A New Era for Onshore Production

This nationally significant initiative is supported by Epson, serving as the strategic print and projection partner, along with Investment NSW through its Fostering Innovation Sponsorship Program. The proposed facility is envisioned as a manufacturing incubator designed for the modern era, allowing brands to conduct research and development while managing small-batch fashion manufacturing. By establishing a technology-enabled environment, the project aims to make onshore production a viable and cost-effective reality for local designers once again.

Technical Infrastructure and Sovereign Manufacturing

The feasibility research will investigate a comprehensive Cut, Make, and Trim (CMT) facility. This blueprint will incorporate digital pattern making, CNC cutting, automated production lines, and digital textile printing. A research consortium including RMIT, Swinburne, and UTS is leading the study, pooling expertise to address the future requirements of sovereign manufacturing.

Epson is contributing its Monna Lisa digital textile printing technology to the project, which utilizes precision water-based pigment inks. This hardware is essential for on-demand manufacturing, helping brands reduce waste and energy consumption while responding rapidly to market trends. Craig Heckenberg, Managing Director of Epson Australia and New Zealand, noted that this technology is transforming garment production.

Similarly, Sam Delgos, General Manager of the AFC, emphasized that the Clothing Smart Factory Study provides a blueprint for long-term investment in skills and advanced manufacturing. This vision is shared by the NSW Government, as Minister Anoulack Chanthivong highlighted the potential for creating skilled local jobs. The study is expected to conclude in late 2026, aiming to establish a scalable model for a national network of advanced manufacturing hubs.

Unlike traditional industrial robots designed for repetitive, fixed tasks, humanoid robots are engineered to operate in workspaces originally built for people. Their human-like structure enables them to perform a wider variety of production activities with minimal changes to existing factory layouts, making them an attractive solution for the labour-intensive apparel sector.

Garment manufacturing has historically remained one of the most difficult industries to automate because fabrics are soft, flexible, and constantly change shape during handling. Activities such as separating fabric layers, aligning garment panels, and feeding materials into sewing machines require a level of precision and adaptability that conventional automation has struggled to achieve.

Recent developments in embodied AI, advanced sensors, and machine learning are helping overcome these challenges. New-generation humanoid robots are now capable of identifying fabrics, grasping delicate materials, positioning textile components, and preparing them for sewing with significantly higher levels of accuracy than earlier robotic systems.

Several technology companies have already begun deploying humanoid robots in industrial environments to perform repetitive and physically demanding tasks. While early applications have focused on logistics and material handling, apparel manufacturing is emerging as one of the next major sectors for commercial deployment.

Industry experts believe humanoid robotics in apparel manufacturing could help address persistent labour shortages while improving production efficiency. Rather than replacing skilled workers immediately, current deployments are largely intended to complement human operators by taking over repetitive processes and allowing employees to focus on quality control, complex sewing operations, and production supervision.

China has become one of the first countries to test humanoid robots directly on garment production lines. In one large-scale initiative, robots are being evaluated for tasks such as separating fabric pieces, laying materials flat, aligning components, and preparing garments for stitching. Developers report high success rates in both fabric handling and sewing quality, highlighting the growing commercial potential of robotic apparel production.

Researchers also point out that the combination of digital twins, AI-driven production planning, and collaborative robotics is making automated garment manufacturing more practical. These technologies enable factories to validate workflows before deployment, reduce commissioning time, improve operational efficiency, and simplify integration with existing sewing equipment.

Despite this progress, experts acknowledge that humanoid robots are unlikely to replace human garment workers entirely in the near future. Complex sewing techniques, creative craftsmanship, fabric inspection, and decision-making tasks continue to require human expertise, while robots are expected to take on repetitive, physically demanding, and standardized operations.

As investment in robotics and AI continues to accelerate, apparel manufacturers are expected to adopt more flexible automation systems capable of improving productivity without requiring major factory redesigns. The evolution of humanoid robotics in apparel manufacturing is therefore likely to reshape production models by combining human skills with intelligent automation, creating more resilient and efficient textile supply chains in the years ahead.

The warning arrives at a sensitive moment for the country, which is preparing for its graduation from least developed country status. The apparel industry has long served as one of its largest employers and a key driver of export earnings, making large-scale workplace disruption a matter of significant economic and social impact.

Labour Market Indicators and Education Disconnect

The broader labor market is already showing signs of strain. National employment shrank by approximately 1.3 million jobs in 2024, with female workers accounting for nearly nine out of every ten positions lost. While manufacturing output has continued to rise, total employment within the sector has remained virtually frozen at around 8.1 million workers.

