Brazilian Apparel Market

Opportunities for Bangladeshi Garment Exporters

Md. Joynal Abdin
Business Consultant | Entrepreneur | International Trade Specialist
Founder & Chief Executive Officer, Trade & Investment Bangladesh (T&IB)
Secretary General, Brazil Bangladesh Chamber of Commerce & Industry (BBCCI)

 

Brazil represents one of the most promising yet comparatively underdeveloped apparel export destinations for Bangladeshi garment manufacturers. As the largest economy and consumer market in Latin America, Brazil combines a huge population, a substantial fashion and apparel industry, sophisticated retail networks, expanding e-commerce, tropical and regional clothing demand, and a large base of middle-income consumers. For Bangladesh, the opportunity is particularly important because the country’s ready-made garment industry already possesses the manufacturing capacity, export infrastructure, compliance experience and cost competitiveness needed to serve large international markets.

 

Bangladesh exported approximately US$39.35 billion worth of ready-made garments in FY2024–25, representing about 81.5% of the country’s total merchandise export earnings. Knitwear exports accounted for approximately US$21.16 billion and woven garments for approximately US$18.19 billion. Brazil, meanwhile, has the largest apparel market in Latin America. Euromonitor estimates Brazilian apparel demand at approximately US$47.9 billion in 2024, while domestic apparel production was valued at about US$19.4 billion. Imports accounted for approximately 13.1% of the market, indicating that Brazil is both a major domestic producer and a significant importer.

 

Brazil’s textile and clothing sector generated approximately R$215 billion in revenue during 2024, about 7% higher than the previous year. Clothing production itself increased approximately 3.8%.

These figures reveal an important strategic point for Bangladesh: Brazil should not be viewed simply as another cheap-garment destination. It is a large, mature, competitive apparel market where exporters must understand consumer preferences, import costs, labeling regulations, product positioning, importer relationships and delivery expectations.

 

This guide explains step by step how Bangladeshi apparel manufacturers can enter the Brazilian market and develop sustainable garment exports to Brazil.

 

Why Brazil Matters for Bangladesh’s Apparel Industry?

Bangladesh’s garment industry remains heavily dependent on the European Union, the United States, the United Kingdom and Canada. In FY2024–25, the EU alone accounted for approximately 50.1% of Bangladesh’s RMG exports, while the United States represented about 19.2%, the United Kingdom around 11% and Canada around 3.3%. This concentration creates strategic vulnerability. Economic recession, regulatory changes, tariff disputes, sustainability requirements, geopolitical uncertainty or weakening consumer demand in a few traditional markets can affect thousands of Bangladeshi factories simultaneously.

 

Brazil therefore represents an important non-traditional export diversification market. Brazil is already buying Bangladeshi garments. According to Export Promotion Bureau data cited in Bangladesh, total exports from Bangladesh to Brazil reached approximately US$187 million in FY2024–25, compared with US$147 million a year earlier—a growth of around 26%. Major exports included jerseys, pullovers, cardigans, shirts, suits, jackets, trousers and shorts.

 

More recent BGMEA data also show continuing apparel activity. Bangladesh’s RMG exports to Brazil totaled approximately US$94.23 million during July–December FY2025–26, compared with US$85.40 million during the corresponding period a year earlier, representing growth of about 10.33%. Brazil is therefore not merely a theoretical future market. A commercial relationship already exists. The strategic task is to expand it.

 

Understanding the Brazilian Apparel Market

ü A Large Consumer Market

Brazil has a diversified apparel market spanning mass-market basics, premium fashion, sportswear, beachwear, denim, children’s garments, underwear, casualwear, corporate uniforms and online fashion. Consumers differ substantially across income groups and regions. São Paulo is the country’s major commercial and fashion hub and an obvious entry point for foreign suppliers. Rio de Janeiro has strong lifestyle, beachwear and fashion consumption, while cities such as Belo Horizonte, Curitiba, Porto Alegre, Brasília, Recife, Salvador and Fortaleza provide additional regional opportunities. Bangladeshi exporters should therefore avoid thinking of Brazil as a single homogeneous market.

 

ü Brazil Also Has a Powerful Domestic Industry

One of the most important facts for new exporters is that Brazil produces a large share of its own apparel. Imports represented only around 13.1% of total Brazilian apparel demand in 2024, according to Euromonitor.

