logo
Cascale Urges Companies to Reprioritize Sustainability Commitments at Sourcing Journal Summit

Cascale Urges Companies to Reprioritize Sustainability Commitments at Sourcing Journal Summit

Chris Marshall, director of transparency and accountability at Cascale, participated in a recent Sourcing Journal Sustainability Summit, which centered around the theme of 'Ambition vs. Action.' The event brought together industry leaders to explore critical issues facing the fashion industry and provided a platform for attendees to gain fresh insights and discuss practical solutions to drive meaningful, scalable change.
Marshall joined Sourcing Journal sourcing and labor editor, Jasmin Malik Chua for a fireside chat to discuss challenges and opportunities for the industry. After an overview of Cascale's evolution from convening stakeholders to driving focused impact, Marshall highlighted Cascale's strategic pillars—Combat Climate Change and Support Decent Work for All—as critical to this renewed focus.
While acknowledging the fashion industry's struggle to meet sustainability targets, Marshall stressed the importance of continued commitment to goals, especially those related to decarbonization. He emphasized the need to accelerate action while addressing the barriers that prevent it. Marshall highlighted Cascale's unique position to drive industry progress through the new Industry Decarbonization Roadmap (IDR), developed in partnership with Apparel Impact Institute (Aii) and with the support of RESET Carbon, which will look to prioritize action in the 10 percent of facilities across the textile and apparel supply chain that account for over 80 percent of manufacturing emissions globally, ensuring resources are targeted where they can drive the greatest impact.
Marshall also noted the need to create the business case for manufacturer investment to engage facilities and support their decarbonization journey. The IDR program seeks to leverage collective action among brands, enabling manufacturers to unlock decarbonization solutions. Expanding on Cascale's strategic objective to Support Decent Work for All, Marshall highlighted the recent purchase of key assets of Better Buying Institute (BBI) as a significant milestone to advance responsible purchasing practices across the consumer goods industry. He shared how this strategic move reflected the organization's commitment to amplifying supplier voices, fostering industry alignment, and embedding fair purchasing principles more deeply in global supply chains.
Speaking on recent developments in the EU around regulation with the recently proposed changes to the Omnibus Package, Marshall emphasized the need for harmonized legislation to level the playing field. He commended manufacturers and brands who have demonstrated a commitment to decarbonization and called for accelerated action. Marshall ended the discussion with an optimistic outlook for the future, noting the commitment among the delegates to collaborate on driving impactful change.

Orange background

Try Our AI Features

Explore what Daily8 AI can do for you:

Comments

No comments yet...

Related Articles

Up Close: In Conversation with Optilogic's John Ames Jr.
Up Close: In Conversation with Optilogic's John Ames Jr.

Yahoo

time3 days ago

  • Yahoo

Up Close: In Conversation with Optilogic's John Ames Jr.

