Pakistan’s proposed overhaul of the Trade Development Authority of Pakistan (TDAP) has renewed attention on the country’s export promotion strategy, with the need for professional management, stronger accountability and measurable commercial results emerging as key priorities. The government’s plan includes merit-based recruitment, performance-linked career progression, independent audits, digital tools and artificial intelligence, alongside a restructuring of the authority into eight core functions and efforts to strengthen its regional offices. These proposals have been welcomed as an opportunity to improve the institution’s performance, but their success will depend on whether they produce practical changes for exporters rather than another round of administrative restructuring.
The need for reform has been recognised by successive governments, but earlier initiatives have not delivered the level of transformation required. The Export Promotion Bureau was established in 1963 and replaced by TDAP in November 2006, with the new authority expected to adopt a broader approach to export development. During 2018-19, TDAP reorganised its structure around specialised sectoral divisions. Further calls for operational and structural reforms followed in December 2024, while the authority’s Board continued discussing restructuring and strategic export initiatives in July 2025. TDAP already has a broad mandate under the Trade Development Authority of Pakistan Act, 2013, covering market research, international exhibitions, trade delegations, exporter training, small and medium-sized enterprise development and coordination with Pakistan’s commercial officers abroad. The central challenge is therefore to make these existing responsibilities more professional, commercially focused and accountable.
The importance of measuring actual business outcomes is particularly clear in the authority’s exhibition activities. A September 2026 report citing data available with Wealth Pakistan stated that four major TDAP exhibitions held during 2024 and 2025 generated estimated business opportunities worth US$3.364 billion through 17,825 business-to-business meetings. The events involved 3,100 foreign delegates and 1,150 exhibitors. However, only US$312 million had reportedly materialised into business, while another US$675 million remained in process at the time of reporting. These figures demonstrate the potential of international exhibitions, but also highlight the need for systematic follow-up, continued engagement with buyers and proper tracking of export orders. Organising trade fairs and seminars should not be considered a complete measure of success unless the activities lead to new buyers, market access, actual orders and repeat business. International examples from Malaysia’s MATRADE, Japan’s JETRO, Singapore’s Enterprise Singapore, Australia’s Austrade and South Korea’s KOTRA also demonstrate the value of market intelligence, overseas networks, exporter advisory services and measurable commercial performance.
The proposed reforms should strengthen TDAP’s existing sectoral divisions rather than create additional administrative layers. Each division should develop detailed knowledge of international markets, competitors, product standards and emerging opportunities while maintaining regular contact with exporters and industry associations. Market research should provide practical information about potential buyers, pricing trends, certification requirements and market access conditions. Small and medium-sized enterprises also require greater individual support, as many businesses lack the resources and international contacts needed to enter overseas markets. TDAP could assign export development advisers to selected export-ready companies to help them identify markets, connect with buyers, adapt products and complete certification requirements. Better coordination with commercial missions abroad is also necessary, with officers and TDAP working towards specific market objectives and following up on potential orders. The Export Marketing Development Fund should also be reviewed to provide transparent support for certification, product adaptation, specialised exhibitions and targeted digital marketing, with assistance linked to credible export plans and measurable outcomes.
Prime Minister Shehbaz Sharif’s announced 12-month reform roadmap provides an opportunity to establish a more accountable export promotion system. An independent assessment of TDAP’s performance over the previous five years should examine its spending, human resources, exhibitions, delegations, research activities, regional operations and the business generated through its programmes. The findings should be made public, while the existing provisions of the 2013 Act concerning private-sector representation, key performance indicators and annual performance reviews should be implemented more effectively. Leadership appointments should be based on professional experience, with the chief executive working under a defined tenure and agreed performance targets. A three-year performance agreement could measure new exporters supported, small business participation, buyer acquisition, market entry, verified export orders and repeat business. Pakistan has set a target of increasing annual exports to US$60 billion by 2029 under URAAN Pakistan, with a longer-term ambition of US$100 billion by 2035. TDAP cannot achieve these targets independently, as exports also depend on production costs, energy, financing, taxation and consistent economic policies. However, the authority can play a stronger role in connecting businesses with international markets. Its success should ultimately be judged by the export opportunities it converts into sustainable commercial activity, rather than the number of events it organises.
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