 

Therefore, a Bangladeshi exporter is competing against both:

• Brazilian manufacturers; and
• international suppliers, particularly Asian competitors.

 

This makes landed-price competitiveness extremely important. Bangladesh Already Has Competitive Strength in Certain Categories

 

Bangladesh should initially focus on categories in which it already has large-scale manufacturing efficiency. These include:

• cotton T-shirts;
• polo shirts;
• knitted tops;
• sweatshirts;
• hoodies;
• sweaters;
• pullovers;
• cardigans;
• men’s shirts;
• women’s blouses;
• denim jeans;
• woven trousers;
• shorts;
• jackets;
• workwear;
• children’s clothing;
• underwear;
• casualwear;
• sportswear;
• uniforms;
• private-label garments.

 

Trade data demonstrate Bangladesh’s competitiveness in individual Brazilian import categories. For example, in 2024 Brazil imported about US$2.43 million of cotton knitted garments classified under HS 611420, of which approximately US$1.18 million came from Bangladesh making Bangladesh the largest supplier in that specific category ahead of China.

 

This illustrates that Bangladeshi manufacturers can succeed in Brazil when product specialization and buyer requirements align.

Step 1: Select the Right Product for Brazil

The first step should not be finding a Brazilian buyer. The first step should be deciding what you can competitively sell to Brazil. A factory should evaluate:

• existing production lines;
• machinery;
• fabric capabilities;
• minimum order quantity;
• washing and finishing capabilities;
• embroidery and printing;
• compliance certifications;
• lead time;
• current international customers;
• target FOB price.

 

Then compare these strengths with Brazilian market demand.

 

ü Basic Knitwear

Bangladesh is particularly competitive in high-volume knitwear. Products may include:

• crew-neck T-shirts;
• V-neck T-shirts;
• polo shirts;
• tank tops;
• leggings;
• sweatshirts;
• hoodies.

 

Basic garments can be attractive to Brazilian mass-market retailers, wholesalers and private-label companies.

 

ü Denim and Bottoms

Bangladesh has developed significant capability in denim manufacturing. Brazil has a strong denim culture, making products such as:

• five-pocket jeans;
• denim shorts;
• denim skirts;
• casual trousers;
• chino pants;

 

potentially attractive.

 

ü Sweaters and Pullovers

Bangladesh already exports sweaters, cardigans, pullovers and related products to Brazil. This category deserves targeted buyer development, particularly for Brazil’s cooler southern states and seasonal retail collections.

 

ü Children’s Apparel

Children’s garments can offer significant potential because of Bangladesh’s capacity in cotton knitwear and high-volume manufacturing. However, exporters should study Brazilian sizing, labeling and product-safety requirements carefully.

 

ü Workwear and Uniforms

Corporate uniforms, industrial clothing, hospitality uniforms and promotional apparel can offer an alternative to highly competitive fashion retail. These products are usually purchased by importers, uniform specialists, distributors or institutional suppliers.

 

Step 2: Study Brazilian Fashion Seasons

Brazil is in the Southern Hemisphere. This is a simple geographical fact but a crucial commercial consideration. Brazilian seasons are broadly opposite to those in Europe and North America. When European buyers are preparing certain autumn/winter collections, Brazilian buyers may be preparing spring/summer ranges. Bangladeshi manufacturers accustomed to European and US buying calendars must therefore create a separate Brazilian production calendar.

 

The exporter should ask every prospective buyer:

• When does your summer collection launch?
• When does your winter collection launch?
• When do you finalize sourcing?
• When are samples required?
• When must bulk goods arrive?
• What is your replenishment cycle?

 

Production planning should work backward from the buyer’s required warehouse-delivery date.

 

Step 3: Understand Brazilian Consumer Preferences

Brazilian consumers generally live in a warm climate, although climatic conditions differ significantly by region. This can create demand for:

• lighter cotton fabrics;
• breathable knitwear;
• casual garments;
• shorts;
• T-shirts;
• polos;
• dresses;
• sportswear;
• beach-oriented casualwear.

 

Southern Brazil experiences cooler winters, increasing opportunities for:

• sweaters;
• sweatshirts;
• jackets;
• denim;
• heavier knitwear.

