Global Supply Chains aren't Just Inefficient — They are under Pressure.

Long lead times, High Capex, Tons of excess inventory & ever rising uncertainties.

Join our pilots

Fashion Supply Chains are Broken.

Problem

0W

To Launch a Style

$0B

Excess Inventory;40% of inventory never sells.

1X

Global Supply Chain Risks

01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M

01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M

01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M
01
/ 03
“Over the last 40 years some things [in fashion production] just haven’t changed… we’re still dealing with long lead times—from long design to delivery cycle times… it is still an antiquated approach.”
Nick Vyas
Executive Director at the USC Marshall Center for Global Supply Chain Management.
02
/ 03
"Today a shipping container that used to cost $1,200-1,500 can cost $10,000-15,000, with no certainty of a delivery date."
Massimo Renon
CEO, Benetton
03
/ 03
“We feel at the end of the day, it will come at the cost of the consumer… tariffs are not supporting global trade and global trade development.”
Daniel Erver
CEO, H&M

(significance)

WHY NOW ?

Fashion’s supply chain is stuck in the past. Global supply chains aren’t just inefficient — they’re under pressure. Brands are still guessing trends six months in advance, producing in bulk, shipping by sea, and warehousing everything — just to hope it sells. Meanwhile, rising tariffs and unpredictable logistics only add to the pressure. And yet are left with millions of dollars in excess inventory At Spade, we think it’s time for a reset. We’ve lived this from both sides — manufacturing and brand. And we believe the only way forward is flexibility. Spade isn’t just solving for efficiency — we’re rethinking the foundation. Because building smarter brands starts with building smarter systems.