Bangladesh Footwear Export Opportunities in Brazil

A Complete Step-by-Step Guide for Bangladeshi Exporters

 

Md. Joynal Abdin
Business Consultant | Entrepreneur | International Trade Specialist
Founder & Chief Executive Officer, Trade & Investment Bangladesh (T&IB)
Secretary General, Brazil Bangladesh Chamber of Commerce & Industry (BBCCI)

 

Brazil offers significant untapped opportunities for Bangladeshi footwear manufacturers and exporters seeking to diversify beyond their traditional markets in Europe and North America. As Latin America’s largest economy and one of the world’s major footwear-consuming markets, Brazil combines a large consumer base with growing imports of leather and non-leather footwear.

The opportunity is becoming particularly visible. Brazil imported 43.2 million pairs of footwear worth approximately US$585 million in 2025, representing year-on-year growth of 20.6% in volume and 22.5% in value. Even more importantly, the upward trend continued into 2026: during the first six months of 2026, Brazil imported 25.9 million pairs valued at US$307 million, increases of 15.9% and 13%, respectively.

 

Bangladesh, meanwhile, has developed considerable manufacturing capacity in leather shoes, sports footwear, casual shoes, sandals, synthetic footwear and other value-added products. Bangladesh’s non-leather footwear exports reached US$494.28 million during July 2024–May 2025, while leather footwear exports reached US$620.17 million, with both categories recording strong year-on-year growth.

 

The combination of Bangladesh’s expanding manufacturing capability and Brazil’s increasing reliance on imported footwear creates a strategic market-development opportunity. This guide explains Bangladesh footwear export opportunities in Brazil and provides a practical, step-by-step roadmap for Bangladeshi manufacturers interested in entering and expanding in the Brazilian market.

 

1. Why Should Bangladeshi Footwear Exporters Consider Brazil?

Brazil should not be viewed merely as another export destination. It should be considered a potential strategic market within Latin America. Brazil’s footwear imports increased substantially during 2025. Vietnam supplied approximately US$287 million and 14.43 million pairs, followed by Indonesia with approximately US$142.35 million and 9 million pairs and China with US$46.53 million and 10.4 million pairs. These figures reveal an important fact for Bangladesh: Brazilian importers are already comfortable sourcing footwear from Asian manufacturing countries.

 

Bangladesh therefore does not have to create an entirely new sourcing culture. Instead, Bangladeshi companies need to demonstrate why they can become competitive alternative suppliers to established Asian sources. Bangladesh was already among Brazil’s footwear suppliers in 2025, although at a comparatively modest level. Industry data based on Brazil’s Secex statistics indicate that Brazil imported approximately 270,000 pairs from Bangladesh in 2025. This means Bangladesh has already achieved market entry; the challenge is to substantially increase its share.

 

2. Strength of Bangladesh’s Footwear Manufacturing Industry

Bangladesh has gradually developed a diversified footwear manufacturing ecosystem. According to Bangladesh investment-promotion information, the country has more than 3,600 footwear-making units and is identified as the world’s eighth-largest footwear producer. Bangladesh’s leather and footwear industry has also emerged as an important export diversification sector beyond ready-made garments.

 

The country’s advantages include:

• Competitive manufacturing costs;
• Availability of leather and related manufacturing inputs;
• A large industrial workforce;
• Experience working with international brands;
• Growing synthetic and non-leather footwear production;
• Private-label and OEM manufacturing capabilities;
• Experience complying with international buyer requirements;
• Established export-oriented manufacturing infrastructure; and
• Increasing emphasis on sustainability and environmental compliance.

 

Bangladesh should therefore position itself not merely as a low-cost footwear producer, but as a competitive, scalable and increasingly sophisticated sourcing destination.

 

3. What Types of Bangladeshi Footwear Have Opportunities in Brazil?

Bangladeshi exporters should avoid approaching Brazil with a generic “we manufacture shoes” proposition. Product-market matching is essential. Several categories deserve particular attention.

 

Leather Footwear

Leather footwear represents one of Bangladesh’s strongest potential categories. Opportunities may include men’s formal shoes, women’s leather footwear, loafers, casual shoes, boots and fashion-oriented products. For example, under HS 640391 alone certain footwear with rubber/plastic/leather soles and leather uppers Brazil imported approximately US$12.87 million in 2024, including about US$524,650 from Bangladesh. That existing trade provides evidence that Bangladeshi leather footwear can enter the Brazilian market.

 

Casual Footwear

Brazil’s lifestyle, climate and consumer preferences create considerable demand for comfortable and casual footwear. Bangladeshi manufacturers capable of combining: comfort + attractive design + competitive price may find opportunities among Brazilian distributors and retail chains.