 

Color selection also matters.

 

Exporters should not simply offer leftover European collections. Brazilian buyers should receive ranges designed according to their own consumer preferences.

 

Step 4: Identify the Correct HS and NCM Code

Internationally, garments are broadly classified under HS Chapters:

 

61 — Knitted or crocheted apparel

and

 

62 — Woven apparel.

Brazil uses the Nomenclatura Comum do Mercosul, or NCM, which builds upon the Harmonized System and is used for customs classification within MERCOSUR. Brazil generally applies the MERCOSUR Common External Tariff framework, subject to product-specific exceptions and other rules.

 

A Bangladeshi exporter and Brazilian importer should therefore confirm the precise NCM code before agreeing on the final landed price. For example, classification may differ according to:

• men’s or women’s apparel;
• knit or woven;
• cotton or synthetic fiber;
• garment type;
• children’s garments;
• specific construction.

 

Never simply tell the buyer: “This is a T-shirt.” Provide technical composition and likely HS classification so the Brazilian importer can confirm the corresponding NCM.

 

Step 5: Understand Brazil’s Import Duties Before Quoting

Import taxation is one of the biggest challenges in selling apparel to Brazil. Brazil applies import duties according to NCM classifications under the MERCOSUR tariff system, while imported products may also be subject to other federal and state taxes. For this reason, the Brazilian buyer’s actual landed cost can be substantially higher than the Bangladeshi factory’s FOB price.

 

The exporter should therefore understand the equation:

**FOB Bangladesh

• Freight
• Insurance
• Import Duty
• Applicable Federal Taxes
• State Taxes
• Customs/Broker Costs
• Port Charges
• Inland Transportation
  = Brazilian Landed Cost**

 

Import duties and administrative treatments can change by NCM and regulatory measure. Brazil’s government provides an official import tax and administrative-treatment simulator specifically for checking the requirements applicable to a product. Therefore, do not build a sales proposal around an assumed general apparel duty. Ask the Brazilian importer or customs broker to calculate the latest landed cost using the exact NCM.

 

This is essential because an FOB quotation that appears cheap in Dhaka may become commercially unattractive after Brazilian taxes and logistics are added.

Step 6: Find the Right Brazilian Buyers

There are several categories of potential buyers.

 

ü Large Retail Chains

National fashion retailers can provide high-volume business. However, they generally expect:

• competitive prices;
• strict compliance;
• reliable lead times;
• product development support;
• quality systems;
• large capacity.

 

ü Importers

Specialized apparel importers may be easier entry partners for new exporters. They understand Brazilian customs procedures and usually have existing distribution networks.

 

ü Wholesalers

Wholesalers can distribute imported garments to independent retailers throughout Brazil. This can be suitable for factories that produce basic, price-competitive products.

 

ü Private-Label Brands

Brazilian brands frequently source products under their own labels. This is a particularly attractive model for Bangladesh because factories already have extensive OEM and private-label experience.

 

ü E-commerce Companies

Brazil’s digital retail ecosystem can create sourcing opportunities for online fashion sellers and omnichannel retailers.

 

ü Department Stores and Supermarkets

Certain apparel categories particularly basics, underwear, socks, children’s products and promotional garments may be distributed through large-format retailers.

 

Step 7: Build a Brazilian Buyer Database

Do not send random emails to thousands of companies. Create a structured prospect list. For each target company collect:

• company name;
• website;
• city;
• type of business;
• product categories;
• sourcing manager;
• procurement director;
• import manager;
• email;
• LinkedIn;
• telephone;
• WhatsApp;
• current brands;
• current suppliers where identifiable.

 

Prioritize companies whose products closely match your factory capabilities. A factory specializing in 180–240 GSM knit tops should not waste resources targeting a Brazilian luxury suit importer.

 

Step 8: Prepare a Brazil-Specific Export Presentation

A generic company profile is rarely sufficient. Prepare a short Brazil-focused sourcing presentation containing:

 

i.            Company Overview

Include:

• factory location;
• year established;
• annual turnover;
• production capacity;
• number of production lines;
• workforce;
• major export markets.

 

ii.            Product Strength

Show only products relevant to the Brazilian prospect.