To analyze potential future outcomes, researchers examined 27 domestic and global indicators to model labor market scenarios through 2035. Across varying assumptions, all scenarios pointed to consistent themes: rapid digitisation, escalating demand for higher-value skills, persistent skill shortages, vulnerability to international economic shocks, and the need for stronger institutional capacity to navigate the transition.

Vocational Education Deficit

The research highlights a growing gap between current educational output and industrial requirements. Technical and vocational education continues to attract under one-fifth of secondary-level students, while public expenditure on human capital development remains modest compared to the speed of technological change. Without improved workforce preparation, many workers may remain ill-equipped for the positions created by advanced manufacturing.

Balancing Modernisation with Worker Safeguards

The challenge extends beyond factory floors. Although technology is projected to generate millions of digital roles globally, it will simultaneously displace millions of traditional roles. In Bangladesh apparel automation, displaced workers face the risk of shifting into low-paying, informal, or gig-based positions offering minimal social protection.

However, the report notes that automation does not need to be viewed purely as a threat. Supported by modern vocational training, continuous reskilling programs, robust labor market data systems, workforce development incentives, and protection for vulnerable groups, technology could boost productivity while maintaining inclusivity.

Industry Initiatives and Future Outlook

Taking steps toward technological integration, Ha-Meem Group, a prominent domestic garment producer, signed a Memorandum of Understanding (MoU) with a robotics and automation firm. The partnership aims to accelerate Industry 4.0 adoption and prepare for AI and automation through three core pillars: workforce development, industrial automation, and strengthened industry-academia collaboration.

Ultimately, Bangladesh apparel automation functions as a double-edged sword. While it offers potential for greater operational efficiency and long-term industrial competitiveness, the absence of prompt policy measures and sustained workforce training could risk unravelling a major employment foundation.

Jack Technology will deploy Siemens’ new industrial AI orchestration software, Intelligence Center X, starting with Mendix for agentic low code development, and Designcenter™ software for advanced product engineering – both from the Siemens Xcelerator portfolio – to streamline product development, reduce complexity and support new applications for AI and humanoid robotics in sewing workshops.

Headquartered in China, Jack Technology serves customers in more than 160 countries and operates in a highly competitive market shaped by rising demand for shorter lead times, increased product customisation and improved cost efficiency. To address these pressures, the company is integrating AI‑enabled systems and humanoid robots into traditional sewing environments to improve flexibility, responsiveness and production performance.

To support this transformation, Jack Technology will deploy an integrated suite of Siemens’ technologies, including Intelligence Center X and Mendix to rapidly build, deploy and iterate manufacturing and robotics‑related applications, and Designcenter engineering software to support product design, simulation and manufacturing for complex mechanical systems such as humanoid robots. Siemens will also provide specialised technical training to support the development of a dedicated digital platform for the sewing equipment industry.

“Collaborating with Siemens marks a critical step in advancing our digital strategy,” said Hu Wenhai, President of New Product Development at Jack Technology. “The flexibility of Intelligence Center X – Mendix, combined with the capabilities of Siemens’ Designcenter, will help us manage growing manufacturing complexity, accelerate innovation and deliver more intelligent solutions to our customers.”

The integration of Siemen’s digital engineering and agentic enterprise system is designed to deliver measurable operational benefits. Jack Technology expects to shorten development cycles, improve product quality, optimise production workflows, reduce costs and increase overall manufacturing efficiency by up to 30%.

The collaboration reflects a broader shift across the apparel manufacturing sector, as companies adopt software driven engineering, agentic low code development and AI enabled automation to modernise operations and improve responsiveness to evolving market demands.

“We are pleased to collaborate with Jack Technology to explore the potential of intelligent manufacturing, including the application of AI and humanoid robotics,” said Raymond Kok, CEO, Mendix, a Siemens business. “By combining agentic low code development with digital product engineering, manufacturers can move faster from concept to production.”

“This collaboration highlights how digital technologies are reshaping apparel manufacturing,” said Leo Liang, senior vice president and managing director for Greater China, Siemens Digital Industries Software. “With Siemens’ AI-enabled  software portfolio, Jack Technology is well positioned to strengthen innovation capabilities and deliver greater value across the global apparel manufacturing ecosystem.”

