Setting New Standards in Supply Integrity
Mahesh Kumar
Country Manager
Triorca Ltd.
Setting New Standards in Supply Integrity
Mahesh Kumar
Country Manager
Triorca Ltd.
As the global apparel industry braces against political headwinds, rising production costs, and mounting pressure for ethical sourcing, 2025 has emerged as a defining year. The recent Trumpera “Liberation Day” tariffs, a seismic move that increased U.S. apparel import duties to levels not seen in decades, have forced fashion brands to restructure their sourcing strategies overnight. In the face of these shocks, survival is no longer enough; adaptability, foresight, and people-first leadership have become the industry’s true currency. At the centre of this shift is Mahesh Kumar, Country Manager at Triorca LTD, the liaison office representing Gerber Childrenswear LLC and Intradeco Apparels in India and Africa. Mahesh has become a key player in building a sourcing ecosystem capable of withstanding policy shifts and delivering results under pressure through empowerment. His journey began in 2009 at Baby Works Ltd, where he managed Indian operations for the same U.S. brands. By the time Babyworks emerged in Triorca in 2017, he wasn’t just another regional head, but the architect of a sourcing model that blended cost efficiency with continuity, compliance with culture Over the past eight years, he has expanded Triorca’s capacity across two continents, built trusted factory partnerships, and helped position India and Africa as reliable alternatives for global buyers, well before geopolitics made this a pressing need. TradeFlock recently spoke with Mahesh about this journey, the challenges that shaped his leadership style and the achievements he’s most proud of.
"The real win was not just keeping the supply chain running, but showing our clients we could be more than a backup. We became their strategic anchor in times of uncertainty."
How has working with Gerber Childrenswear LLC shaped your perspective, and what milestones do you value most?
Working with Gerber Childrenswear LLC for over 16 years has significantly shaped my professional approach. Managing the production and shipping of millions of garments for infants has built a deep sense of responsibility into every step of the process. This role requires complete attention to quality and consistency, given the sensitivity of the end-users. It has taught me to value precision, discipline, and long-term accountability. One of the milestones I value most is contributing to 2x business growth throughout my career. Just as important has been building a high-performing team and earning the trust of mentors and colleagues who consistently challenged me to do better.
What are the biggest operational challenges you face today, and how are past experiences helping you manage them?
One of the major operational challenges is managing workforce availability, particularly due to seasonal migration patterns in key manufacturing regions. To mitigate this, we rely on layered forecasting, encompassing long-term, mid-term, and short-term perspectives, backed by data and local insights. We’ve also introduced process-level improvements that boost flexibility and continuity. Another significant challenge is the ongoing tariff war, which has disrupted global sourcing strategies. Drawing from my background as a textile engineer and my experience in raw material procurement, we’ve actively reduced reliance on tariff-impacted countries. We’ve shifted toward domestic suppliers—from yarn to finished garments—while maintaining quality and delivery standards.
What keeps me grounded is the deep sense of responsibility I feel toward my team. I view them not just as colleagues but as a close-knit unit that shares ownership in both challenges and achievements."
What leadership principles guide you, and how do you see your role evolving?
My leadership is guided by aligning core team strengths with shared goals. In a crosscultural and multi-brand environment, effective collaboration relies on mutual respect, clear roles, and consistent communication. I focus on enabling cross-functional teams to support one another while maintaining a responsive and transparent supply chain. Looking ahead, leadership in the apparel industry is shifting toward a deeper integration of technology, data, and automation across the entire value chain. As this shift accelerates, I see my role as enabling it by investing in continuous learning, upskilling the workforce, and fostering a culture where innovation is both practical and scalable.
What apparel industry shifts are you most excited about, and how are you preparing for them?
The shift from traditional cotton to blended and performance fabrics is one of the most exciting developments in the apparel sector. These materials meet new expectations around durability, comfort, and technical performance, but also bring challenges in production, testing, and compliance. Rather than viewing this as a barrier, we treat it as an opportunity to evolve. We’re strengthening our R&D capabilities, forming strategic lab partnerships, and working closely with fabric innovators. These steps are helping us establish the technical foundation necessary to deliver consistent quality as fabric technology continues to evolve.
What keeps you curious and grounded outside of work?
My curiosity is often sparked by observing design and innovation across everyday consumer products—seeing how functionality and aesthetics come together. It encourages me to think creatively beyond standard apparel practices. What keeps me grounded is the deep sense of responsibility I feel toward my team. I view them not just as colleagues but as a close-knit unit that shares ownership in both challenges and achievements. That connection drives me to lead with empathy and stay fully committed to our shared goals.
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