continued challenging environment for the sector. Group revenues reached €1.9 billion, +1.1 per cent organic, which translated to a Profit of €109 million, up 20 per cent compared to last year. We also closed the year with a cash surplus of €52 million, further strengthening our Group’s financial flexibility.”

He also signalled caution on the outlook, citing heightened geopolitical risk. “Looking ahead, recent developments in the Middle East have introduced additional uncertainty across the sector. In this more complex environment, our priorities remain clear: disciplined growth, strong cash generation, and rigorous execution to deliver on our targets. While we remain vigilant to potential risks, our ambitions are unchanged—and so is our determination to deliver on them, together,” added Zegna.

Segment performance: Zegna steady, Thom Browne pressured

The Zegna segment—covering the Zegna brand, textiles and other activities—generated revenue of €1.3632 billion, up 1.1% year on year and up 3.7% organically. Adjusted EBIT for the segment rose 4.9% to €196.7 million, and the margin improved to 14.4% from 13.9%, supported by the same channel tailwinds, steady revenue progression and cost discipline. At brand level, Zegna revenues increased 1.5% to €1.1816 billion, or 4.7% organically.

Thom Browne remained the drag on group profitability in FY25 as it continued to rationalise wholesale exposure. Revenues fell 14.6% to €268.9 million, or 12.1% organically. Adjusted EBIT dropped sharply to €952 thousand from €27.3 million in FY24, taking the adjusted EBIT margin down to 0.4% from 8.7%. The group linked the decline to a 40% drop in wholesale revenue and investments tied to selected store openings as the brand pushes further toward direct control.

Tom Ford Fashion edged up 0.8% in reported revenue to €317.1 million, with 3.1% organic growth, but remained loss-making at the adjusted EBIT level. Adjusted EBIT was negative €15.5 million versus negative €10.1 million in FY24, reflecting ongoing investment in personnel, IT and the direct-to-consumer network.

Cash position turns positive as capex eases

Capital expenditure reduced to €102.9 million from €125.5 million, with roughly 60% directed toward the store network. The group also invested in a new footwear production facility in Parma and continued IT projects. Zegna ended 2025 with a cash surplus of €52.1 million, a marked swing from net financial indebtedness of €94.2 million the year before—an important balance-sheet outcome alongside the increase in Zegna FY2025 profit.

2026 visibility clouded by geopolitics

Looking ahead, the company said recent Middle East developments have reduced visibility on luxury demand in 2026. Even so, management reiterated its focus on medium-term targets, keeping its 2027 ambitions in place while monitoring risks tied to the duration of the conflict and its potential knock-on effects on global growth and consumer spending. In that context, the group’s accelerating DTC pivot, improving gross margin and stronger cash position appear central to protecting Zegna FY2025 profit momentum as the operating environment becomes more complex.

The newly approved business plan—built around improving profitability while maintaining a strong liquidity buffer—will serve as a core pillar of the Saks Global reorganisation plan. Saks Global said it expects to file the plan with the US Bankruptcy Court for the Southern District of Texas in the coming weeks as part of its broader restructuring strategy.

CEO Geoffroy van Raemdonck said the company has moved quickly since the start of the year to stabilise the business and begin reshaping how it operates across its brands. “We have made significant progress over the past two months as we work to position Saks Global for the future, quickly stabilising our business, improving inventory flow and investing in our transformation,” said van Raemdonck. “With continued strong support from our capital partners, we are laying the path to realise the combined full potential of our three banners, achieve double-digit adjusted EBITDA margin and drive profitable and sustainable growth. As we continue to secure a bright future for Saks Global, guided by our relentless devotion to the luxury customer, we are focused on delivering an expertly curated assortment and personalised service across Saks Fifth Avenue, Neiman Marcus and Bergdorf Goodman.”

Since mid-January, Saks Global has focused on repairing ties with brand partners, a move it said has already helped restore product flow. The company reported that nearly 600 brands have resumed shipping, unlocking $1.4bn in retail receipts. Saks Global added that merchandise receipts are now running almost 60% higher month to date in March compared with the same period last year.

Operationally, the group said it is reshaping its store footprint by concentrating on stronger locations in key luxury markets across Saks Fifth Avenue and Neiman Marcus. It has also narrowed its off-price business to 12 sites, positioning those stores as an outlet for remaining inventory from its core luxury banners rather than as a sprawling standalone division.

Supply chain performance is another priority under the Saks Global reorganisation plan. The company said it is centring distribution and service operations around three major facilities in Texas, Pennsylvania and California, aiming to increase delivery speed, elevate the customer experience and reduce costs.

“This is tremendous progress in a very short period of time,” added van Raemdonck. “I am incredibly proud of our entire leadership team and colleagues across the organisation whose collective strength and focus have enabled us to continue to serve our customers and brand partners as we take decisive steps to build a stronger Saks Global. We remain focused on building on this momentum as we work towards emerging later this year.”

Organized by RX Japan GK, the show is designed to create concrete opportunities for buyers and brand professionals from Japan and around the world to connect with reliable partners and take their next strategic step.

Showcasing the Value of Japanese Craftsmanship

This year’s feature spotlights a handpicked selection of Japanese companies celebrated for proven quality and advanced technical skills. From dyeing, sewing, and innovative textiles to shoes, accessories, and OEM capabilities, exhibitors blend traditional craftsmanship with compelling stories and business-ready offerings. This makes the feature a prime destination for global merchandisers, importers, department stores, and retailers seeking trusted partners for international growth and supply chain innovation.

Discovering New Sensibilities and Originality

Dedicated to highly original products by emerging Japanese designers, this special area presents unique reinterpretations of traditional techniques, the use of sustainable materials, and inspiring upcycled creations. Forward-looking brand and product proposals in this space directly respond to future market and consumer needs. It is an essential platform for brand discovery and test buying, tailored for boutiques and select shops aiming to bring unique items to their portfolios.

Source OEM/ODM Partners Built for Japan’s Strict Quality Expectations

Japanese apparel brands are renowned for their high standards in inspection and advanced sewing craftsmanship standards that can be challenging for many international suppliers to consistently meet. At FaW TOKYO, visitors can connect with highly capable sewing factories and production partners that meet this “Japanese standard,” delivering dependable quality control and premium finishing. If you are expanding into Japan or looking to upgrade your manufacturing capabilities, FaW TOKYO is a high‑signal sourcing destination, supported by smooth, business‑ready meeting services, including free on‑site interpretation.

This stands as an evolved event, transforming from a show to see into a show that empowers every visitor to take direct, results-focused action. By bridging Japanese craftsmanship, next-generation designers, and actionable business solutions, the exhibition enables attendees to move their businesses forward with confidence.