chenab group
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they say that it could not get any worse but it did for the chenab group .
the chenab group has 31 outlets of chen one across the country, and other companies including cgi limited uae, interfab in australia, chenab fibres limited, chensoft, chenab usa, chenone worldwide, house of chenab and chenone foundation .
asst network administrator job in pakistan - chenab group lahore, multan, karachi, pakistan - ref. 128594
latif added that chenab owes the banks rs9 billion and the value of the group is far higher than this .
“as many as 37 containers were returned to chenab group after a year. we had to bear huge losses. ”
it is an unfortunate situation with chenab group. i have visited chena group number of times and teh professionalism i experienced was very impressive in country like pakistan. chenab group have excellent reputaiton globally and they can be centre of excellence for pakistan. unfortunatly none of the government made any effort to bail out chenab group where as if they were in the west the government would have made every effort to bring the group back on its feet. i am sure if chenab group was supporting pmln they would grant every loan possible with its own terms and conditions. i am sure pmln have eye on chenab group and they cant wait to bank corrupt them and buy the group for pennys. history is witnessed that sharif family have created this kind of siutations with businessess and bought them for pennys. family unity is chebab group’s strength and i am very convinced that they will bounce back. it will be shame and unfortunate for pakistan if chenab group fall .
considered as one of the leading manufacturers of textile goods in the past, chenab group owns chen one – pakistan’s first home textile brand having 29 branches in the country and abroad. the group also owns and manages several other companies such as cgi limited uae, interfab in australia, chenab fibres limited, chensoft, chenab usa, chenone worldwide, house of chenab and chenone foundation .
“it was not a big issue for the chenab group to payback the loans to the banks, ” said latif. “the group’s bank record was remarkable and it never delayed paying loan instalments to banks .
chenab group is one of the biggest defaulters of a well known commercial bank. yes it is a known defaulted player in textile industry .
aoa, it very nice and excellance information, i say welcome that to your hardworking group team. i want to your group urltoken cell no 03025892688
chenab group introduced concept of chenone stores in pakistan and middle east. chenone is pakistan' s first home textile brand having a total of 29 branches in pakistan and abroad. chenab group also owns or manages several other companies such as cgi limited uae, interfab in australia, chenab fibres ltd, chensoft, chenab united states, chenone worldwide, house of chenab and chenone foundation. [ 3 ] some of these associate companies along with the owners have been implicated by the pakistani securities and exchange commission in insider trading / market manipulation of chenab shares. [ 8 ] criminal prosecution of chenab owners and companies is ongoing due to their alleged role in the matter [ 9 ]
faisalabad / karachi: known for its textile business, the chenab group is now venturing into the real estate sector with a planned investment of rs10 billion .
chenab weaving units are equipped with 120 air jet looms of 75, 110 and 134 inches. weaving quality of chenab products are of finest quality .
in 2004, the chenab group purchased another industry where latif installed the chen one furniture factory. this was and remains the first automatic furniture plant in pakistan .
the foundations of chenab group of colleges were laid with this belief to generate a civilised nation. god blesses everyone with endowments, our duty is to denude them, and help individual to realize and recognize their métier. the concerted effort of the team of chenab group of college is to provide a productive environment for learning .
at the time, the group had bulks of textile orders from world’s biggest stores .
in 2006 - 07, the group’s long term loan stood at rs3. 5 billion .
nishat group is a success story though. hence you are right family business can work .
in 2007, the chenab group hit its peak as monthly sales grew to rs1. 5 billion, which have now come down to just rs15 million, says its ceo mian latif .
while pak oasis is a recent entrant on the uae stage, chen one home, a subsidiary of pakistani - based chenab group, has been in the region since 1999. it boasts five showrooms across the emirates and one in saudi arabia. known for its high - quality furnishings, the chenab group also supplies to international brands such as ralph lauren and calvin klein home .
punjab university grants the extension to chenab law college for ll. b (3 - years )
square metres fabric dyeing every year and has established a global sales network spanning across five continents. chenab is licensed to the swedish texcote technology in the manufacturing and sale of textile materials, garments and textile house - hold goods. in august 2003, the chenab group signed a rs 900 million loan facility with the national bank of pakistan. the group’s textile products have been awarded the oekotex 100 accreditation .
he said chenab was making interest payments till 2010 but no bank was willing to issue working capital .
chenab is' economicaly significant company (esc)' regarded as one of pakistanís leading manufacturers - cum - exporters of textile goods. operational since 1975, chenab is vertically integrated unit covering complete range of operations from spinning to retailing. chenab today is capable of processing and converting more than 70 million meters of fabric per annum into made ups and garments. chenab offers a wide range of coordinated concepts .