 

Sports and Athletic Footwear

The Brazilian market has strong demand for sports-inspired and lifestyle footwear. Manufacturers with capabilities in EVA, rubber, mesh, synthetic materials and lightweight soles should investigate this segment.

 

Sandals and Summer Footwear

Brazil’s climate makes sandals and lightweight footwear particularly relevant. Bangladesh could develop collections specifically adapted to tropical conditions rather than simply offering products originally designed for European markets.

 

Children’s Footwear

Children’s shoes represent another potential niche for manufacturers capable of providing safety, comfort, durability and attractive designs at competitive prices.

 

Safety and Occupational Footwear

Industrial safety footwear may offer opportunities through distributors serving construction, manufacturing, logistics, agriculture and other industrial sectors. However, technical footwear exporters must carefully identify applicable Brazilian standards and certification requirements before entering this segment.

 

Private-Label Footwear

Perhaps one of the most promising opportunities is OEM/private-label manufacturing. Rather than attempting to establish a Bangladeshi consumer brand immediately, manufacturers can supply Brazilian:

• Footwear brands;
• Retail chains;
• Department stores;
• Supermarket/hypermarket groups;
• Fashion retailers;
• E-commerce businesses;
• Importers;
• Wholesalers; and
• Distributors.

 

This model allows the Brazilian company to concentrate on branding and distribution while the Bangladeshi factory handles manufacturing.

4. Understand the Competition Before Entering Brazil

Brazil is an attractive market, but it is not an easy market. Vietnam, China and Indonesia already dominate imported footwear. In 2025, these three countries collectively accounted for most of Brazil’s imported shoes. Therefore, competing exclusively on price may not be sufficient. A Bangladeshi exporter should develop a clear Unique Selling Proposition (USP).

 

For example: “International-quality private-label leather footwear from Bangladesh with flexible order quantities, competitive pricing and reliable delivery.” Alternatively: “Cost-effective sustainable footwear manufacturing for Brazilian retailers seeking to diversify their Asian sourcing base.”

 

The objective is to answer the Brazilian buyer’s most important question: Why should we purchase from Bangladesh instead of our existing supplier?

 

5. Step-by-Step Guide to Export Footwear from Bangladesh to Brazil

Step 1: Conduct Detailed Brazilian Market Research

The first stage should always be research. An exporter should identify:

• Major imported footwear categories;
• HS/NCM codes;
• Import volumes;
• Import values;
• Average import prices;
• Leading supplying countries;
• Brazilian retail prices;
• Major brands;
• Major importers;
• Distributors;
• Wholesalers;
• Seasonal demand;
• Fashion trends; and
• Consumer preferences.

 

Brazil’s market should also be segmented by customer type. A manufacturer supplying premium leather footwear should not approach the same buyers as a mass-market synthetic sandal producer.

 

Step 2: Select the Right Product

After conducting market research, select perhaps 5–15 priority products rather than presenting hundreds of unrelated designs. Each shortlisted product should be evaluated according to: Market demand × achievable price × manufacturing strength × import cost × competition. The ideal product is not necessarily the product that the factory can manufacture most cheaply. It is the product for which the factory possesses a competitive advantage and Brazilian buyers have sufficient demand. Prepare a dedicated Brazil Collection where appropriate. Consider Brazilian climate, colors, styles, sizing, fashion preferences and price expectations.

 

Step 3: Determine the Correct HS and Brazilian NCM Classification

Footwear generally falls under HS Chapter 64, but classification varies considerably according to materials, soles, uppers, intended use and construction. Brazil uses the NCM (Nomenclatura Comum do Mercosul) classification system.

 

Accurate classification is essential because the NCM code influences:

• Import duty;
• IPI;
• PIS/COFINS;
• ICMS treatment;
• Administrative requirements;
• Licensing requirements; and
• Customs clearance.

 

Exporters should never quote a final landed-price proposition based solely on a generic HS Chapter 64 assumption. The exact NCM classification should be verified with the Brazilian importer or an experienced Brazilian customs professional before commercial shipment.

 

Step 4: Understand Brazilian Import Duties and Taxes

Brazil’s import taxation system can significantly affect the final landed price. Depending upon the product and transaction, imported goods can potentially be subject to several taxes, including:

• Import Duty (II);
• Industrialized Products Tax (IPI);
• PIS-Importação;
• COFINS-Importação; and
• State-level ICMS.

 

Additional customs, port, brokerage, storage and logistics costs may also arise. Therefore, an exporter should understand the difference between: FOB Bangladesh price and Brazilian landed cost.