 

iii.            Certifications

Depending on the factory, these may include internationally recognized social, environmental and quality certifications.

 

iv.            Current Buyers

Mention reputable international customers where contractual confidentiality allows.

 

v.            Production Capacity

State realistic monthly capacity.

 

vi.            MOQ

Brazilian importers may initially test a supplier with smaller orders. A flexible MOQ can therefore be strategically advantageous.

 

vii.            Lead Time

Provide sample development and bulk-production lead times.

 

viii.            FOB Price Range

Give realistic indicative ranges where commercially appropriate.

 

Step 9: Communicate in Portuguese Where Possible

Portuguese is Brazil’s official language. Many international procurement professionals speak English, but Portuguese-language commercial material can significantly improve accessibility and trust.

 

Consider preparing:

• introductory email in Portuguese;
• company profile in Portuguese;
• product catalog in Portuguese;
• technical descriptions in Portuguese;
• website landing page targeting Brazilian buyers.

 

Do not use poor machine-translated commercial copy without review. Professional localization communicates commitment to the market.

 

Step 10: Send Samples and Develop Products

Once a buyer shows interest, move quickly from discussion to product development. Samples may include:

• development sample;
• fit sample;
• size-set sample;
• color sample;
• salesman sample;
• pre-production sample.

 

Agree on:

• fabric composition;
• GSM;
• yarn count;
• measurements;
• color;
• Pantone reference;
• trims;
• zipper;
• buttons;
• print;
• embroidery;
• washing;
• finishing;
• packaging.

 

Every approved specification should be documented.

Step 11: Comply with Brazilian Textile Labeling Rules

This is one of the most important sections for Bangladeshi exporters. Brazilian textile products offered for sale must comply with INMETRO textile labeling requirements. INMETRO states that textile products must generally display:

• manufacturer, importer, brand owner or responsible business identification;
• fiscal identification;
• country of origin;
• textile fiber composition and percentages;
• care instructions;
• size or dimensions where applicable.

 

The information must be permanent, visible and presented in Portuguese. Country of Origin Brazil requires the country of origin to be stated appropriately, such as a form equivalent to: “Feito em Bangladesh” or “Fabricado em Bangladesh.”

 

INMETRO does not accept merely showing an economic bloc or using a national flag as a substitute for the written country-of-origin statement.

 

1)      Fiber Composition

Fiber percentages must be declared by mass, generally in descending order and with equal prominence.

For example:

100% Algodão

or

80% Algodão
20% Poliéster

 

2)      Care Label

Care instructions follow the applicable standard and generally address:

• washing;
• bleaching;
• drying;
• ironing;
• professional textile care.

 

INMETRO states that these may be represented by symbols, text or both according to the applicable rules. Approve all Portuguese labels with the Brazilian importer before bulk production.

 

Step 12: Confirm Whether Import Licensing Is Required

The Brazilian importer must determine the administrative treatment applicable to the specific NCM. Some imports may require authorization from government agencies. Brazil’s official import procedures state that import licensing becomes necessary when a particular import is subject to approval by one or more competent government bodies. Import licensing is processed through Siscomex.

 

INMETRO also advises importers first to determine the NCM classification and then check the applicable administrative treatment through the official Siscomex system. The Bangladeshi exporter should therefore obtain written confirmation from the Brazilian importer that all necessary approvals have been checked before shipping.

 

Step 13: Ensure the Brazilian Importer Is Ready to Import

The Brazilian buyer must have the required customs capability. Brazilian companies conducting import operations must be appropriately enabled to operate through the country’s customs and Siscomex systems. Receita Federal provides formal procedures for importer/exporter authorization within the Portal Único Siscomex environment. Never ship to a new buyer simply because they have issued a purchase order. Verify that the company can legally complete import clearance.

 

Step 14: Negotiate Commercial Terms

A garment export contract should clearly establish:

• product;
• quantity;
• price;
• currency;
• Incoterm;
• delivery date;
• shipment window;
• port;
• payment terms;
• inspection;
• quality tolerances;
• claims;
• labeling;
• packaging;
• documentation.

 

Common commercial terms may include:

 

v FOB Chattogram

This is familiar to many Bangladeshi garment exporters.