The agreement has been signed to support the introduction of automation and digital solutions aimed at improving production efficiency across the textile sector. The signing of the memorandum marks a step towards strengthening practical cooperation between Uzbekistan and China in the modernisation and digital transformation of Uzbekistan’s textile sector. The memorandum focuses on Uzbekistan textile automation and related digital solutions.

During the visit and subsequent negotiations, representatives of Uztextileprom and the Tashkent Institute of Textile and Light Industry took part in discussions with the Chinese firm. The sides, including Uztextileprom, reviewed prospects for deploying modern technologies in textile production processes and explored opportunities related to textile automation and process optimisation.

Representatives of Shaoxing Huangxi Intelligent Group visited the MS Barer-Textile enterprise to examine existing production processes and assess possibilities for implementing advanced technological solutions. The assessment focused on practical applications of modern technologies and digital transformation measures that could be piloted at local enterprises.

Under the memorandum, cooperation will proceed through experience sharing, technical consultations and pilot projects designed to raise the technological level of textile enterprises. The agreement emphasizes joint pilot activities and technical support to promote textile automation and the deployment of digital transformation tools across the sector.

Under the partnership, MUSINSA will deploy Exotec’s Skypod robotic system alongside the company’s Deepsky warehouse execution software at the new automated facility. MUSINSA operates one of South Korea’s leading fashion platforms, carrying a wide mix of domestic independent labels and global premium names, with logistics teams managing hundreds of thousands of SKUs across its network. That breadth creates operational complexity, especially when inventory and order volumes swing sharply around seasonal drops and major online sales campaigns.

Exotec says the automation is designed to relieve pressure during those peaks, improving both speed and control. The Skypod system uses autonomous robots that travel inside storage structures reaching up to 14 metres, retrieving items rapidly typically in two minutes or less, according to the company. Importantly, the solution is built to expand over time, enabling MUSINSA to scale capacity as business grows without having to redesign the entire warehouse.

MUSINSA expects the project to lift picking performance, increase throughput and sharpen inventory visibility—benefits that can be critical during high-traffic trading periods when customer expectations around delivery timelines are at their toughest. The retailer also sees the technology as a way to improve labour productivity while building a long-term automation foundation that can support future expansion.

Exotec chief executive Romain Moulin said the Korean market is an important strategic milestone for the company’s regional ambitions. South Korea, he argued, is “the most dynamic e-commerce market in Asia”. “In particular, logistics demands in the apparel sector have increased significantly due to the global popularity of K-fashion,” he said. “We are delighted to work with an innovative partner like MUSINSA, and this project is an important indicator of our continued expansion in the APAC market.”

The MUSINSA deal marks Exotec’s first live deployment in Korea and adds to a global customer roster that includes Uniqlo, GAP Inc. and Oxford Industries. Exotec said its approach—combining robotics with execution software—aims to give retailers more flexibility as supply chain pressures intensify and fulfilment requirements evolve.

For MUSINSA, the Yeoju project is a concrete move toward South Korea warehouse automation at scale, reflecting a wider push among fashion players to modernise logistics for faster, more reliable e-commerce delivery. For Exotec, it is a high-profile entry point into a market where South Korea warehouse automation is becoming a competitive necessity rather than a future ambition.

Warehouses are becoming machines, not just buildings

The modern fulfilment centre looks less like a sea of shelves and more like a choreographed production line. Where traditional warehouses depended on staff walking long aisles to find items, today’s facilities increasingly deploy robotics, automated storage and retrieval systems and AI-based orchestration to compress time and distance. Robots can bring inventory to the picker rather than the other way around, raising throughput and improving accuracy. That reduction in mis-picks matters when operations are processing tens of thousands of parcels a day and a small error rate becomes a costly flood of customer service cases.

Automation also stabilises performance during demand spikes. When a promotion hits or seasonal volumes surge, automated workflows can scale more predictably than purely manual operations, while also lowering the risk of mistakes that erode margin through reships and refunds.

From one mega hub to many smaller nodes

The second structural shift is geography. To meet the promise of next-day and same-day shipping, retailers are moving away from reliance on a single central warehouse and toward distributed networks of fulfilment sites placed closer to where customers live. With inventory positioned in the right places, shipping distances shrink, delivery times tighten and carrier costs can fall.

For many retailers, this distributed model is too complex to run without specialist support. Inventory has to be balanced across locations, demand has to be forecast at a regional level and replenishment decisions have to happen continuously. As a result, many businesses lean on fulfilment partners to manage the complexity and keep the network responsive.