 

A shoe that appears extremely competitive at the factory gate may become considerably more expensive after freight, duties and domestic taxation. For this reason, Brazilian buyers frequently negotiate aggressively on FOB prices.

 

Step 5: Ensure Product Quality and Compliance

Quality consistency is critical for long-term success. Brazilian buyers may specify requirements relating to:

• Upper materials;
• Sole composition;
• Adhesive quality;
• Colorfastness;
• Flex resistance;
• Abrasion resistance;
• Stitching;
• Size tolerance;
• Chemical safety;
• Packaging;
• Labeling; and
• Product durability.

 

Factories should maintain internationally accepted quality-management systems and provide test reports where required. For leather products, environmental sustainability and traceability are increasingly important. Bangladesh still faces challenges related to environmental compliance and the availability of internationally certified leather-processing facilities, according to Bangladesh’s own sector assessments. Companies targeting premium international buyers should therefore treat sustainability certification and traceability as commercial investments rather than merely compliance costs.

 

Step 6: Develop Portuguese Marketing Materials

One of the simplest ways Bangladeshi exporters can improve their Brazilian market presentation is to communicate in Portuguese. Prepare:

• Portuguese company profile;
• Portuguese product catalog;
• Factory presentation;
• Product specification sheets;
• Website landing page for Brazil;
• Digital catalog;
• Price list where appropriate; and
• Portuguese introductory email.

 

English is widely used in international trade, but Portuguese-language communication can significantly improve engagement with Brazilian SMEs, wholesalers and distributors. It also demonstrates that the exporter is genuinely committed to Brazil rather than sending generic mass emails.

 

Step 7: Prepare a Professional Export Offer

Brazilian buyers should receive a complete commercial proposition. For each product, provide:

Product name: Men’s Leather Casual Shoe
Upper: Genuine leather
Outsole: Rubber/TPR
Sizes: Relevant Brazilian range
MOQ: e.g., 1,000 pairs
Price: FOB Chattogram
Production lead time: e.g., 60–90 days
Packaging: Buyer specification
Private labeling: Available
Sample: Available
Payment terms: Negotiable subject to risk assessment
Production capacity: Pairs/month

 

The actual terms must naturally reflect the manufacturer’s capabilities.

Step 8: Identify Genuine Brazilian Footwear Buyers

This is perhaps the most important stage. Bangladeshi companies should identify:

 

Footwear Importers

These companies already understand customs procedures and may have established distribution networks.

 

Distributors

Distributors can provide access to retailers across particular regions or market segments.

 

Retail Chains

Large retail chains may source private-label footwear directly.

 

Wholesalers

Wholesalers can be particularly valuable for reaching independent retailers.

 

Brazilian Footwear Brands

Some Brazilian brands may consider outsourcing selected products to Bangladesh.

 

E-commerce Businesses

Brazil’s digital retail ecosystem creates opportunities for brands and importers selling footwear online.

 

Step 9: Build a Qualified Buyer Database

Do not purchase thousands of unverified email addresses and send identical messages. Develop a qualified database containing:

• Company name;
• Website;
• Contact person;
• Position;
• Email;
• Telephone/WhatsApp;
• Product specialization;
• Existing brands;
• Import history where available;
• Location;
• Estimated relevance;
• Contact status; and
• Follow-up date.

 

Classify prospects:

A – High potential
B – Medium potential
C – Long-term prospect

 

Concentrate resources on A-category buyers.

 

Step 10: Approach Buyers Professionally

A first email should be short. Do not send a five-page company history. Introduce:

1. Who you are;
2. What footwear you manufacture;
3. Why your products could fit the Brazilian market;
4. Manufacturing capacity;
5. Certifications;
6. Private-label capability; and
7. Request for a short B2B meeting.

 

Attach or link to a professional catalog. Follow up after several working days if there is no response. A systematic follow-up strategy can include email, LinkedIn, telephone, WhatsApp and face-to-face meetings where appropriate.

 

Step 11: Send Samples

Footwear is a highly tactile and quality-sensitive product. Buyers often need to inspect:

• Appearance;
• Leather/material quality;
• Stitching;
• Sole;
• Comfort;
• Weight;
• Flexibility;
• Packaging; and
• Overall workmanship.

 

Therefore, samples are an investment in market development. Prepare samples professionally and label each one with the product code, composition, available sizes, MOQ and indicative price.

 

Step 12: Negotiate Price Strategically

Price negotiation should begin only after understanding the complete cost structure. Calculate:

Raw materials + labor + factory overhead + packaging + inland logistics + documentation + finance cost + profit margin = Export Price

 

Do not quote unsustainably low prices merely to secure the first order. Brazil is geographically distant from Bangladesh, and freight and inventory cycles must be incorporated into negotiations.