Alternatively, buyers may request:

v CFR or CIF Brazilian Port.

For first-time trade, exporters should avoid accepting excessive destination-side logistics responsibility unless they understand Brazilian costs.

 

Step 15: Protect Payment

Payment security is essential when entering a new market. Depending on buyer credibility, order size and commercial relationship, options may include:

• irrevocable documentary LC;
• confirmed LC;
• documentary collection;
• partial advance;
• open account for established buyers.

 

For a new buyer, conduct commercial due diligence before agreeing to open-account terms.

Check:

• company registration;
• ownership;
• business history;
• import record;
• credit references;
• physical office;
• retail presence;
• trade references.

 

The objective is not merely to obtain an order. The objective is to obtain profitable payment for that order.

Step 16: Prepare Export Documents Correctly

A typical garment export documentation package may include:

• Commercial Invoice;
• Packing List;
• Bill of Lading;
• EXP-related Bangladesh export documentation;
• Certificate of Origin;
• inspection documentation where applicable;
• insurance documents under applicable Incoterms;
• buyer-specific certificates;
• other banking documents.

 

Commercial Invoice details should match:

• purchase order;
• LC;
• packing list;
• Bill of Lading;
• Certificate of Origin.

 

Avoid vague product descriptions. Use detailed descriptions such as:

Men’s 100% Cotton Knitted T-Shirt, 180 GSM

rather than simply: Garments.

 

Step 17: Plan Shipping from Bangladesh to Brazil

Sea freight is generally the practical mode for commercial garment shipments. Air freight can be used for:

• samples;
• urgent replenishment;
• small high-value orders;
• delayed production recovery.

 

For bulk shipments, work with a freight forwarder experienced in Latin American trade.

Discuss:

• route;
• transshipment;
• estimated transit time;
• container availability;
• freight cost;
• destination free time;
• documentation cut-off;
• port congestion.

 

São Paulo is Brazil’s major commercial center, and the Port of Santos is an important gateway for cargo serving the region. However, the correct destination should be determined by the buyer’s logistics network.

 

Step 18: Control Quality Before Shipment

Brazil is too distant a market to solve quality problems cheaply after arrival. Implement:

 

Raw Material Inspection

Check:

• fabric composition;
• GSM;
• color;
• shrinkage;
• colorfastness.

 

Inline Inspection

Identify problems during production rather than after completion.

 

Final Inspection

Check:

• measurements;
• stitching;
• appearance;
• workmanship;
• labeling;
• packaging;
• carton assortment;
• quantity.

 

Follow the buyer’s AQL requirements where applicable.

 

Step 19: Build Long-Term Relationships Rather Than One-Time Orders

The most profitable export markets are built through repeat business. After the first shipment:

• request buyer feedback;
• review sell-through;
• identify fast-moving products;
• resolve complaints quickly;
• suggest new products;
• provide seasonal developments;
• improve lead times.

 

A US$50,000 trial order can eventually become a multimillion-dollar account if service reliability is consistently demonstrated.

 

Challenges Bangladeshi Exporters Must Address

1.      High Import Costs

Brazil’s tariff and taxation system increases imported garment costs.

Bangladesh cannot assume that its factory cost advantage automatically translates into retail-price advantage.

 

2.      Distance

Brazil is geographically distant from Bangladesh, requiring careful lead-time planning.

 

3.      Strong Chinese Competition

China remains the dominant foreign supplier across much of Brazil’s textile and apparel import market. In 2024, available market data continued to place China far ahead of other suppliers overall, although Bangladesh held an important position among apparel sources.

 

4.      Domestic Brazilian Manufacturing

Brazil possesses a substantial textile and apparel industry. Bangladeshi exporters therefore need categories where scale, cost, capability or sourcing efficiency provide clear advantages.

 

5.      Language

Portuguese-language communication can affect relationship development.

 

6.      Market Knowledge

Products successful in Germany, Britain or the United States may not automatically succeed in Brazil.

 

7.      Competitive Advantages of Bangladesh

Despite these challenges, Bangladesh possesses several important advantages.

 

8.      Manufacturing Scale

Bangladesh has one of the world’s largest garment manufacturing ecosystems.

 

9.      Knitwear Capability

Vertical integration in spinning, knitting, dyeing and garment production can provide cost and lead-time advantages.