Micro fulfilment rises as speed expectations harden

The push for faster delivery has also created space for micro fulfilment small, highly automated facilities located in dense urban areas or even integrated into existing stores. These sites are built for rapid processing of local orders, reducing the last-mile distance and helping retailers meet tight delivery windows.

Grocery has been a major catalyst here, where speed and freshness are non-negotiable. But micro fulfilment is increasingly relevant across categories where consumers expect near-immediate availability, particularly in major cities.

Software now dictates flow, not just labour

Hardware gets attention, but the real nervous system of fulfilment infrastructure is software. Advanced warehouse management systems provide real-time visibility into inventory, optimise where products are stored and coordinate the choreography of picking, packing and dispatch. With machine learning layered on top, these tools can anticipate demand shifts, flag stock risks and suggest rebalancing moves before service levels drop.

That intelligence reduces two expensive failures at once: stockouts, which cost sales and damage trust, and excess inventory, which ties up capital and increases markdown pressure. When demand changes quickly, visibility and responsiveness are the difference between a smooth operation and a costly scramble.

AI and predictive analytics reshape planning

Predictive models are increasingly being used to decide what stock should sit where, and when. By analysing historic sales, seasonality and behavioural patterns, retailers can pre-position inventory across regions so orders travel fewer miles and process faster. The same forecasting logic can be applied to workforce planning and transport routing, cutting overtime costs and improving utilisation.

This is also where many retailers gain the confidence to promise faster delivery: not by working harder, but by planning earlier and moving stock before customers click “buy”.

Last mile delivery is still the hardest mile

Even the best warehouse cannot fix a broken last-mile network. The final journey from a local depot to the customer’s door remains the most expensive and operationally messy step in e-commerce logistics. To reduce friction, retailers are combining fulfilment operations with alternative delivery models, including local courier partnerships, parcel lockers and crowdsourced networks. Longer term, autonomous vehicles and drones remain on the horizon, but even without them, the goal is the same: increase density, cut failed deliveries and reduce per-drop cost.

Sustainability becomes operational, not optional

As e-commerce grows, so does the environmental burden of packaging, transport and energy-intensive facilities. Many retailers are now investing in lower-impact operations: energy-efficient warehouses, route optimisation, recyclable packaging and renewable power sources such as solar. Some are electrifying delivery fleets where feasible, reducing emissions in urban zones.

The shift is partly reputational, partly regulatory and partly economic. More efficient routes and better packaging choices often reduce cost as well as carbon.

Returns management is a profit lever

Returns are a defining reality of online apparel and footwear retail, and they can quickly erode profitability. Modern systems are therefore being designed to process returns faster, sort items accurately and route them to the most value-preserving outcome restock, refurbish, secondary channels or liquidation. Automated sorting and tracking tools help compress cycle time, which is critical because resale value often drops as a season moves on.

Data is also becoming a prevention tool. By analysing return reasons and patterns, retailers can improve sizing guidance, imagery and product descriptions, reducing avoidable returns before they happen.

Stores rejoin the network through ship from store and BOPIS

Physical stores are being repurposed as fulfilment assets. Ship-from-store turns local inventory into a delivery advantage, enabling faster fulfilment and better stock utilisation. BOPIS buy online, pick up in store offers convenience for customers and lowers last-mile delivery cost for retailers, while also creating opportunities for incremental in-store purchases.

The pandemic locked in the new playbook

COVID-19 accelerated many of these moves. As online demand surged, retailers invested rapidly in automation, logistics software and new fulfilment locations. Those capabilities did not disappear when stores reopened; they became the baseline. Consumers learned to expect speed and reliability, and retailers learned that logistics excellence is a core competitive advantage.

Where fulfilment goes next

Fulfilment will keep evolving as robotics improves, AI becomes more predictive and data becomes more real time. The retailers that win will be those that treat fulfilment not as a cost centre, but as a strategic platform that shapes customer experience, margins and brand trust.

In the end, the front-end of online retail may be what shoppers see, but fulfilment infrastructure is what they feel every time an order arrives on time, intact and exactly as expected.

That’s the central message of Linnworks’ 2026 State of Commerce Ops Report, based on input from 500 companies across the two markets. All respondents sit in the mid-market band, with annual revenues between $7.5m and $100m, and are navigating the complexity of running across multiple digital channels and fulfilment networks.

The study indicates that growth is broad, with 89.6% of UK respondents and 88.8% of US respondents reporting moderate to significant year-over-year improvement. Yet Linnworks says scaling remains uneven: “scalability is selective,” and tends to correlate with automation levels and channel maturity.