punjab university allows chenab law college to start evening classes of ll. b (3 - years )
very unfortunate and sad story. the government could give rs. 2 billion for shares in chenab group. the group’s worth will increase many fold and the return on investment could be over 200 - 300% within 2 years. you see the group is in a terrible position and the government can demand more as the group is in a desperate position. i see a golden oppurtunity for our government to mint money for the taxpayer. not only that it will also boost our exports. it’s a win - win situation, espcially for the taxpayer .
the group tried to manage alternate sources of energy and arranged to deliver the biggest order to a leading store chain in germany. “but we missed the orders from america and other countries, causing the group to pay big penalties. ”
in 2006 - 07, chenab limited recorded sales over rs9 billion and was eyeing the rs15 - billion mark by the following year. suffice to say that the dream never bore fruit as various issues caught the group off guard .
“being in the region has helped us connect with the world and promote business on a scale, unimaginable had we confined ourselves to being only a national player, ” says khadija naeem, deputy general manager, chenab group international .
8.  it is a chain of fashion stores owned by chenab group.  its main products that it offers include home textile, garments, foot wear and furniture.  its textile products not only fulfill local demand but are also exported to several other countries.  large amount of domestically produced superior quality fabrics and garments by chenab
data as of dec 21 2017. currency figures normalised to chenab ltd' s reporting currency: pakistani rupee pkr
observation of river chenab by taking gauge reading regularly at one location at kwar and at two locations at kiru .
“it was not a big issue to pay back the loans. the group’s record was remarkable and it never delayed installments .
taking observation of gauge & discharge of river chenab at one location at kwar and at two locations at kiru regularly, hydro metrological data and collection of water samples of river chenab for silt concentration of kiru & kwar he projects .
supply, installation, testing and commissioning of server and its peripherals in chenab jal shakti bhawan, cvpp ltd. , jammu
observation of gauge reading at river chenab and taking gauge reading regularly at two locations at kwar and one location at kiru .
mian latif, the chief executive officer, was asked the reasons behind the fall and if the group could re - emerge from the slide .
even today, the group has the distinction of owing 24 - colour rotary machines in pakistan, labelled the best manufacturing machines in the world .
“textiles industries that are still surviving do business in multiple files while chenab group was flourishing on the back of processing industries. exports orders of yarn and gray cloth can be managed from the market but orders comprising garments and home textile products have to be arranged from our own factories. ”
cross - sections of chenab river around trt outlet of dulhasti (stage - ii) project to trt of dul - hasti power station .
“the irony is that the technology and quality assurance that helped the group flourish became the first hurdle and the first step towards the collapse as well. ”
insurance coverage under group personnel accidental insurance scheme (gpai) for period of one year (16. 01. 2018 to 15. 01. 2019 )
two years later, chenab purchased a sick unit in faisalabad. the unit was spread over six kanals before latif expanded to an area of 280 kanals .
this article is highly biased and does not show the true face of chenab group. the real reason for chenab’s fall is nepotism. all decision making positions are held by family members many of whom are willful defaulters. these family members grew up in luxury and are least bothered about putting a hard days work in the factory. many visit their offices just once a month as they cant get anytime off from their ‘vacationing’. no bank is going to lend them any money .
@ economy: but there was an ipo for chenab in 2004. the company is listed on kse…i wonder why the article has not mentioned any of this ?
“we strived hard to fulfill our commitments. chenab had almost a 16, 000 - workforce. now, we have been reduced to a few hundreds. ”
collection of gauge & discharge data at trt oulet site on chenab river at benzwar for period of one year of dulhasti (stage - ii) he project .
“the year 2007 was a time when chenab was a well - known entity in international markets including europe, australia, the uae and us, ” said latif .
3. • it is one of pakistan’s leading textile group • one of the largest exporters of home textile • chenab' s processing unit is considered one of the best in the country with a complete processing range. • it was established in 1974 by mian m. latif the chairman, later joined by mian javed iqbal and mian m. naeem
during 2007 - 08, the group sustained rs4 billion in losses. “we tried to convince banks to give working capital but the banks refused to deal with us, ” said latif .
companies such as the siddco group, pioneers in plastic conversion, petrochemicals, trade and logistics, have capitalised on the uae’s safe business haven status to catapult themselves into leading industrial players .
currently, the chenab is operating at less than 25% capacity with 3, 000 employees, supplying goods to chen one stores and meeting requirements of a few international ones .
