In June of 1974, the first barcode was scanned on a pack of Wrigley’s chewing gum, marking a significant milestone in retail technology. Fast forward 50 years, and we find ourselves at a pivotal juncture where the traditional barcode is giving way to something more powerful. The surge in demand for data access and product information—driven by factors such as mitigating supply chain disruptions, enhancing consumer safety and engagement, and promoting sustainable practices—has necessitated a change in solution.
Enter two-dimensional (2D) barcodes, such as QR codes, poised to revolutionize the retail landscape by bridging the gap between data requirements and existing barcode limitations. These advanced barcodes can hold more data and can be web resolvable (or connected to online information) with GS1 Digital Link. As such, 2D barcodes can provide consumers and key stakeholders with more of the information they need, precisely when they need it. See Figure 1 for a comparison of one-dimensional (1D) versus 2D barcodes.
Industry leaders have set a decisive date for the transition to accepting 2D barcodes at point of sale (POS)—an initiative known as Sunrise 2027. This shift couldn't come at a more critical time as the demands for greater product information transparency, traceability, and authentication continues to soar. Yet, this transition isn't merely about adopting a new technology; it's about embracing a paradigm shift towards greater efficiency, sustainability, and consumer empowerment.
What to know about 2D
Supply chain visibility has become paramount in today's volatile landscape. In the past year alone, major disruptions in the Red Sea and Panama Canal upended supply chains. Changing shipping lanes to ensure supply continuity during a crisis isn’t simple—and it’s not as easy as waiting for a disruption to end. Often, interruptions to the flow of supply chains can take weeks, even months to straighten out, time that retailers don’t have to spare.
One key benefit of the 2D barcode is its capacity to carry an identifier that is more granular than traditional barcodes, allowing for more precise visibility. A single scan can unlock a treasure trove of information, from nutritional details to sustainability and sourcing data as well as the path a product took to get to the consumer. The GS1 Digital Link Standard enhances this capability by ensuring every product can connect to the web, be smartphone-interactive, and still transact with POS systems. The added functionality provided by this technology gives companies the intel they need to respond to disruptions and make the right decisions about inventory management, stock levels, and more. For example, a retailer can use a fixed or hand-held scanner to request production and manufacturing information for a specific product by scanning a 2D carrier with GS1 Digital Link on a pallet in a warehouse. This provides a more precise management of inventory stock rotation while maximizing first in, first out (FIFO) and minimizing waste.
2D barcodes also serve as a vital tool for ensuring consumer safety by providing essential details such as batch/lot numbers and expiration dates to key supply chain stakeholders. This added layer of information can help companies and consumers swiftly identify a product that has been recalled or expired and take the proper steps to dispose of it. Since manufacturers frequently bear the full burden of recall costs, proactive measures to mitigate risks and ensure product quality isn’t just a safety imperative, it’s a financial one.
Similarly, 2D barcodes can provide consumers with clear, easy-to-access information that enables them to make more informed choices that align with their preferences and values. Consumers’ growing preference for having more information about the products they are purchasing is a major driver for the implementation of 2D barcodes. For example, a recent study from the global consultancy firm Simon Kucher found that 66% of consumers rank sustainability as a top consideration when they make a purchase decision. With 2D, a shopper could simply scan a package code to view information on its recyclability or access further reading about a company’s sustainability efforts before purchasing.
To meet the demands of an increasingly discerning consumer base and increasingly volatile supply chains, companies need greater product information transparency, traceability, and authentication. The shift to 2D represents a significant step forward in responding to both of these needs.
What to know about Sunrise 2027
The journey towards Sunrise 2027 demands collaboration and coordination among stakeholders across the value chain. At the heart of this technological shift lies the Global Trade Item Number (GTIN).The GTIN and the barcodes that carry the GTIN serve as the foundation for price lookup systems. In the move to 2D, there are necessary upgrades to ensure compatibility across systems for both brands and retailers.
Brands or suppliers will spearhead this evolution by increasingly labeling their products with 2D barcodes. Many brands have already begun marking products with a QR code to engage with their consumers. Those brands have a head start on the requirements for 2027 and are already beginning to replace a proprietary URL with a GS1 Digital Link, which makes that QR code capable of enabling consumer engagement, supply chain processes, and inventory management as well as the “beep” at checkout. We expect to see more brands move to 2D barcodes in the next 18 months to 24 months leading up to 2027.
Retailers must also adapt to ensure they have the ability not only to scan 2D barcodes but also to effectively interpret and utilize the data embedded within them. It is likely retailers will phase their implementations. The requirement for 2027 is for their scanners to have the capability to read a 2D barcode (such as a QR, Data Matrix, or GS1 Data Matrix barcode), extract the GTIN, serve it up to their PLU (price look-up) file, and return all of the information needed at checkout. This will first require optical, camera-based scanners. Additionally, depending on the scanner make and model, a firmware update from their scanner manufacturer may be necessary. If retailers are planning any type of hardware upgrades, they should ensure their solution choice is “2027 capable.” As retailers move to leveraging additional data (such as lot number, expiration dates, and serial number) that may be included depending on the product type and feasibility, they will need to update their POS host or other store systems to support these new use cases.