Linnworks CEO Jon Bahl said: “As retailers navigate the ever-evolving ecommerce industry, one thing remains clear: growth and operational maturity are inseparable. Our new survey data sheds light on the ongoing growth of the market while providing clients with strategies for scalability and progress.”

Inventory visibility emerged as a persistent weakness for mid-sized online sellers. Only around one-third of respondents said they have excellent visibility across all channels and warehouse locations, a shortfall that can magnify errors as mid-market ecommerce retailers add marketplaces, geographies and fulfilment nodes. Linnworks noted that inaccurate stock tracking, inconsistent system reliability and fulfilment execution issues remain common as companies expand.

The report also suggests AI is moving rapidly from optional to foundational. More than half of those surveyed said they already use AI chatbots for customer support, including 60.8% in the US and 54.8% in the UK. Overall, more than 95% said they use AI somewhere in their operations, and most expect to increase adoption in 2026 once they identify “effective” use cases. Linnworks said AI is also being deployed in demand forecasting, inventory management, marketing optimisation and fraud prevention.

Automation is increasingly viewed as standard operating practice rather than a differentiator. In the UK, 64.8% of surveyed businesses reported that their operations are majority or highly automated; in the US, the figure was 60%. Linnworks says the depth of automation still varies widely, and those differences show up in resilience, growth outcomes and leadership confidence—separating companies that can scale smoothly from mid-market ecommerce retailers that grow into operational friction.

On fulfilment, the report argues that logistics choices remain central to customer experience and operational stability. Retailers working with multiple carriers were described as more resilient during peak periods, encountering fewer disruptions and having greater flexibility to manage delivery speed and cost.

Equipped with advanced sensors and intelligent software, the FiberGuard BCF system is designed to sustainably enhance both process stability and product quality. This smart system continuously measures yarn tension in real time between the twisting and winding stages. Should any deviations in tension occur, the FiberGuard BCF system swiftly intervenes and makes autonomous adjustments, reducing waste and promoting greater efficiency and sustainability.

Operators benefit from an HMI that provides access to live data, customizable reporting thresholds, and the ability to enable automatic adjustments. Additionally, the FiberGuard BCF system allows for the creation of personalized reference curves for yarn tension during the doffing process.

Jan Pauer, Head of Service Products at Neumünster and responsible for introducing the new system, stated: “Our discussions with interested BCF producers at ITMA Asia have shown that we have listened to our customers. FiberGuard is the next step in all Neumag BCF processes. The combination of hardware and intelligent software opens the door to a new production possibility characterized by reliable thread tension measurement and automated process adjustment.”

This launch positions the FiberGuard BCF system as a critical advancement in yarn production, offering manufacturers enhanced control and optimized efficiency in their operations.

This project is a significant component of Crystal International’s broader strategy to integrate advanced technology into its operations.

The new facility will be developed by the company’s knits division at its lifestyle wear factory in China. It will feature an automated cutting workshop and a centralized smart warehouse, equipped with an advanced storage and retrieval system (AS/RS). These innovations are designed to improve efficiency in inventory management and delivery by analyzing real-time data related to production requirements and transport routes.

The logistics center, which will operate using a rooftop solar photovoltaic (PV) system, is expected to start full operations in the first quarter of 2026. It is anticipated that the center will reduce fabric transfer times by up to 75%. The AS/RS will facilitate the autonomous movement of fabric and finished goods from storage to loading points. Moreover, Automated Guided Vehicles (AGVs) will optimize processes by managing the transport of sewn components, contributing to a fully closed-loop auto-material flow system within the center.

Sam Lau, General Manager of Digital Manufacturing at Crystal International, commented: “We are driving digitalization and automation in line with the whole Group’s ambition, achieving smarter processes, higher operational efficiency and productivity, as well as better sustainability performance. The solution ensures us a winning edge and continued success.”

This initiative aligns with Crystal International’s Crystal Sustainability Vision 2030, which aims for all its facilities to become smart factories through the adoption of innovative technologies. The establishment of this new logistics center marks a significant advancement in the company’s ongoing quest for smarter production capabilities.

Established in 1970, Crystal International operates over 20 production sites across five countries, including Vietnam, China, Cambodia, Bangladesh, and Sri Lanka. The company produces a wide range of apparel products, including lifestyle wear, sportswear, denim, intimate apparel, sweaters, and knitted fabrics. Through its “Co-creation” business model, Crystal International collaborates with leading global brands to offer high-quality and innovative manufacturing solutions.