Mission
Make uniforms that hold their shape, colour and fit through the whole contract, not just the first month. A uniform that looks tired by March costs the client twice.
How it started
We learned this from the complaints.
For the first few years we did what most small units do: take the order, cut it, ship it. Then a school came back in year two and the new blazers did not match the old ones. Nobody could say why, because the fabric had come from a different lot and nothing had been recorded.
That one complaint changed how the business runs. We started keeping physical shade standards, then graded patterns, then in-line inspection, then the whole finishing chain in-house so no stage happened somewhere we could not see it.
Every system on this floor exists because something went wrong once and we did not want it to go wrong twice.
The record
Twenty five years, added one machine at a time.
Twelve machines, one room
Opened as a contract stitching unit producing school shirts for three local schools. No pattern room, no inspection table, no colour records.
Shade standards go on file
After a reorder failed to match, every colour we run started being lab dipped and kept as a physical standard. It is still the single most useful thing we do.
Embroidery brought in-house
Multi head machines installed. Logo lead times dropped from ten days to two, and branding stopped being the part of the order we could not control.
Pattern room and full size grading
Our own block library, graded XS to 5XL with ladies and youth fits, tested on live models rather than a size chart bought off a supplier.
First multi country export programme
A hotel group across four countries, 18,000 garments, one colour standard. That contract taught us how export documentation and consolidated shipping actually work.
Sublimation line added
Wide format transfer printing and heat press brought teamwear onto the same floor, so custom uniforms sublimation and tailoring could ship in one carton.
CAD cutting and the QA room
Marker planning pushed fabric utilisation above 88 percent, and a dedicated inspection room replaced checking garments on the packing bench.
What we are for
Mission, vision, and the part most companies skip.
Vision
To be the manufacturing partner brands keep, run after run, in every market they enter. Growth here is measured in reorders, not in new logos.
The part most skip
Saying no. If a fabric will not survive your laundry cycle, or a date is not achievable, we say so at quote stage. A lost order costs less than a failed contract.
How we work
Six rules the floor runs on.
These are not posters on a wall. Each one exists because breaking it cost us something once.
01
Quote the real lead time
The date our own line can hit, not the date you want to hear. A supplier who always says yes is a supplier who will eventually say sorry.
02
Cut only what was approved
Bulk is cut after a signed pre production sample. No substitutions mid run, even if a similar cloth would be faster.
03
Fix it on our floor
A fault found at inspection goes back to the line. It does not ship with a note attached hoping nobody notices.
04
Keep the records here
Pattern, grading, shade standard and artwork stay on file. Your year three order is built from your year one data.
05
One named contact
The same person from quote to delivery. No ticket queues, no handover where the context gets lost.
06
Tell them early
If a shipment will slip, the client hears it the day we know, not the week it was due. A delay you can plan around is not a crisis.
Where we are today
The company in six figures.
25+Years in production
1M+Garments produced
120People on the floor
98%On time dispatch
The people
Who you will actually be speaking to.
Not a stock photo of a boardroom. These four handle the majority of client contact, and one of them will own your programme from quote to delivery.
Imran Farooq
Managing Director
Started on the cutting table in 2001. Still signs off every fabric substitution personally.
Sofia Marin
Head of Product Development
Turns a sketch or a worn out garment into a graded pattern. Runs the sample room.
Ravi Menon
Production Manager
Schedules the four lines. If a date is achievable, it is because he said it was.
Hana Suzuki
Quality Assurance Lead
Runs the AQL 2.5 audit. Has the authority to stop a shipment, and uses it.
Come and look
The invitation most suppliers will not make.
You are welcome on the floor during a normal production day, not a scheduled showcase. If travel is not practical we run a live video walk through with the production manager answering questions as they come.
Factory and officeRungpura, Sialkot, Punjab, Pakistan
Arrange a visitbusiness@benjima.com
Live video walk throughAsk for a slot on WhatsApp
