Although we’re gradually reducing our reliance on the US market, especially due to tariff risks, North America remains important. Our goal is steady growth, not rapid expansion.

Here’s how our presence in the West helps us stay close to customers and their evolving needs:

• Our Vancouver Product Development Centre and US offices help us connect with the customer, target key brands, and meet premium and mid-tier brand expectations.
• ACME in North Carolina is scaling from FOB (where the customer handles logistics) to DDP (where ACME manages the entire delivery process end-to-end including shipping, customs, duty etc.) Transitioning to a 4PL/5PL model means managing the whole supply chain and integrating data for smarter, faster, and more cost-effective delivery, which is ideal for digital-native and mass-market customers.

This dual approach with closeness + scalable mass solutions helps us capture opportunities in nearshoring, e-commerce, and on-demand production.

ACME is focused on cutting retail losses from markdowns and stock-outs, which often cost more than the goods themselves. Building on success with M&S, GAP, and Nike, ACME is moving toward higher-priced segments to reduce reliance on low-cost channels.

Many of the 2030 structural changes have been somewhat unexpected, large scale moves that shift our ways of working significantly. This means that the 2030 changes are more precise and impactful than the changes we’ve experienced in the past. The three value stream structure, a big change from our past, is a clear sign that we’re doing things differently this time, with a specific goal in mind.

As we execute these changes we are using design principles; product leadership, customer centricity, growth focus, lean structure, agility, and accountability, to review all functions and eliminate duplication.

We are also involving external experts for objectivity- to avoid previous blind spots- as well as internal subject matter experts to ensure practical, MAS-specific solutions to simplify our work.

• Unlike past strategies, this one was developed by MAS leaders, not external consultants; based on a full enterprise view, market trends, competitor analysis, and customer needs.
• Our 2030 strategy builds on our 5-year review practice and is designed to be agile, adaptable, and aligned to our long-term purpose.
• It shifts from siloed efforts to an end-to-end apparel value chain approach.
  • Tier 1: Final product manufacturing (e.g., apparel manufacturing factories).
  • Tier 2: Component manufacturing (e.g., fabric, trims, zippers).
  • Tier 3: Processed raw material production (e.g., spinning, extrusion, yarn value addition).
  • Tier 4: Raw material production (e.g., cotton farming, synthetic pelletization).
• External guidance is being used only to structure the organization fairly—strategy execution remains led by MAS.
• Strong governance, clear metrics, and regular reviews will ensure we stay on track and adjust as needed to realize the benefits.

We will not play in:

• Industries outside of apparel, textile & footwear
• Operating consumer-facing brands in mature markets (B2C)
• Tier 4 raw material production (agriculture, feedstock, extrusion, etc.)

• MAS has made a strategic decision not to pursue the following markets and segments due to limited opportunity, misalignment with our capabilities, or disproportionate risk:
  • China
  • Middle East & Africa
  • Swimwear for India
  • Value market for India
• These decisions allow MAS to focus resources on segments and markets where we have a clear competitive advantage and long-term growth potential.

Our leading competitors have excelled by being:

• Simplified in structures enabling swift decisions
• Proactive customer engagements with identification of needs
• Stronger in materials innovation
• Quicker in product development cycles
• Better integrated across the supply chain
• Leaner in cost (lower CPH)

• To stay ahead, apparel players must master product superiority, cost leadership, and speed to market—all core pillars of our 2030 Strategy. The strategy is built to match—and surpass—the strengths we see in our competition, positioning MAS to elevate our game to the next level.