Inthing, a homegrown fashion and apparel company with roots dating back to 1958, is entering a new phase of growth as it expands into global markets. Over 68 years, the business has evolved from fabric trading and textile manufacturing into an integrated fashion and apparel enterprise.
With the third generation taking a more active role, the company plans to use its manufacturing experience, supply-chain capabilities and distribution network to establish a wider international presence.
Inthing Strengthens Manufacturing Operations
A key part of Inthing’s growth strategy is the consolidation of its production network into a hub-and-spoke model. The structure includes three Master Units that serve as central manufacturing hubs, supported by nine smaller units. This setup aims to improve coordination and create a more integrated production ecosystem.
The company’s international expansion will build on its existing manufacturing and supply-chain capabilities. Rather than treating exports as a standalone initiative, Inthing plans to use its established operations as the foundation for entering global markets.
Manufacturing Capacity and Distribution Network
Inthing’s manufacturing ecosystem supports approximately 1,500 employees and has an annual production capacity of around 18 lakh garments.
Its infrastructure includes three Master Units spread across approximately 1.5 lakh sq. ft., connected to nine smaller manufacturing units through the hub-and-spoke model.
The company also has a domestic distribution network of more than 200 wholesalers and over 10,000 retailers. This network reaches approximately 300 cities across 25 states and six Union Territories.
From Fabric Trading to Fashion Manufacturing
Inthing’s journey began in 1958, when B.K. Maheshwari and Ramesh Arora started their business in fabric trading. Over time, the company moved towards backward integration and developed capabilities across yarn, fabric and garment manufacturing.
The next phase of growth came under Manmohan Bhutra and Amit Arora. They explored opportunities in fabric exports and garment retail before building a consumer-facing fashion brand.
Now, the company is preparing for its next stage of development by focusing on manufacturing consolidation, operational efficiency and scalability.
Akshat Bhutra Leads the Next Phase
Akshat Bhutra, the third generation of the family business and son of Manmohan Bhutra, is helping drive Inthing’s next phase of growth.
His involvement has brought a stronger focus on streamlining manufacturing operations, improving efficiency and preparing the company to pursue opportunities beyond India.
Akshat Bhutra
Commenting on the company’s international ambitions, Akshat Bhutra said:
“For us, going global is a natural progression of what has been built over the last 68 years. We have spent decades strengthening our understanding of manufacturing, products and distribution, and the focus now is to take these capabilities to a much larger market. As the next generation, my responsibility is to preserve the strengths that have brought us this far while building the systems, scale and outlook required for Inthing to compete globally.”
As Inthing moves towards international markets, its strategy centres on building on the capabilities developed over multiple generations. The expansion marks another stage in the company’s evolution from fabric trading to manufacturing, brand development and a wider global presence.