“the group needs just rs2 billion for working capital and we can re - start from our previous position within a year but no bank is willing to come forward, ” said a dejected latif .
the group’s move comes as it struggles to keep its core area of expertise afloat with an energy crisis, increased cost of doing business and low cotton production taking their toll on the balance sheet .
chenab spins finest quality yarns in count of 10, 16, 20, 22, 24, 30, 40, 60 and 80 in carded. these yarns are used by various manufacturers .
, who laid the foundation stone of this group, set up his first factory in 1898, first flour mill in 1908, taking colony group’s total tally to 14 ginning factories and 4 flour mills by 1947. the group suffered heavily during zulfiqar bhutto’s nationalization and it was left only with a few textile mills, flour mills and ginning factories. though sheikh ismaeel’s heirs could not manage to take colony’s name to the top, they have had an excellent time. but despite their share of hard luck, colony group’s owners that still run some jute, textile and financial companies. colony textile mills was the first unit of its kind to go into operation in independent pakistan. ismaeel sheikh’s sons aziz, naseer, farooq and mughis have also been active in politics. they once owned equities in newspaper and a few of them even went
answering a question, he said three banks filed cases against the group, seeking an auction. “but, we said we are ready to pay the loans if the banks re - considered their terms and conditions. ”
once a shining star, boasting annual sales of rs9 billion, the group’s slide began seven years ago. while it is desperately looking to claw its way back, lack of working capital is proving to be a massive hindrance .
modernization efforts have brought major changes to the pakistan textile industry. at chenab ltd. (spinning division) equipment has been streamlined and many operations have been fully automated with computers. machine speeds have greatly increased .
10. paradise of textile products • chenab limited, the paradise of textile fabrics and products, is a leading composite textile mill of pakistan doing business globally. • customer satisfaction is the main tool and pivot of success
mr. shahzad ahmad malik has been associated with nishat group since 1998. before joining the group, he served as a deputy director in the pakistan audit and accounts service, government of pakistan. he has a degree in civil engineering and later on did his mba from the lahore university of management sciences and a certified director by completing director’s training program from the university of lahore. he is also a director on the board of d. g. khan cement company limited .
chenab advertising private limited' s annual general meeting (agm) was last held on 29 september 2007 and as per records from ministry of corporate affairs (mca), its balance sheet was last filed on 31 march 2007 .
was the founder of dadabhoy group, starting in trade and branching off into the construction business. the group has a big share of cement market in southern pakistan. memons by clan, dadabhoys are closely related to the bawanies. abdul ghani dadabhoy had five sons and two daughters, namely noor mohammad dadabhoy, mohammad farooq dadabhoy, mohammad hussain dadabhoy, abdullah hussain dada bhoy and ghulam mohammad dadabhoy. daughters are mrs mehrunisajaffer and mrs zaibunisa tanveer. this group has massive investments in cement, energy, construction, leasing, polyester, banking and insurance etc. dadabhoys are seasoned campaigners and perhaps do not like being brought into any sort of reckoning like the habibs. despite being a formidable business entity, this family is deemed to be extremely reluctant throughout its
year on year chenab ltd had revenues fall - 9. 31% from 2. 21bn to 2. 01bn, though the company grew net income from a loss of 479. 39m to a smaller loss of 389. 70m .
design and construction of one no. approximately 81 mtr. span (centre to centre) 70r double lane steel truss bridge over river chenab at km 3. 55 of proposed main project road for kwar h. e. project, kishtwar
mian muhammad javaid iqbal is director operations at chenab ltd. his key responsibilities include supervision and operational control of the facility and personnel management besides dealing with service matters and administration related issues. he has above 30 years of valuable experience in administration
chenab advertising private limited' s corporate identification number is (cin) u74300jk2000ptc002102 and its registration number is 2102. its email address is tikoo3 @ urltoken and its registered address is 12 a / b, gandhi nagar, jammu jammu jk 180004 in, -, .
advertising. [ printing of advertising material is classified in class 2221, market research in class 7413, public relations activities in class 7414, direct mailing activities in class 7499, production of commercial messages for radio, television and film are classified in the appropriate class of group 921 ] .
chenab advertising private limited is a private incorporated on 03 october 2000. it is classified as non - govt company and is registered at registrar of companies, jammu. its authorized share capital is rs. 200, 000 and its paid up capital is rs. 100, 000. it is inolved in advertising. [ printing of advertising material is classified in class 2221, market research in class 7413, public relations activities in class 7414, direct mailing activities in class 7499, production of commercial messages for radio, television and film are classified in the appropriate class of group 921 ] .
he has 25 years of professional experience and has worked as different capacities including project manager, financial analyst and head of investment banking. he has remained associated with bank of america, abn amro bank, the royal bank of scotland, nib bank limited and current working as group head investment banking at allied .
