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, David Kalman, CEO of Trillora Packaging Solutions, discusses what Toyota can teach the fashion industry about averting disruption and how his company is building a more customer-centric culture.
Name: David Kalman
Title: CEO
Company: Trillora Packaging Solutions
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Which other industry has the best handle on the supply chain? What can apparel learn?
The automotive industry, particularly Toyota with the Toyota Production System, has the most well-run supply chain of all the industries I have encountered. Toyota’s focus on eliminating waste, maintaining minimal inventory while ensuring smooth production flow and building long-term collaborative relationships with suppliers rather than simply seeking the lowest cost ensures they maintain vehicle quality and availability despite global disruptions—save for the tsunami several years back.
There are several aspects from the Toyota Production System that could be beneficial within the apparel industry: Find ways to enhance demand-driven production, implement supplier development programs, create and foster cultures of continuous improvement, use value stream mapping to reduce product development cycles and drive for quality at the source versus at final inspection.
What should be the apparel industry’s top priority right now?
The apparel industry faces a fundamental tension between speed, quality and sustainability, but if we stick with the Toyota example and lean principles, these don’t have to be mutually exclusive when approached systemically. I would encourage the industry to be thinking holistically about how it balances the needs of shareholders, consumers, retailers and the planet.
What innovation or development holds the greatest potential to improve operations in the apparel and textile industries?
At the risk of being overly cliché, artificial intelligence-powered demand forecasting and trend prediction that analyze social media signals, weather patterns, economic indicators and real-time sales data could enable much more accurate demand sensing. This would allow companies to produce closer to actual demand rather than relying on seasonal forecasts made months in advance.
Tell us about your company’s services:
Intently focused on the needs of procurement and sourcing directors, Trillora optimizes the solutions critical to [their] packaging needs. We manage value, cost and quality in ensuring optimal supply chain reliability and availability, building trust and consistency throughout every step of the procurement process. Our rigorous risk assessment and mitigation strategies safeguard against potential disruptions. Our supply chain expertise enhances efficiency and streamlines delivery, as Trillora’s data-driven reporting provides consistent, reliable decision-making with the flexibility to evolve with our brand customers.
How would you describe your corporate culture?
We are evolving from our former state into an even more customer-centric culture built on trust and empowerment, where teams have the authority to make decisions and act swiftly on opportunities. We are learning to embrace servant leadership, with leaders serving as coaches who remove obstacles and enable success.
This transformation has been dependent upon us building trust, where employees feel valued for their expertise, are encouraged to take calculated risks, voice ideas and learn from failures as part of ongoing learning. I believe that trust manifests itself through increased autonomy, a greater sense of purpose and confidence in employees’ judgment and decision-making capabilities. Regular feedback loops support continuous learning, while recognition systems celebrate both individual achievements and collaborative successes.
We are evolving into an environment that will foster shared ownership of results, where people feel genuinely invested in collective success and empowered to make a meaningful impact. The result will be a more resilient organization that adapts effectively to change while maintaining high employee engagement. We are doing all of this because we know that the experience our customers have in working with us will never be better than the experience our people have in working with one another.
What’s the best decision your company has made in the last year?
One of the most impactful decisions our company made over the past year was bringing in several key team members whose values and vision align with the cultural shift we’re driving. These hires have not only strengthened our capabilities but have also actively championed the mindset and behaviors that are shaping our evolving culture.
Where do you look for personal style inspiration?
George Clooney and Daniel Craig consistently seem to nail it. They both have a refined, timeless style that translates well beyond the red carpet. My takeaway from both is that understated elegance beats flashiness every time, and it is best to be sophisticated without trying too hard.
How do you shop for clothing? How would you describe yourself as a fashion consumer?
I’ll call it the “travel and quality approach.” I tend to focus on quality over quantity and will often take advantage of my travel schedule to find something unique and different. This has allowed me to build a wardrobe with stories that is unique and lasts.
What are the top three product attributes that you factor into your purchasing decisions?
Exceptional craftsmanship to ensure whatever it is will last, timeless designs so they don’t look dated and perfect fit so everything looks proper.
What is a retail experience that stands out to you?
As an outdoor enthusiast, I am never let down when I shop at an REI. I always leave there feeling better than I did when I entered, no matter how much money I spent.
What keeps you up at night?
At the risk of being overly cliché, the dreaded “T word”: tariffs. They have created chaos and uncertainty for everyone we support.
What makes you most optimistic?
The current wave of enthusiasm and energy flowing through our company fills me with genuine optimism. There’s something infectious about the way teams are collaborating right now in support of our customers. You can feel the momentum in every meeting, see it in the energy people are bringing to their interactions with customers and hear it in the excited conversations happening across the business. The fact that this enthusiasm is coming from within, organically growing from our shared purpose and goals, makes it feel sustainable and authentic rather than forced or temporary.
