China's textile and garment industry is undergoing a deep transition from scale-driven to value-driven growth. The joint issuance of the Textile and Garment Premium Brand Cultivation Action Plan (2026-2028) by five ministries sends a clear signal: over the next three years, resources will be concentrated to cultivate at least 25 premium brands, with a new quantitative evaluation index system. Sun Ruizhe, President of the China National Textile and Apparel Council (CNTAC), interprets this as a strategic shift from 'scale leadership' to 'value leadership,' focusing on three pillars: technological innovation, Eastern aesthetics, and green responsibility.
Policy Logic Behind the Move
Sun emphasizes that the textile industry is a pillar of the national economy and a competitive sector in international cooperation. As the industry accelerates its transformation toward tech-driven, fashion-oriented, and green textiles, premium brand growth must be built on solid quality via innovation, cultural depth via Eastern aesthetics, and brand warmth via sustainable development. This aligns with global supply chain trends: as traditional cost advantages shift to Southeast Asia, China must rely on brand premium and irreplaceable cultural narratives to hold value chain high ground.
The evaluation index system is critical. Previously, brand building relied on experience and marketing investment, with vague standards. Now, dimensions like tech innovation, cultural heritage depth, green production level, and market recognition will be scientifically measured. For buyers, this system could become a new benchmark for supplier selection.
Six Action Paths from CNTAC
CNTAC has outlined six specific work directions. First, establish a 'premium textile brand' incubation mechanism with tiered, dynamic management. This means resources will target enterprises with true potential. Second, conduct in-depth brand diagnostic services, providing customized 'health reports' for companies. Third, promote brand storytelling to highlight cultural roots and innovative practices—a key differentiator in the era of Eastern aesthetic revival.
Fourth, build public service platforms integrating design, technology, and channel resources to lower brand-building costs. Fifth, integrate cultural tourism with brand consumption, allowing brands to enter life scenarios and strengthen user connections. Sixth, intensify talent cultivation to build a workforce skilled in design, management, and global vision.
Impact on Supply Chain and Foreign Trade
For foreign trade companies, this policy means the 25 premium brands' development will upgrade the entire supply chain. Suppliers serving these brands will face higher quality requirements, stricter environmental compliance, and deeper design collaboration. Buyers will increasingly value suppliers capable of 'premium brand service'—such as agile small-batch production, traceable green supply chains, and precise cultural element execution.
Moreover, the policy explicitly mentions 'international cooperation and integration,' signaling that premium brand cultivation aims at global competition. For foreign trade firms, pure OEM models face greater transformation pressure. Brand going global is no longer optional but imperative. Companies offering end-to-end solutions with localized cultural narratives will lead the next competitive round.