@ nida alvi: the saigols have had multiple restructurings both with pak electron as well as maple leaf cement. in fact pak electron has been part of a cartel according to siemens colluding with wapda to set prices. . atlas group had a bank they busted with in house loans. it is now called ‘plummet’ bank .
the chenab group of colleges is a collection of three campuses, two in gujrat city and the other is in wazirabad. the main campus is composed of different academic departments, major focus on commerce, it, law, and engineering diplomas, in future more academic departments will be commenced. all these three campus are self - governing and financially independent, but an academic affiliation with gujranawala board, punjab university, and university of gujrat. taking current needs into consideration the fluidity of internal policies, replacement of modern technologies and collegiate equipments are evolved over time. the expansion of cgc in other cities will fulfill people’s academic expectations .
please allow me to say some thing more about chenab limited, (previously known as chenab fabrics and processing mills limited). we started our operations in 1975 and over the years worked hard to produce the best possible quality. our efforts are visible from the growth in exports  from rs 13. 5 million in 1986 to rs 3. 17 billion in 1999. we also accepted the year 2005 challenge when we introduced the concept of chenone fashion stores in 1997. initially we planned to introduce fourteen such stores in pakistan and also establish the chain in middle east and some countries under quota regime at present .
in 1973, after completing graduation, latif set up a small - scale business – a power loom factory in toba tek singh. sixty power looms were installed as the first step was taken towards success. chenab textile mills, the first weaving unit, was setup and marked a big day for latif .
the indus river bounds the region in part of the west and the yamuna river in part of the east. the five rivers that give punjab its name, the jhelum, the chenab, the ravi, the sutlej, and the beas, merge to form the panjnad, which flows into the indus .
in the majha part of punjab many new cities were developed by converting the forests into cultivating land and is called bar, cities include lyallpur (faisalabad), montgomery, etc. the area beyond the chenab river in north and around river jhelum is called pothohar, cities include rawalpindi, hasan abdal, etc. the area between the ravi and chenab rivers is called the rachna doab, its cities are gujrat, sargodha, etc. the area of malwa is in southern punjab facing rajasthan and east of river beas, cities include ludhiana, patiala, ambala, karnal, sangrur, malerkotla, shahabad, and abohar .
one reason that they did not tell is the induction of their family members as the ceo, financial officers and for all top posts in the chenab group. this has led to the downfall of many groups in pakistan in the past as well. big business ventures dont work like that. all big industries around the world hire very professional ceos to run their companies. you can run a political party like that but not a company. in the modern business environment you have to hire the most professional to be the best. in this world of cut throat competition next - of - kin (nok) formula to exclusively run your businesses dont work .
“i tried talking to banks but they refused to extend financing. last year [ 2013 ], two banks rescheduled the loan for working capital of rs370 million on terms that the group will pay interest on the new rescheduled loan and 7% from the npl capital amount. in this agreement, we would npls in the next 10 years. ”
chenab spins finest quality yarns in counts of 10, 16, 20, 22, 24, 30, 40, 60 & 80 in carded as well as combed versions. the spinning facility spread over 520, 000 square feet houses 19, 000 spindles with an approximate production capacity of million kgs of yarn every year .
problem with this group was only one: intention. they are known for siphoning off the funds, they diverted the bank loans, earnings and even machinery outside country. reportedly they have shifted all their textile business to bangladesh and africa. there is nothing wrong in it untill and unless you dont hurt and loot local banks and vendors. something they are famous for .
notice inviting tender for hiring of vehicles (one no: tata safari dicor 2. 2 vx 4x4, one no. - mahindra scorpio lx 4x4, two nos. mahindra bolero zlx) brand new / 2013 model for a period of 2 years (24 months) for kiru and kwar he projects, chenab valley power projects (p) ltd, kishtwar .
