The Prime Minister's decision to overhaul the Trade Development Authority of Pakistan (TDAP) is welcome. The proposed emphasis on professional management, merit-based recruitment, performance-linked career progression and independent audits reflects an understanding that export promotion requires a capable and results-oriented institution. The latest plan also proposes streamlining TDAP into eight core functions, strengthening regional offices, introducing digital tools and artificial intelligence, and assessing performance through independent evaluation. These are positive steps, provided they translate into practical improvements.
However, this is not the first time that institutional reforms at TDAP have been discussed. Successive governments have announced restructuring initiatives and improvements, but the expected transformation has remained elusive. The real question is whether the latest initiative will bring meaningful institutional change or become another exercise in reorganizing the existing structure. Under URAAN Pakistan, the government has set an ambitious target of increasing annual exports to US$60 billion by 2029, with a longer-term ambition of reaching US$100 billion by 2035. Achieving these targets will require more than policy announcements, incentives and trade agreements. Pakistan also needs a professional and effective trade promotion system that can help businesses compete in international markets. (Ministry of Planning, Development and Special Initiatives; URAAN Pakistan)
The problem is not just the organizational structure
Pakistan's export promotion machinery has a long history. The Export Promotion Bureau (EPB) was established in 1963 and replaced by TDAP in November 2006. The new authority was expected to adopt a broader and more professional approach to export development. This is not the first attempt to reform TDAP. During 2018–19, the authority reorganized its structure around specialized sectoral divisions, moving away from a generalized marketing approach. In December 2024, the Commerce Minister again called for structural and operational reforms at the 11th TDAP Board meeting. At its July 2025 meeting, the Board continued to pursue restructuring efforts and approved further strategic export initiatives. These developments indicate that the need for institutional improvement has been recognized repeatedly. The real question is why successive initiatives have not yet delivered the level of transformation required to make TDAP a consistently effective export promotion agency. (Ministry of Commerce Year Book 2018–19; Government of Pakistan, December 2024 and July 2025)
It is important to recognize that TDAP already has a broad mandate under the Trade Development Authority of Pakistan Act, 2013. Its responsibilities include market research, international exhibitions, trade delegations, exporter training, SME development, supply chain development and coordination with Pakistan's commercial officers abroad. The authority also has specialized sectoral divisions and undertakes a range of promotional and capacity-building activities. Therefore, the issue is not simply the absence of functions or organizational units. It is whether the existing arrangements are sufficiently professional, commercially focused and accountable for results.
Trade fairs, exhibitions, seminars and delegations are useful instruments of export promotion. However, organizing these activities cannot be treated as an achievement in itself. Their real value lies in the business they generate, the new buyers they connect with, the markets they help exporters enter and the orders that eventually materialize. A report published in September 2026, citing data available with Wealth Pakistan, stated that four major TDAP exhibitions held during 2024 and 2025 generated estimated business opportunities of US$3.364 billion through 17,825 B2B meetings, involving 3,100 foreign delegates and 1,150 exhibitors. Of this amount, US$312 million had reportedly materialized, while another US$675 million remained in process at the time of reporting. These figures demonstrate the potential of such events. At the same time, they underline the importance of systematic follow-up, buyer engagement and conversion tracking. TDAP should have a mechanism to establish how many business opportunities eventually translate into actual export orders and repeat business.
What can Pakistan learn from others?
Successful export promotion agencies in other countries offer useful lessons. Malaysia's MATRADE combines market intelligence, exporter advisory services, training and international marketing. Japan's JETRO has developed an extensive overseas network to connect businesses with international opportunities, particularly supporting smaller enterprises. Singapore's Enterprise Singapore links international expansion with productivity, innovation and enterprise competitiveness.
Australia's Austrade also places emphasis on measurable commercial outcomes. Its reporting includes export deals facilitated and their estimated value, rather than relying only on the number of promotional events conducted. South Korea's KOTRA offers another practical lesson. Its overseas offices help smaller businesses access local market knowledge, business contacts and facilities that they may not be able to establish independently. Pakistan could adapt this approach to make its commercial network more useful to SMEs. Pakistan does not need to copy any particular model. However, these examples demonstrate the importance of professional expertise, market intelligence, continuous engagement with exporters and measurable commercial outcomes.