Exporters should consider FOB, CFR and CIF quotations according to buyer requirements and their own logistics expertise.

 

Step 13: Establish Safe Payment Terms

For a new buyer, payment security should receive priority over sales volume. Possible arrangements may include:

• Irrevocable Letter of Credit;
• Confirmed Letter of Credit where appropriate;
• Advance payment;
• Partial advance with balance against agreed documents; or
• Other bank-supported arrangements.

 

Open-account transactions should normally be considered only after adequate due diligence and the establishment of a reliable commercial relationship. Exporter and importer should agree clearly on currency, banking charges, document requirements and payment deadlines.

 

Step 14: Conduct Commercial Due Diligence

Never ship substantial orders merely because a buyer has an attractive website. Verify:

• Corporate registration;
• CNPJ;
• Physical address;
• Directors;
• Import activities;
• Market reputation;
• Financial standing where possible;
• Trade references;
• Banking information; and
• Litigation or adverse information where relevant.

 

Fraud prevention is part of export management.

Step 15: Complete Bangladesh Export Formalities

The Bangladeshi exporter must maintain all necessary registrations and documentation applicable to its export operations. A typical footwear shipment may require documents such as:

• Commercial Invoice;
• Packing List;
• EXP documentation;
• Certificate of Origin;
• Bill of Lading;
• Insurance Certificate where applicable;
• Inspection or test certificates where required;
• Purchase Order/Contract;
• Letter of Credit documentation where applicable; and
• Other product- or buyer-specific certificates.

 

Requirements should be verified for each transaction because documentation depends on product classification, payment method and buyer requirements.

 

Step 16: Plan Logistics Carefully

Sea freight will normally be the practical transportation mode for commercial quantities. Exporters should compare routing from Chattogram Port to appropriate Brazilian ports, depending on the importer’s location and logistics arrangement.

 

The exporter should evaluate:

• Ocean freight;
• Transit time;
• Transshipment;
• Container availability;
• Port charges;
• Insurance;
• Peak-season congestion;
• Demurrage risks; and
• Inland transportation within Brazil.

 

Airfreight can be considered for samples, urgent prototypes and small high-value shipments.

 

Step 17: Participate in Brazilian Trade Fairs

Face-to-face business development can accelerate trust. Footwear manufacturers should investigate relevant Brazilian footwear, fashion, retail and sourcing exhibitions. Participation can take several forms:

• Exhibiting independently;
• Joining a Bangladesh pavilion;
• Participating in business delegations;
• Attending as a trade visitor;
• Organizing B2B meetings; or
• Holding a single-company product showcase.

 

The objective should not simply be collecting business cards. Appointments should ideally be arranged before the exhibition begins.

 

Step 18: Appoint a Local Representative or Market Development Partner

Brazil is a large country with a distinctive language, tax system and business culture. For exporters seriously targeting the market, a competent local representative can assist with:

• Buyer identification;
• Portuguese communication;
• Meeting coordination;
• Market intelligence;
• Distributor development;
• Follow-up;
• Trade-show participation; and
• Relationship management.

 

However, the representative should undergo proper due diligence before appointment.

 

Step 19: Start Small and Scale Gradually

The first objective should not necessarily be a million-pair order. A practical sequence could be:

Market research → Buyer identification → Samples → Trial order → Performance review → Repeat order → Larger order → Distribution partnership. A successful trial shipment can provide valuable information regarding product acceptance, sizing, packaging, logistics, customs and buyer expectations.

 

Step 20: Develop Brazil as a Long-Term Market

Brazil should not be treated as a one-shipment destination. Develop a three-to-five-year market-entry strategy covering:

Year 1: Research, buyers, samples and trial orders.

Year 2: Repeat orders, buyer expansion and trade-show participation.

Year 3: Distributor/representative network and product diversification.

Years 4–5: Larger private-label programs, strategic partnerships and potentially regional expansion into Latin America.

 

25. Bangladesh’s Biggest Opportunity: Diversification of Brazilian Sourcing

The concentration of Brazilian footwear imports among a few Asian countries creates both a challenge and an opportunity. Vietnam supplied 14.43 million pairs to Brazil in 2025, China 10.4 million and Indonesia approximately 9 million. Bangladesh supplied only a fraction of these volumes. Therefore, even capturing a relatively small additional percentage of Brazil’s imported footwear market could translate into meaningful export business.

 

Bangladesh should promote itself as an alternative Asian sourcing destination, emphasizing manufacturing scale, competitive pricing, OEM capabilities and experience with international markets.