 

10.  Large-Volume Production

Bangladeshi factories are highly experienced in large orders.

 

11.  International Compliance Experience

Years of supplying major Western brands have strengthened compliance, quality-control and auditing systems across leading factories.

 

12.  Competitive Labor-Intensive Production

Garment categories requiring significant sewing and handling can remain commercially attractive.

 

13.  Private-Label Experience

Bangladeshi manufacturers understand buyer-designed OEM production.

 

14.  A Practical 90-Day Brazil Market Entry Plan

A Bangladeshi factory can begin systematically.

 

Days 1–15: Market Preparation

Select 10–20 products.

Identify HS classifications.

Prepare Brazil-specific price indications.

Develop Portuguese-language material.

 

Days 16–30: Buyer Research

Identify approximately 100 qualified prospects.

Divide them into:

• retailers;
• importers;
• wholesalers;
• brands;
• institutional buyers.

 

Days 31–45: Outreach

Contact sourcing managers.

Send concise introductions.

Conduct online meetings.

Share catalogs.

 

Days 46–60: Sample Development

Send requested samples.

Modify according to feedback.

Discuss pricing and MOQ.

 

Days 61–75: Commercial Negotiation

Agree on:

• product specifications;
• price;
• Incoterm;
• payment;
• labeling;
• shipment;
• inspections.

 

Days 76–90: Trial Order

Obtain the first purchase order.

Complete production planning.

Confirm Brazilian import requirements.

Prepare the shipment.

A first order should be viewed as market validation, not the final objective.

How BBCCI Can Support Bangladesh–Brazil Apparel Trade

Market entry becomes significantly easier when exporters have credible institutional and commercial connections. The Brazil Bangladesh Chamber of Commerce & Industry (BBCCI) can contribute to strengthening commercial links between Bangladeshi garment manufacturers and Brazilian buyers through business networking, trade promotion, buyer-seller connections, institutional engagement, exhibitions, delegations and market-development initiatives.

 

Bangladesh’s overall exports to Brazil have already demonstrated positive momentum, while garments form an important component of the bilateral export basket. For exporters unfamiliar with Brazil, organized business matchmaking may be more effective than relying exclusively on mass cold emailing.

 

Potential activities include:

• targeted Brazilian buyer identification;
• buyer-seller matchmaking;
• B2B meetings;
• trade delegations;
• product exhibitions;
• distributor and importer identification;
• Brazilian market visits;
• chamber-to-chamber networking.

 

The objective should be to transform Bangladesh’s current garment exports to Brazil into a deeper and more diversified sourcing relationship.

 

Final Thoughts

The Brazilian apparel market presents a substantial long-term opportunity for Bangladeshi garment exporters. Brazil’s apparel demand was estimated at roughly US$47.9 billion in 2024, while Bangladesh exported nearly US$39.35 billion of garments globally in FY2024–25. These two figures alone demonstrate the scale on both sides of the potential trading relationship. Furthermore, Bangladesh’s apparel exports to Brazil are no longer negligible. Recent BGMEA data show approximately US$94.23 million in RMG exports to Brazil during July–December FY2025–26, up more than 10% year on year during that six-month period.

 

But success will not come automatically. A Bangladeshi exporter must approach Brazil systematically:

Select the right product → understand the consumer → calculate landed cost → identify the correct buyer → develop samples → comply with Brazilian labeling → confirm NCM and import requirements → negotiate secure commercial terms → manufacture accurately → ship reliably → develop repeat business.

 

Brazil should therefore not be approached simply as another country to which Bangladesh can sell cheap garments. It should be approached as a strategic long-term apparel market requiring localization, relationship building, regulatory understanding and disciplined market development.

 

For Bangladeshi garment manufacturers willing to invest in Portuguese-language communication, buyer research, product adaptation, commercial due diligence and consistent delivery, Brazil can become an important pillar of export-market diversification beyond Europe and North America.

The fundamental question for a Bangladeshi exporter should therefore not be: “Can Bangladesh export garments to Brazil?” Bangladesh is already doing so. The more important question is: “How can my company become a reliable long-term supplier to Brazilian apparel buyers?” The roadmap presented in this guide provides a practical starting point for answering that question.