Up Close is Sourcing Journal's regular check-in with industry executives to get their take on topics ranging from their company's latest moves to personal style. In this Q&A, John Ames Jr., vice president business development at supply chain design platform Optilogic, shares how to prepare for disruption from tariffs and more, and why teams need a 'digital sandbox' for supply chain testing. Name: John Ames Vice president business developmentCompany: Optilogic More from Sourcing Journal Flexport Debuts Tariff Simulator as Customers 'Need Clarity on Costs' Logistics M&As: E2Open Taken Private in $2.1B Deal, UPS Sells Ware2Go to Stord Up Close: In Conversation with Archive Co-founder and CEO Emily Gittins Which other industry has the best handle on the supply chain? What can apparel learn? I think it's less about industry and it's more about the organization, the executives and the team that coordinates end-to-end supply chain processes. The better aligned they are on their overall vision, the better they coordinate across departments, the more aligned on end-to-end KPIs [key performance indicators], the better focused they are on customers and the more agile they are in decision-making tend to make…organizations perform better financially in the long term, regardless of industry. Where apparel can learn and is learning as it relates from supply chain is having a balanced focus on what good really means to their end-to-end supply chain. The growth in the digitalization of consumer channels means more adaptable replenishment to meet demand trends, less push and single season buys to more in-season replenishment, and an understanding of service, resilience and margin metrics on top of cost that in the past was the primary driver of supply chains. And now with tariffs adding to the issue, teams need to develop a digital sandbox of their end-to-end supply chains to test out alternative sourcing and pricing strategies on a continual basis to improve and feed planning and execution as new ways of producing and sourcing arise. What should be the apparel industry's top priority right now? How to thrive in a volatile world where disruptions are the new normal. Tariffs are just the latest thing. Next quarter a warehouse fire will occur, a strike will shut down a port, a flood will close a supplier's factory. Will brands just continue to react, or will they begin to understand how to better design their sourcing, buying and replenishment processes for their own stores, for online and for wholesale? With the tariff chaos going on right now, it's a good time to be reflective and redefine what a good supply chain means and how does it support the underlying vision or goal of the organization. Aligning the supply chain to enable the organization's success—however that is defined—would be a great priority. What innovation or development holds the greatest potential to improve operations in the apparel and textile industries? Circular supply chains, robotics, sustainable materials and artificial intelligence (AI) supported decision-making will drive a lot of innovation. Recycling blended and pure materials will mean more products can come back to brands to be rebuilt, upcycled, downcycled. The innovative companies are starting that today, and packaging reuse is legislated in Europe and will spread to other countries. Robotics in the form of automated milling processes will mean less labor, smaller batch sizes and more localized options for production. Biodegradable materials and recyclable materials will mean brands taking back their products to repurpose and less landfill of products. And AI will impact all elements of the apparel industry—demand analytics, supply chain planning and design, returns process, fraud detection, customer support and supply collaboration. Tell us about your company's latest product introduction: We just introduced our Lumina Tariff Optimizer to enable companies understand the impact of the new global tariffs and develop mitigation strategies to counter the impact of tariffs. It automatically predicts duty drawbacks and ties directly to current tariff and duty costs. How would you describe your corporate culture? We are a bunch of geeky supply chain people passionate about driving value to our customers. What's the best decision your company has made in the last year? To invest in our AI solution but to not buy into the hype that it is the only thing supply chain analysts should focus on. Where do you look for personal style inspiration? Mostly outdoor publications and brands as we spend a lot of time outside. How do you shop for clothing? How would you describe yourself as a fashion consumer? I look for the most sustainable brands and try to look past the greenwashing, then I try to find those doing style and fit along with sustainability. What are the top product attributes that you factor into your purchasing decisions? Material type, brand vision and sustainability ethos, where the product is made, style and fit—these things are important to keeping our planet healthy. Brands should be doing this, all brands. What is a retail experience that stands out to you? A small shop in Chelsea, Michigan called Chelsea Outfitters. It's a super shop with sustainable ethos, deep product expertise and engaged attitude without being pushy. And [it has a] super deep assortment while tied to online stock as well; very sophisticated for a small independent [store]. What makes you most optimistic? Things work out for a reason, karma [and] most humans want to do the right thing. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

Upfronts Kick Off: Hollywood's Ad Dollar Scramble Arrives in Strangest Market in Years
Upfronts Kick Off: Hollywood's Ad Dollar Scramble Arrives in Strangest Market in Years

Yahoo

time3 days ago

  • Yahoo

Upfronts Kick Off: Hollywood's Ad Dollar Scramble Arrives in Strangest Market in Years