@ shuaib bhat: the government cannot be responsible for the financial health of private units. can you imagine the scandal if the government lost all the money it put in? these group profiles are well researched but i feel they should also present the other side of the story. if it were just an issue of granting working capital no bank would refuse. lets hear what they have to say .
now the second generation is coming in, to share their responsibilities for the greater interest of the organization. mr. muhammad faisal latif and mr. farhan latif are responsible respectively for exports and garments division of the organization and mr. muhammad kashif ashfaq is responsible as director chenone store' s affairs. they have joined the management in order to strengthen the progressive team of chenab limited
chenab limited is engaged in manufacturing and exporting of textile goods and garments. the company is engaged in exporting various kinds of value added fabrics, textile made - ups, casual and fashion garments duly processed. it also offers a range of bed linen, bedspreads, curtains, table linen and kitchen accessories. it also produces formal and casual garments for men, women and children. its spi
a success story dating back to early seventies, the company built it foundation in tradition and innovation. over the years chenab has prided itself on most distinctive features; unrelenting commitment, far - sightedness, enduring personal relationship and above all passion for the business is what spurred the founder of the company to pursue great results, and passion is still the driving force behind the present management team .
the first company of the group, united oil supply company (uosc), was established in 2003 at al hamriyah port, sharjah. since then, uosc has transformed into a reputable solutions provider in the regional petrochemical storage and logistics segment, with a capacity of more than 75, 000 tonnes up from its initial 13, 000. at any given point of time uosc handles up to $ 100 million worth of goods .
fabric collection to south america, usa, canada, new zealand and europe. their textile divisions together operate at strength of 33, 984 spindles. the sitara (group, to a common man, is more famous for its lawn brands like sitara sapna and mughal - e - azam. the men at helm of affairs in sitara hardly believe in setting up dozens of units, of which they are otherwise very much capable of .
“the idea is to align our businesses with the mainstream industry of the region and what can be more fundamental than petroleum? ” asks zakee siddiqi, chairman and ceo, siddco group. he emphasises that the key move is to focus on import substitutions and technology enhancements. “this is why we are continually acquiring the latest technology comprising heavy machinery and equipment from europe and the middle east. it is a more cost - effective solution .
the area of punjab that is between the beas and satluj is called the doaba. the major cities in this part of punjab are jalandhar, hoshiarpur and nawanshahr. majha is between the beas and chenab and on both sides of the ravi, this part is called the heart of punjab and its cities include, lahore, amritsar, gurdaspur, sialkot, kasur, lyallpur (faisalabad), faridkot and ferozepur .
mr. ghazanfar hussain mirza has a bachelor degree in mechanical engineering from ned university of engineering & technology. mr. mirza has 35 years of experience in business development and business & corporate management in engineering, technical and multinational environment. he has served as managing director of group companies of wartsila corporation (finland) in pakistan and saudi arabia. he also serves on the board of nishat mills limited and holds the office of chief executive officer of pakgen power limited .
appears a piece of writting without any research from independent sources, just one side of story. another reason (in market) which the author didnt mention was siphoning of funds and diversion of funds to off shore locations, where the group now owns mills and factories which are working fine and here they are not paying back. write it somewhere, next property boom in pakistan and the borrower will pay back entire amount to get his lands vacated of charges and earn money .
mr. muhammad zeeshan latif is director, ppc and home textile division at chenab ltd. he has around 10 years rich experience in production and planning. his major responsibilities include production planning for the home textile division, planning of grey procurement, liaison with processing, packing & folding, cutting, sampling, sewing, and supply chain management departments for smooth and timely production of home textiles meant for export. he also coordinates on research and development and personnel management .
punjabi civilization is one of the oldest on earth, with its distinguished language, culture, food, attire, script, folklore, people, etc. punjabi langauge has its originating source in sanskrit, brahmi and braj (not in hindi or urdu (once known as hidustani) as many young indian and pakistanis believe), i. e. the family of indo - european group of langauges which includes persian, latin and greek. punjab has always been a land of great saints and fighters .
all went wrong with this group: electricity, gas, bb assassination, fragile security situation etc. in the meantime other groups flourished likes of nishat, lucky, afroze, gul ahmed, al karam, saphhire (which actually came out of problems), khaadi, j. all these groups agressively pursued vertical and horizontal expansion and they are now big companies with exports all around the globe. companies like junaid jamshed and khaadi which started with humble beginning of a store only are now giants in terms of local sales as well as exports .
mr muhammad farhan latif is director processing at chenab ltd. he is responsible for handling all production related affairs in the processing division. he has some 12 years of varied experience in processing, i. e. , bleaching, dyeing, printing and finishing of fabrics. his key responsibilities include cost control / handling of processing chain management, and liaison with ppc / merchandisers for timely production. he is also responsible for supervision / coordination of training programmes like tusdec, undp, and technopak sponsored by the federal textile ministry .
