Bikaji invests $2.9 million to expand US manufacturing footprint – Indian Television Dot Com
MUMBAI: Looks like Bikaji is adding a dash of local flavour to its global recipe. The packaged snacks maker is strengthening its American ambitions with a fresh capital infusion into its US subsidiary, betting on local manufacturing to serve the growing appetite for Indian snacks across North America.
Bikaji Foods International has invested an additional $2.9 million (around Rs 25 crore) in its wholly owned subsidiary, Bikaji Foods International USA Corp, as part of its strategy to deepen its presence in one of its fastest-growing overseas markets.
The company subscribed to 290,000 equity shares, taking the subsidiary’s paid-up capital to $4.05 million. The transaction does not alter Bikaji’s ownership structure, with the Indian parent continuing to hold 100 per cent of the US business.
The fresh capital will be used to establish a manufacturing facility in the United States, enabling Bikaji to produce locally instead of relying solely on exports. The company expects the move to strengthen its supply chain, improve customer access and accelerate business growth while meeting rising demand for Indian packaged snacks in the region.
Established in 2023, Bikaji Foods International USA Corp is engaged in the trading of packaged food products, including bhujia, namkeen, sweets and frozen foods. The subsidiary has recorded steady growth since its launch, with turnover rising from $1.1 million in FY24 to $1.77 million in FY25, before reaching $2.62 million in FY26.
The investment reflects a broader trend among Indian packaged food companies, which are expanding overseas to tap into the growing Indian diaspora as well as increasing mainstream demand for ethnic and ready-to-eat food products.
For Bikaji, which has been steadily scaling its international business alongside domestic growth, the US remains a strategically important market, with local manufacturing expected to provide a stronger platform for its next phase of expansion.
