SBC Exports began as a single-proprietor carpet trader in Mirzapur and has since been rebuilt three times over - each time entering an unrelated business, scaling it with institutional contracts, and using the cash to fund the next move. Today it is a miniature conglomerate whose textile heritage now feeds a branded apparel push, while a quiet IT staffing engine and a fledgling travel platform generate the contracted revenues that de-risk the whole. The recurring pattern is visible in every chapter: start with a B2B or government-tender foothold, then climb toward the consumer and the higher margin that comes with owning the brand.
Business segments
Three engines at different stages - a vertically integrated garment manufacturer pivoting from wholesale supply to its own consumer brand, an IT and manpower staffing business built on government contracts, and a subsidiary travel platform expanding into the Middle East - each incubated with the cash flows of the one before.
1. Garments and branded apparel: from factory floor to consumer closet
A three-decade textile manufacturer is now betting on its own youth-fashion brand, F-Route, to capture retail margins it used to leave on the table - while a legacy B2B order book keeps the machines running at full capacity.
- Makes everything under one roof - four owned factories in Mirzapur and Ghaziabad handle knitting, dyeing, cutting, stitching and packaging, with combined capacity of roughly 1.09 million pieces a month and all units running at 100% utilisation as of mid-2024. That vertical integration means the company controls quality and cost from raw fabric to finished garment, rather than paying middlemen for each step.
- Built on a B2B backbone - a network of about 50 distributors across roughly 12 Indian states supplies retail stores and boutiques, while a large export relationship with a UAE wholesaler feeds the “Day to Day” retail chain in Dubai, with minimum shipments of 75,000 pieces per order and freight costs borne by the buyer. The overall garment order book included one large order aggregating to INR 50 Crs. for the GCC market as of mid-2024, giving visibility on factory throughput.
- F-Route is the consumer bet - the flagship brand targets Gen-Z and millennials with over 120 product lines spanning polo shirts, cargos, co-ord sets, dresses and innerwear, sold through a newly launched direct-to-consumer website that bypasses distributors and keeps retail-level margins inside the company. The brand is also being syndicated onto Amazon India, with discussions underway to list on Myntra, Flipkart and Meesho, so the same garment can sell through multiple digital shopfronts.
- Brand-building through celebrity and cricket - F-Route has appointed television actors as brand ambassadors and, in late 2025, signed a one-year sponsorship with the IPL franchise Punjab Kings to put the brand in front of India’s largest television audience during the 2026 season. A five-year plan adds physical retail: 50 franchise stores and 30 company-owned outlets in Tier-2 and Tier-3 cities, turning the brand into a multi-channel operation.
- Sustainability as a production edge - waterless dyeing cuts water use and eliminates chemical runoff, while a closed-loop recycling programme diverted over 50 tons of textile waste from landfills in a single year by turning post-consumer and factory waste back into new fabrics. Rooftop solar panels already generate about 30% of the factories’ electricity, lowering the cost of each unit produced.
2. IT and manpower supply: the contracted-revenue backbone
A quiet institutional-services division supplies everything from software developers to office staff under multi-year government and corporate contracts - generating predictable cash flows that are uncorrelated with fashion seasons.
- Staffing as a service, not a product - the division deploys technical and non-technical manpower to clients ranging from the India Tourism Development Corporation to the National Informatics Centre, earning through project-based and recurring service contracts. A single contract extension for ITDC in early 2024 was worth ₹70 lakh over five months, illustrating the small-ticket, repeat-order nature of the book.
- Accreditations unlock government tenders - the division holds eight quality certifications including ISO 9001, ISO 27001 for information security, CMMI-Level 3 for IT services, and SA 8000 for social accountability, each of which is often a mandatory qualification for bidding on public-sector work. These are not marketing badges; they are the keys that open the tender portal.
- Order book stretches into the future - as of late 2024, the division carried a deliverable order book of more than ₹8,000 Lakhs extending through FY26, sourced from just 10 institutional clients. That concentration means client relationships are deep, and the multi-year nature of the contracts means revenue does not reset to zero each quarter.
- Scope widened deliberately - in 2022 the company amended its charter to allow supply of all categories of manpower, including security services and labour contracting, moving beyond its original IT-only remit. That lets the same sales team bid on a larger universe of government and corporate tenders without changing the underlying business model.
3. Travel and tourism: the subsidiary with a Middle Eastern toehold
A wholly owned online travel platform, Mauji Trip, sells curated Indian holiday packages and corporate travel management - and has just begun exporting that model to the Gulf.
- Four revenue streams from one platform - leisure travel packages, corporate travel management, specialised services like destination weddings, and travel consulting all run through the same website and mobile apps, so a customer planning a holiday might also become a corporate client. The platform handles ticketing, hotel bookings, ground support and MICE (meetings and events) arrangements, earning on a commission or margin basis.
- Curated Indian experiences are the differentiator - the subsidiary organises tours spanning Himalayan treks, Andaman coral reefs, North East tribal regions and Rajasthan heritage circuits, positioning itself as a specialist in domestic experiential travel rather than a generic booking engine. That curation creates a reason for customers to book through Mauji Trip instead of a larger aggregator.
- Middle East expansion is the growth lever - in FY25 the subsidiary established new partnerships with local travel providers in the Gulf, broadening its addressable market beyond Indian domestic tourism. The move mirrors the garment division’s existing UAE relationship, suggesting the group understands how to operate in that geography.
Group structure and partners
A listed parent with one wholly owned subsidiary, no joint ventures, and a web of related-party entities that both supply and buy from the group - plus a growing roster of brand and distribution partners.
- The parent company, SBC Exports Ltd, is listed on the main board of both BSE and NSE, with a single wholly owned subsidiary, Mauji Trip Limited, incorporated in December 2021 to house the travel business. There are no associate companies or joint ventures, keeping the structure simple.
- Related entities - including SBC Infotech Limited, SBC Finmart Limited and Ritu Garments Private Limited - are under significant influence of key management personnel, and the company both sells goods to them and purchases IT and manpower services from SBC Infotech. These are arm’s-length relationships that sit alongside the external client base.
- Strategic partnerships extend the group’s reach without requiring its own infrastructure: a UAE wholesaler takes garments into Dubai’s “Day to Day” stores, Amazon India lists the F-Route catalogue, and the Punjab Kings IPL sponsorship puts the brand on television for the 2026 cricket season.