design and construction of one no. approximately 81 m span (centre to centre) 70r double lane (8. 0 m width) steel truss bridge over river chenab at km 3. 55 of proposed main projct road for kwar h. e project, kishtwar including excavation, abutments, filling behind the abutments to the extent of approach slab, approach slab, deck slab, railing, wearing coat, wing wall, painting, load testing etc. as per the design, drawing, load testing procedure approved / proof checked by iit / nit .
design and construction of one no. approximately 81 m span (centre to centre) 70r double lane (8. 0 m width) steel truss bridge over river chenab at km 3. 55 of proposed main project road for kwar h. e project, kishtwar including excavation, abutments, approach slab, filling behind the abutmens to the extent of approach slab, deck slab, railing, wearing coat, wing wall, painting, load testing etc. as per the design, drawing, load testing procedure approved / proof checked by iit / nit .
design and construction of one no. approximately 81 mtr. span (centre to centre) 70r double lane (8. 0 mtr. width) steel truss bridge over river chenab at km 3. 55 of proposed main project road for kwar h. e project, kishtwar including excavation, abutments, approach slab, filling behind the abutments to the extent of approach slab, deck slab, railing, wearing coat, wing walls, painting, load testing etc. as per the design, drawing, load testing procedure approved / proof checked by iit / nit
in 326 b. c (2337 years ago) alexander the great invaded punjab and conquered a great punjabi king named porus, whose kingdom was located between the jhelum and chenab rivers, at the battle of the hydaspes river (the greek name for the river jhelum). when king poros was taken before alexander the greek asked porus how he thought he should be dealt with. porus answered that he should be shown the respect owed a king. he was restored back to his throne by alexander. alexander returned to iran before crossing the river beas, as his forces, now so far from their homelands, refused to go any further. in his train we have a reliable resource that tells us about punjab 2450 years ago. not much different from today (except for the technology) .
mian muhammad latif, the chief executive of chenab ltd. , is also the founder of the company. he has over 35 years variegated but rich experience in trade and industry. he has also held distinguished positions with a host of organizations in the public and private sectors like chairman, board of management, punjab medical college / allied / dhq hospitals, faisalabad; member, board of governors, national textile university, faisalabad; trustee / founder chairman, faisalabad dry port trust; member / former chairman, faisalabad industrial estates development and management company (fiedmc); former chairman, district public safety commission, faisalabad; member, board of directors, faisalabad electric supply company (fesco); member / former chairman, pakistan textile exporters association; former member, pakistan railway board; former member, federal export development board (chaired by the prime minister of pakistan); former member of syndicate, gc university faisalabad, and member, all pakistan textile mills association .
textile industry has the largest potential for boosting exports from pakistan. the industry needs adequate supply of cotton at competitive prices and removal of the irritants affecting the performance. at the same time each player has to try hard for higher value - addition and quality improvement. the increase in average unit price realization and enhanced exports can help in boosting total exports and bridging trade deficit gap of the country .
as the world is going through the process of globalization, textile industry could not remain immune. i would go one step further and say ,
the textile industry is going through a transition
. units are being relocated to attain competitive edge, efforts are to go for the highest value - addition and take the maximum advantage of blended fabrics. while many japanese, korean and taiwanese companies have relocated their production facilities in indonesia, thailand and some other countries, pakistan has failed to attract such investment .
it is mainly due to the fact that most of the manufacturing units in the country do not produce enough fine and super fine finished fabrics but there are few organizations, which are fulfilling the demand and requirement of fine and super fine finished fabrics. commonly our work force, despite being cheaper, could not ensure production, productivity and quality due to low skill levels, but the exception are there .
saying this much, i would like to add that there are some textile companies who have been working hard  even during the difficult times. they have gone for bmr, expansion, product diversification, quality improvement and proactive marketing. though, such companies are few, their performance shows that there is no short cut to success and one should respond to the changing trends. the companies who are able to read the trend earlier are the biggest beneficiaries and those who fail ultimately vanish .
to dilate further, i would say that the proactive companies do not need policy crutches. i understand some companies had started bmr / expansion even before the idea of textile vision 2005 was conceived. plant and machinery of a number of units is either in the process of installation or arriving pakistan shortly. please allow me to quote the example of our own company. a rs 700 million bmr / expansion is on the way. more than half of the machinery has already reached pakistan and remaining would reach by december this year .
we opened the first chenone stores in islamabad, the federal capital. the objective behind this was to let the policy planners know about our efforts and establish the credibility of the brand name. this also provided us an opportunity to convey our message to diplomatic missions and foreign visitors. i am proud to tell you that we have been able to achieve this target, by the grace of allah .