Trade fairs, exhibitions and delegations cannot be treated as achievements in themselves; their real value lies in the buyers, markets and export orders they generate.
What should change at TDAP?
First, existing sectoral divisions should be strengthened rather than creating additional layers of administration. Each division should develop a clear understanding of its sector's international markets, competitors, standards, emerging opportunities and constraints. It should also maintain regular engagement with exporters and industry associations.
Second, market intelligence needs to become more practical and commercially useful. TDAP already produces research and market reports, but their value should be judged by how effectively exporters use them. Businesses need timely information about potential buyers, market access requirements, product standards, pricing trends, competitors and emerging demand. Research should lead to specific business opportunities rather than remain limited to reports and presentations.
Third, greater attention should be given to individual exporters, particularly small and medium-sized enterprises. Many businesses have the potential to export but lack the knowledge, resources and international contacts required to enter new markets. TDAP could build on its existing training and SME support programmes by assigning export development advisers to selected export-ready businesses. These advisers could assist with market selection, buyer identification, product adaptation, certification requirements and follow-up after trade events. TDAP should also help exporters overcome practical barriers relating to product testing, international certification and market standards by coordinating with relevant testing laboratories and regulatory institutions. Identifying an overseas buyer is of little value if a Pakistani product cannot meet the requirements of that market.
Fourth, coordination with Pakistan's commercial missions abroad needs to be more results-oriented. Commercial officers and TDAP should work towards clearly defined market-specific objectives, including identifying credible buyers, developing business contacts and following up on potential export orders. Their performance should reflect the commercial value of these efforts.
Finally, the existing Export Marketing Development Fund should be reviewed and made more effective. Transparent and competitive support could help SMEs meet international certification requirements, adapt products to overseas markets, participate in specialized exhibitions and undertake targeted digital marketing. Such assistance should be linked to credible export plans and measurable outcomes.
What the Prime Minister should ensure
The announced overhaul should begin with an independent assessment of TDAP's performance over the past five years. This should examine expenditure, human resources, exhibitions, delegations, market research, regional activities and the actual business generated. The findings should be made public so that future reforms are based on evidence rather than assumptions.
The existing governance framework also needs attention. The Trade Development Authority of Pakistan Act, 2013, already provides for private-sector representation on the Board, the establishment of key performance indicators and annual performance reviews. These provisions should be used more effectively. Private-sector participation should be meaningful, allowing experienced exporters and industry representatives to contribute to strategic decisions and institutional oversight. Leadership appointments should be based on professional competence, relevant experience and a clear understanding of international trade. The chief executive should have a defined tenure and be accountable against agreed performance targets. (TDAP Act, 2013, Sections 12 and 20)
A three-year performance agreement should be introduced, with annual targets for new exporters, SME support, buyer acquisition, market entry, verified export orders and repeat business. Results should be independently assessed and reported publicly. However, TDAP should be held accountable for the contribution it can make to export development, not for the entire country's export performance, which also depends on wider economic and trade policies. The Prime Minister's announced 12-month reform roadmap should include regular progress reviews, clearly assigned responsibilities and measurable milestones. An independent assessment after two years would help establish whether the reforms have produced lasting improvements.
Equally important is better coordination between the Ministry of Commerce, TDAP, provincial governments, commercial missions and the private sector. Pakistan does not need another institution with overlapping responsibilities. It needs existing institutions to work together more effectively.
From announcements to results
Pakistan has considerable export potential in textiles, food and agriculture, engineering goods, minerals, pharmaceuticals, information technology and professional services. But potential alone does not generate exports. Businesses need competitive production costs, reliable energy, access to finance, appropriate taxation, improved productivity and consistent policies. These broader constraints must also be addressed by the government.
TDAP cannot resolve all these challenges, nor can it independently deliver the country's export targets. But it can play a much stronger role in connecting Pakistani businesses with international markets and turning export potential into commercial opportunities. The proposed overhaul provides an opportunity to move beyond repeated restructuring exercises. The focus should be on professional management, market knowledge, exporter support and accountability for results. TDAP must move beyond organizing trade fairs and promotional events. Its real purpose should be to help Pakistani businesses find buyers, enter new markets and generate sustainable export business. That is the change the country has been waiting for.