The 2026 Fortune China 500 list reveals an unprecedented cluster of textile chain enterprises. Hengli Group leads at No. 20, followed by Rongsheng (33), Weiqiao (42), Shenghong (44), and Hengyi (50), with Tongkun, Xinfengming, Huafeng, Anta, Shenzhou, and Li Ning also making the cut. This is not just a ranking update but a clear signal that China's textile industry is shifting from scale-driven growth to value-driven transformation.
Behind the Full-Chain Coverage: Ecosystem Maturity
The businesses of these listed companies map the entire textile chain: from refining (Hengli, Rongsheng, Hengyi) to fiber production (Shenghong, Tongkun, Xinfengming), and from manufacturing to retail (Anta, Li Ning, Top Sports). This structure indicates that China's textile sector no longer relies solely on low-end processing but has formed a closed loop of raw material self-sufficiency, process upgrading, and brand globalization.
Notably, while these giants operate at a scale of hundreds of billions in revenue, their growth logic is evolving. Public disclosures show they are now investing heavily in digital workshops, smart production lines, and R&D of recycled fibers and functional fabrics. The competitive edge is shifting from 'tonnage' to 'technology.'
From Follower to Leader: Common Transformation Paths
Three clear transformation lines emerge from their strategies. First, intelligence: many have built unmanned spinning workshops and automated dyeing lines, using industrial internet for full-process data traceability. Second, green transition: the share of recycled polyester and bio-based fibers is rising, with some firms launching carbon-footprint-labeled products to meet brand ESG requirements. Third, branding: sportswear brands like Anta and Li Ning compete directly with Nike and Adidas in the premium segment through acquisition of international IP and self-developed technical fabrics.
These lines are interlinked. Brand demand for high-performance fabrics pushes upstream fiber producers to develop differentiated products; green production becomes a ticket to international procurement lists. This upstream-downstream synergy accelerates industry upgrade far beyond what individual segments could achieve alone.
Ripple Effects on SMEs and Foreign Trade
The demonstration effect of leading firms is permeating the supply chain. On one hand, top players set clear ESG compliance and digital connectivity thresholds for suppliers, forcing SMEs to upgrade. On the other, open industrial internet platforms allow smaller factories to access smart systems at lower cost. This 'big drives small' model is reshaping cluster competition.
On the export front, globalization is accelerating. Hengli and Rongsheng's refining projects in Southeast Asia, Anta and Li Ning's flagship stores in Europe and the US, and Shenzhou International's garment factories in Vietnam and Cambodia all indicate a shift from 'product export' to 'capacity and brand export.' For foreign trade firms, competition is no longer just about price but about supply chain agility, compliance, and brand premium.