The 2025 upfronts kick off in New York City on Monday, with entertainment giants like NBCUniversal, Disney and Warner Bros. Discovery pitching their wares, even as digital-first interlopers like Amazon, Netflix and YouTube have butted their way into the week. While the upfronts used to about broadcast networks unveiling their fall schedules, the events have morphed into a celebration of corporate synergy. Last year, for example, NBCUniversal used the event to premiere the trailer for the film Wicked. More from The Hollywood Reporter NBC Shuffles Fall 2025 Schedule With NBA, New Comedy Block 'Krapopolis,' 'Grimsburg' and 'Universal Basic Guys' Extended at Fox Roundball Rocked: With NBA Return Looming, NBC Purges Scripted Roster 'That was something that was not what we were doing years ago. It was cool. It was very cool,' says Mark Marshall, NBCUniversal's chairman of ad sales. This year, don't be surprised if the company's new Orlando theme park Epic Universe gets a mention, or perhaps Disney's new project in Abu Dhabi. But this year's upfronts also come amid what seems like a period of never-ending turmoil, ever since the COVID-19 pandemic turned the advertising world upside down back in 2020. 'We've had five years of uncertainty, whether it was supply chain or tariffs,' Marshall says. As both Ryan Gould and Robert 'Bobby' Voltaggio agreed, it is a 'strange' year. Every corporate earnings call is talking about tariffs, the macroeconomic environment, recession fears and other issues, but it just isn't being reflected in the talks media companies are having with marketers. 'The sentiment doesn't match the data,' Gould says. 'We're not seeing it in the numbers, and speaking to our peers and getting a read on where the marketplace is, I think that that's a unanimous POV.' Indeed, a top media buyer says that their clients are still committing to the upfronts, despite not knowing for sure what the economy will look later in the year. Instead, they are looking to cut deals that can be adapted on the fly, in the event tariffs skyrocket, or plummet, or another wrench gets thrown in the gears of their business. 'We're negotiating the maximum of flexibility terms, coming in with budgets that we think are realistic,' the buyer said. Indeed, 'flexibility' seems to be the word of the year. Every single ad sales executive The Hollywood Reporter spoke to said that they are approaching this year's negotiations with flexibility in mind, cognizant of the unsettled economic moment. Just look at the tariffs, which caused trade between the U.S. and China to grind to a halt over the last month, though a 90-day reprieve announced Monday will likely get the boats moving again, albeit at a higher cost than before. The result are talks that could see marketers move spend between linear and digital/CTV, shifting spend across genres or programming, or even a break-glass option if they need to pull back later. 'We're in a market where our clients and our agency partners are trying to figure it out, right?, and the POV that they had two days ago probably doesn't match the POV that they have today,' Gould says. 'The one thing that I think is going to be most important this year, in this upfront cycle, is a consultative approach. So we really want to portray that we're putting the customers and our clients front and center. We're having a lot of conversations around flexibility and the opportunity to weave brands into the fabric of not only our platforms, but also our IP.' 'The themes that we are hearing fairly consistently do revolve around uncertainty,' says Paramount ad sales chief John Halley. 'Advertisers, brands, agency partners, are in a landscape that's defined by tariff fluctuations and inflation, regulatory uncertainty, shifting go-to-market timelines. That is a lot to navigate as we come to this current upfront period.' 'At the end of the day, in economies like the one of today, which I would say is best described as uncertain, I think a lot of brands are in the process of planning for multiple scenarios and understanding that they still have to generate sales volume and make sure that their brands are front and center in the mind of a consumer that is much more thoughtful about how they're spending money,' Disney's ad sales chief Rita Ferro says. Indeed, despite the uncertainty, every company is happy to highlight their silver linings. That seems to be taking the form of three distinct areas: Live sports and tentpoles, top-shelf entertainment fare, and ad tech that improves automation and targeting. 'We just have best in class IP, we have culture creating, culture setting IP like The Last of Us, The Pitt, March Madness, or theatricals like A Minecraft Movie,' Voltaggio says. 'We want to couple that with best in class precision and targeting to really allow for the accessibility of those audiences to our clients. Our content is seen by 85 percent of all adults on a monthly basis in the US, and we certainly want to maximize that power and breadth of our portfolio for our client base.' 'I feel like a company like Disney with the position that we have around the things that resonates with consumers and where consumers are spending time: Sports, scaled streaming and live entertainment, we are a consistent and long-term partner for many brands,' Ferro says. 'We've been in the business for decades and we've been investing in and have the technology that allows them to do the things that they want to do, and deliver on the measurement side to prove that it's working in ways that differentiates us from other other platforms that week.' 'We are specialists in creating culturally defining moments, and not just moments, but entire universes. Yellowstone, Survivor, these franchises like The Daily Show and South Park, it's not just about reach, it's about depth and engagement,' Halley says. 'There's a clear focus on sports and tentpoles, which deliver cultural experiences, premium entertainment formats, but as you know, advertisers are scrutinizing every dollar, and they're demanding measurable impact, and the impetus is on us to to provide that,' he adds. 'You know it, we know it. This is an environment where you've got to be able to prove what you're saying.' Those tentpoles probably require a deeper dive, because if there is likely to be one takeaway from this week, it would be this: Every major entertainment company, be they streaming or linear or both, will lean hard on live sports and tentpole events. Why? They command the attention of consumers, the highest rates from advertisers, and simply have the most demand. And given the overall market, media companies believe that putting sports and tentpoles at the center of their sales pitch can help the overall bundle of assets they are selling. 'For clients that are thinking about spending less in the upfront, its basically because they have found that they can get whatever they want in scatter [the market where buyers buy spots much closer to their run date] and not commit to the pricing upfront,' the media buyer says. 'In the really highly coveted opportunities, like sports and tentpoles, where it's highly coveted inventory, that price will continue to either hold or increase, and clients are not going to be able to come in scatter and get that same inventory. But basically, for everything else you can play the scatter game and hedge it, and you're probably okay, right?' Hence why WBD will likely tee up March Madness and the French Open, even after losing the NBA game rights; why Disney will center ESPN and its massive sports slate, as well as live events like the Oscars and Grammys; why Netflix will underscore its live event strategy; YouTube its NFL Sunday Ticket deal; Amazon its new NBA rights package; and Paramount will be sure to note its football prowess. And NBCUniversal will begin selling a 2026 that kicks off with the Super Bowl, the 2026 Winter Olympics from Italy, major college football games, and the return of the NBA on NBC. 'The fact is that this will be the greatest single year of content that any single media company has ever had,' Marshall boasts. Of course Disney is already salivating over 2027, when it will have the College Football Championship, the Grammys, the Super Bowl and the Oscars all within a three month window, as well as the NBA. It's a sign of the times for the entertainment business. Consumers are still watching comedies, dramas and unscripted fare, but with that viewership on demand and increasingly streaming, that content is being sold more programmatically. The big tentpole events (or events that companies hope to turn into tentpoles) are turning into the centerpieces of the advertising pitch, the can't miss thing that brings in the big commitments and forms a support structure for the rest of the business. The question in the current moment is to what extent CMOs buy in, or how many hold their breath and hope for deals down the line. Best of The Hollywood Reporter How the Warner Brothers Got Their Film Business Started Meet the World Builders: Hollywood's Top Physical Production Executives of 2023 Men in Blazers, Hollywood's Favorite Soccer Podcast, Aims for a Global Empire