 

26. Challenges Bangladeshi Footwear Exporters Must Consider

Exporters should also recognize the challenges.

 

Strong Domestic Industry

Brazil itself is a major footwear manufacturing country. Bangladeshi products therefore compete not only with Vietnam, China and Indonesia but also with Brazilian manufacturers.

 

Import Protection

Brazil has historically maintained significant tariff and taxation structures around manufactured imports. Exporters must calculate landed costs carefully.

 

Distance

Bangladesh–Brazil shipping distances create longer supply chains compared with some markets.

 

Language

Portuguese communication can become important when dealing with smaller and medium-sized Brazilian businesses.

 

Sustainability

International buyers increasingly demand environmental, social and traceability compliance.

 

Price Competition

Asian suppliers already have significant positions in the Brazilian market.

 

These challenges do not eliminate the opportunity. They simply mean exporters need a professional market-entry strategy rather than opportunistic selling.

 

27. An Important Warning: Brazil’s Rising Imports Could Trigger Trade-Policy Responses

Bangladeshi exporters should closely monitor Brazilian trade policy. Brazilian footwear manufacturers have publicly expressed concern about rapidly increasing imports. In the first half of 2026 alone, imports reached 25.9 million pairs, up 15.9% year on year. This means the same import growth creating opportunities for Bangladesh may also generate pressure for protective measures.

 

Exporters should therefore monitor developments relating to tariffs, trade remedies, quotas, customs rules and footwear-specific measures before committing to large-scale market expansion.

 

28. Practical 90-Day Brazil Market Entry Plan

A Bangladeshi footwear manufacturer can begin with the following practical roadmap.

 

Days 1–30 – Research

Study market size, product categories, NCM codes, competitors, prices and potential buyers.

 

Days 31–45 – Product Preparation

Select 10–20 products, prepare Portuguese catalogs, determine preliminary prices and produce samples.

 

Days 46–60 – Buyer Identification

Create a qualified database of perhaps 50–100 relevant importers, distributors, retailers and brands.

 

Days 61–75 – Promotion

Launch personalized email outreach, LinkedIn networking, telephone communication and B2B appointment requests.

 

Days 76–90 – Conversion

Send samples to interested buyers, conduct virtual meetings, prepare quotations and negotiate trial orders.

 

After 90 days, management should review: Leads → Meetings → Sample Requests → Quotations → Negotiations → Orders and adjust the strategy accordingly.

 

29. Why the Timing Is Favorable

Current trade statistics provide a compelling reason to examine Brazil now. Brazil’s footwear imports increased from approximately 35.8 million pairs in 2024 to 43.2 million pairs in 2025. The trend continued in 2026. During the first half of 2026, Brazil imported 25.9 million pairs valued at US$307 million.

 

At the same time, Bangladesh has demonstrated strong footwear export growth. During July 2024–May 2025, leather footwear exports reached approximately US$620.17 million, increasing 28.96% year on year, while non-leather footwear exports reached US$494.28 million, increasing 30.25%.

 

These trends point toward a logical strategic proposition: A growing Bangladeshi footwear manufacturing base can target a Brazilian market that is increasingly purchasing footwear from Asia.

30. Conclusion

The Bangladesh footwear export opportunity in Brazil is substantial but remains underdeveloped. Brazil already imports hundreds of millions of dollars’ worth of footwear annually, and imports have been growing strongly. Asian manufacturers dominate this trade, demonstrating that geography alone does not prevent successful Asian suppliers from competing in Brazil.

 

Bangladesh possesses many of the ingredients necessary to increase its market share: competitive production costs, expanding leather and non-leather footwear capacity, international manufacturing experience, private-label capabilities and a rapidly developing export-oriented footwear industry.

 

However, opportunities will not automatically become orders. Bangladeshi exporters must follow a systematic process: Research the Brazilian market → Identify the right products → Determine NCM classifications → Calculate landed costs → Ensure compliance → Prepare Portuguese marketing materials → Identify genuine buyers → Conduct B2B meetings → Send samples → Negotiate competitive offers → Verify buyers → Secure payment → Execute trial orders → Build long-term partnerships.

 

Instead of attempting to compete with every Chinese, Vietnamese or Indonesian supplier, Bangladesh should develop a distinctive position as a reliable, competitive and flexible footwear sourcing destination for Brazilian importers, retailers, distributors and brands. For manufacturers prepared to invest in market research, product development, compliance, buyer matchmaking, Portuguese communication and sustained relationship-building, Brazil can become an important new destination for Made in Bangladesh footwear and potentially a gateway for broader expansion into the Latin American market.