after establishing a number of stores in pakistan, our next destination is united arab emirates (uae). our first stores, in the citycenter of ajman, will be operational in november 2000. chenone products will also be available in abu dhabi and dubai within couple of months. we have initially selected uae because there are no quota restriction, however, we have plan to open these stores in quota countries by the year 2004. is this not a clear manifestation of erudition and faith in textile vision 2005 ?
to conclude, please let me say that while the efforts of present economic managers are plausible, they need to work even harder and redefine long - term strategy to combat emerging challenges. at the same time it is imperative for the industry to adjust, at the earliest, to cater to changing customer preference. the industry must give up the tradition of living on crutches and learn to face the competition. neither the growers should demand a rate which does not commensurate with international prices of cotton, nor the spinners should look forward for a subsidy. each of us must play the due role. the country has already missed many opportunities and cannot afford to loose more .
mian muhammad latif has also introduced the concept of chenone family stores in pakistan. very shortly chenone brand will be available in the united arab emirates. during the journey of success his younger brother mr. muhammad naeem, director marketing & planning, mian muhammad javaid iqbal, director operation & administration and chaudhry muhammad ashfaq, director procurement has assisted him .
the ceo recalled 2007 as the year that set the downfall in motion, citing the riots that followed the assassination of former prime minister benazir bhutto as one of its reasons. photo: imran rana / express
latif’s family had an agricultural background before it established industries. the ceo’s forefathers had moved from what is now a part of india, settling in toba tek singh in 1883 .
the unit started exporting gray fabric and in 1985, exports were worth rs135 million. in 1995, earnings reached rs2 billion. in 1998, exports grew to rs3. 5 billion. the earnings helped him clear all outstanding loans .
during 1990 to 2000, he had also purchased another two sick textile units at an investment of rs300 million .
this was the time when latif was busy in expanding production capacity. the year 1998 saw the company earn a net profit of around rs400 million .
by now, latif had made a name for himself. a good reputation followed in the international market including europe, uae and australia but the dream was to penetrate the us .
latif went after the dream. what ensued was knocking on the doors of banks in search for loans. production capacity had to be increased and hence, heavy machinery was imported .
the ceo recalled that, at the time, flow of capital was not an issue. state - of - the - art machinery was imported as quality assurances were given to the international market. that was the only way to penetrate .
in 2004 - 05, exports grew to rs5 billion, rs6 billion a year later before reaching its peak in 2006 - 07. exports were increasing and the company, on a high, set a target of rs15 billion for next year .
“but, october 15, 2007 was the date when ship started sinking. ”
during the time, load - shedding was at a minimum. the period between october to january is considered a peak season for the textile industry .
“this is the time when we have to deliver our textile orders for christmas and the new year. we strive to fulfil our commitments at any cost. ”
the factories suffered the first setback when they faced gas cuts from october 15, 2007 to november 1 after a fault in the qadirpur gas fields, bringing down production .
by the time supply was restored, the damage had been done. the supply chain was broken and latif said an alternative did not exist. “we did not have an alternate source to produce steam to run our units and that delayed the shipments .
“we were unable to meet deadlines and could not arrange deliveries from the market as not even a single unit in faisalabad had 24 - colour rotary machines .
“we dispatched orders of a german company that owned 1, 400 outlets in the country alone. the orders were dispatched in 107 containers and made their way from faisalabad dry port to karachi. out of those 107 containers, only 37 reached germany. ”
the reason was the assassination of pakistan people’s party chairman benazir bhutto in december that year, which resulted to riots across the country. the remaining containers could not be delivered on time and the german company filed a case and won €5 million in damages .
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textile exports witnessed a month - on - month drop of 7. 89% in july
loss of an industrialist is a loss of whole nation. anarchists don’t care how much damage they do, nor our protectors understand the importance to eliminate them. our protectors did nothing in 2007 and don’t allow others to do something in 2014 .
cut of gas supply due to fault in gas - line for a period of 17 days even in the peak season + a penalty of euro 5. 0 m could sink such a sailing ship…. .
since it was export shipment; those 107 containers must have been insured, so i am not accepting it as a loss .
presents a very one sided sob story. no business falls for singular reasons. given the dirty business sphere in pakistan, i am sure there is more to this story and @ muslim leaguer shares some of those details which were glossed over .
businesses in pakistan need to learn that they ought to be come professional. this is my hand waving argument! glosses over lots of stuff !
my learning about the faisalabadi textile industry has been that even when times are good, they will whine and cry. there is a big pakistani demographic they can cater to and should start focusing on more. stop looking outwards .