Planet Labs Rides 50% Rally, Sets $265 Million-$280 Million Outlook
Planet Labs Rides 50% Rally, Sets $265 Million-$280 Million Outlook

Yahoo

time4 days ago

  • Yahoo

Planet Labs Rides 50% Rally, Sets $265 Million-$280 Million Outlook

Planet Labs (NYSE:PL) continues its fine form from yesterday's superb earnings report, and is up 50% in regular trading Thursday as it outlines a strong fiscal 2026 outlook. The company generated $66.3 million in Q1 revenue, up about 10% year-over-year and beating expectations, with a non-GAAP gross margin of 59%. Adjusted EBITDA turned positive at $1.2 million for the second straight quarter, and free cash flow was a record $8 million. Warning! GuruFocus has detected 3 Warning Signs with PL. Backlog ballooned to roughly $527 millionup 140% YoYand remaining performance obligations reached $451.9 million. Planet's customer count dipped to 919 as it prioritized larger accounts, but net dollar retention stayed healthy at 103%. CEO Will Marshall highlighted robust demand from defense and intelligence customers, noting an 8-figure ACV expansion in Europe and a 7-figure boost for maritime domain awareness. He also touted product advances: the new Aircraft Detection Analytic Feed and progress on Tanager-1 and Pelican-2 satellites, which are already servicing clients across energy, agriculture, and government. On the AI front, Marshall said Planet is fine-tuning foundation models with Anthropic to speed time to value for clients. CFO Ashley Johnson confirmed Q2 revenue guidance of $65 million to $67 million, non-GAAP gross margins of 56%57%, and an adjusted EBITDA loss of $2 million to $4 million. For full-year fiscal 2026, Planet targets $265 million to $280 million in revenue, raising the lower end to reflect momentum, with gross margins of 55%57% and an adjusted EBITDA loss of $7 million to $12 million. Capital expenditures are expected to total $50 million to $65 million for the year. As government budgets shift and geographies like Europe seek low-cost, efficient satellite solutions, Planet's AI-enabled data services and expanding backlog position it for accelerated growth. Investors should care because achieving positive free cash flow and raising guidance signal durable momentum, and upcoming Q2 results will reveal if Planet can sustain this trajectory amid evolving defense budgets. Planet Labs (NYSE:PL) has seen a bumpy ride in the last year, and analysts now peg its 12-month price target at $5.71 about 8% below current levels. The range is wide, with some expecting it to climb to $8, while others see it falling to $3.50. That spread shows there's still a lot of uncertainty around the stock. For now, it looks like expectations are cooling a bit. This article first appeared on GuruFocus. Error in retrieving data Sign in to access your portfolio Error in retrieving data Error in retrieving data Error in retrieving data Error in retrieving data

DOWNLOAD THE APP

Get Started Now: Download the App

Ready to dive into the world of global news and events? Download our app today from your preferred app store and start exploring.
app-storeplay-store