we are facing a chinese tsunami. they are out competing us. their costs are lower and they work like ants .
even now bank would save this organization, provided the bank ir self nominate or hire a ceo. mian sahab, do you really want to save the ship ?
even now bank would save this organization, provided the bank it self nominate or hire a ceo. mian sahab, do you really want to save the ship ?
i don’t know why companies in pakistan go after loans to collect capital rather than having ipo to sell shares in stock market. perhaps they want to have business empire to themselves. due to this greed they end up loosing everything they own .
in the end no one loses except the poor schmuck who put his money in the bank expecting a fair decent return .
exports of manufactured goods has become extremely difficult and risky due to mass corruption, energy deficiency and high rates and law and order situation. general pervez let the vandals loose on rampage for three days after benazir assassination and the next government of wadera corruption party being criminal and crime friendly did not arrest and get punished even a single criminal involved in mass loot, arson and murders that followed the assassination. only “businessmen” like nawaz sharif and zardari and their cronies can thrive in this country .
very sad story. this is difference between india and pakistan. in india government support has led to giants like tata, reliance and many more
we could not create the same giants in business because of govt policies or attitute towards support. only shady characters like malik riaz or manshah can exist here
@ zeeshan: zardari, dr. asim, khurshid shah, makhdoom amin faheem, rehman malik etc. etc. have been extremely “successful” “businessmen”, making billions and billions and billions without a pause, they continue their “business” in sind province while nawaz family do their “business” in center and punjab .
@ farooq: the business families in pakistan (adamjees, dewans, habibs, mians, saigols, valikas etc) were also flourishing like tata, birla, godrej, ambanis etc. in india but the nationalization done by z. a. bhutto in 1973 killed the entrepreneurship and blocked any possibility of domestic or foreign investment in pakistan .
when one reads a story like this……its best to take it with a pinch of salt .
top leadership need to be change, to gain the trust of financial institutions .
main reason of downfall non professional and uneducated people on top posts. involvement in politics .
buyer preference: 1. 8l engines may win a race but 1. 3l ones remain ahead
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sales, especially exports, have suffered since power woes in pakistan worsened and the security situation needed military intervention to return to normalcy. this situation meant that the biggest challenge for the pml - n government, when it got elected in 2013, was to get a grip on the energy crisis and improve the security outlook of the country — areas where notable progress has been made in the last three years. but there is still a long way to go .
“now, we are restricted to making fabric and garments to sell at our chen one outlets, from where we tap domestic and international markets. ”
so what prompted one of pakistan’s biggest textile groups to move to real estate – where it is planning to launch two projects in faisalabad and one in lahore. its aim is to complete the apartments and residential houses project before launching the one featuring villas in faisalabad .
“october 15, 2007 was the day when the ship started sinking, ” recalls latif as he singled out the 17 - day cut in the supply of gas. the ceo said the cut in supply meant orders for christmas and the new year’s were missed. “the assassination of former prime minister benazir bhutto made matters worse and delayed consignments even more. we lost a lot of money. ”
the supply - cut started on october 15, 2007 and continued till november 1 after a fault in the qadirpur gas fields, bringing down production at many factories in punjab .
“but we have continued to suffer as our machinery gathered rust and debts mounted. ”
the contraction in the agriculture sector has also forced the government to announce a kisan package along with various incentives for the textile industry. but latif says the damage has been done .
“we dispatched orders to a german company that owned 1, 400 outlets in the country alone. the orders were dispatched in 107 containers and made their way from the faisalabad dry port to karachi. out of those 107 containers, only 37 reached germany. there are many examples where we were unable to deliver the shipments in time and we faced heavy losses. ”
chenab group is a pakistani conglomerate . it is one of the largest exporters of home textile products from pakistan . it was set up in 1974 as chenab fabrics & processing mills limited and later converted to chenab limited . it was founded by mian muhammad latif and his father haji muhammad saleem who was a cotton industrialist in toba tek singh district . 
chenab group is a pakistani conglomerate. it is one of the largest exporters of home textile products from pakistan. it was set up in 1974 as chenab fabrics & processing mills limited and later converted to chenab limited. it was founded by mian muhammad latif and his father haji muhammad saleem who was a cotton industrialist in toba tek singh district.
chenab group is a pakistani conglomerate. it is one of the largest exporters of home textile products from pakistan. it was set up in 1974 as chenab fabrics & processing mills limited and later converted to chenab limited. it was founded by mian muhammad latif and his father haji muhammad saleem who was a cotton industrialist in toba tek singh district.