A successful transition to 2D barcodes requires retailers to embark on a journey of digital transformation. As this transition progresses, collaborative efforts and continued innovation will be key in realizing the full potential of 2D barcodes in enhancing the retail experience.
Transitioning to 2D
Pioneering brands like Puma SE and Procter & Gamble Co. have already integrated 2D barcodes into their operations, leveraging the technology to deliver enhanced consumer experiences. Puma, known for its innovation, has adopted 2D barcodes in part to enrich the shopping experience in its flagship store in New York City. By utilizing radio-frequency identification (RFID) alongside 2D barcodes at the point of sale, Puma ensures efficient loss prevention measures while simultaneously offering customers an augmented reality experience that tells the story of the shoe or other product being sold. Similarly, P&G has embraced 2D barcodes to provide consumers with comprehensive product information, ranging from nutritional details to recycling guidelines, promotions, and more.
As the transition to 2D barcodes gains momentum, it's crucial to recognize that 1D barcodes are not disappearing overnight. Retailer systems are gearing up to handle both 1D and 2D barcodes, such as UPC-A, during this transitional phase. Hangtags and packaging may feature both types of barcodes for a period. Understanding your company's technical capabilities is paramount in navigating the journey toward 2D adoption.
To get started, consider where you are now and where you want to go. Determine what you need to reach a successful pilot phase. Retailers should envision the potential use cases facilitated by 2D barcodes, evaluate their current technical infrastructure, and collaborate across departments to ensure alignment. Brands, manufacturers, and suppliers need to unite, bringing together supply chain and marketing executives to devise a cohesive barcode strategy that addresses both consumer engagement and supply chain efficiency concerns. If you’re unsure where to begin, search for a GS1-provided resourceto help jumpstart your adoption journey.
50 years later, the future is here
As we approach the 50th anniversary of the first barcode scan in 2024, we are witnessing its evolution into 2D barcode technology. Sunrise 2027 marks a significant step towards a hyper-interconnected world, fostering deeper engagement between brands and consumers.
The era of 2D barcodes heralds a new dawn for retail, characterized by enhanced transparency, efficiency, and consumer empowerment. As industry leaders embrace this transformation, the possibilities for innovation and growth are boundless, propelling the retail sector into a dynamic and digitally driven future.
The practice consists of 5,000 professionals from Accenture and from Avanade—the consulting firm’s joint venture with Microsoft. They will be supported by Microsoft product specialists who will work closely with the Accenture Center for Advanced AI. Together, that group will collaborate on AI and Copilot agent templates, extensions, plugins, and connectors to help organizations leverage their data and gen AI to reduce costs, improve efficiencies and drive growth, they said on Thursday.
Accenture and Avanade say they have already developed some AI tools for these applications. For example, a supplier discovery and risk agent can deliver real-time market insights, agile supply chain responses, and better vendor selection, which could result in up to 15% cost savings. And a procure-to-pay agent could improve efficiency by up to 40% and enhance vendor relations and satisfaction by addressing urgent payment requirements and avoiding disruptions of key services
Likewise, they have also built solutions for clients using Microsoft 365 Copilot technology. For example, they have created Copilots for a variety of industries and functions including finance, manufacturing, supply chain, retail, and consumer goods and healthcare.
Another part of the new practice will be educating clients how to use the technology, using an “Azure Generative AI Engineer Nanodegree program” to teach users how to design, build, and operationalize AI-driven applications on Azure, Microsoft’s cloud computing platform. The online classes will teach learners how to use AI models to solve real-world problems through automation, data insights, and generative AI solutions, the firms said.
“We are pleased to deepen our collaboration with Accenture to help our mutual customers develop AI-first business processes responsibly and securely, while helping them drive market differentiation,” Judson Althoff, executive vice president and chief commercial officer at Microsoft, said in a release. “By bringing together Copilots and human ambition, paired with the autonomous capabilities of an agent, we can accelerate AI transformation for organizations across industries and help them realize successful business outcomes through pragmatic innovation.”
Census data showed that overall retail sales in October were up 0.4% seasonally adjusted month over month and up 2.8% unadjusted year over year. That compared with increases of 0.8% month over month and 2% year over year in September.
October’s core retail sales as defined by NRF — based on the Census data but excluding automobile dealers, gasoline stations and restaurants — were unchanged seasonally adjusted month over month but up 5.4% unadjusted year over year.
Core sales were up 3.5% year over year for the first 10 months of the year, in line with NRF’s forecast for 2024 retail sales to grow between 2.5% and 3.5% over 2023. NRF is forecasting that 2024 holiday sales during November and December will also increase between 2.5% and 3.5% over the same time last year.
“October’s pickup in retail sales shows a healthy pace of spending as many consumers got an early start on holiday shopping,” NRF Chief Economist Jack Kleinhenz said in a release. “October sales were a good early step forward into the holiday shopping season, which is now fully underway. Falling energy prices have likely provided extra dollars for household spending on retail merchandise.”
Despite that positive trend, market watchers cautioned that retailers still need to offer competitive value propositions and customer experience in order to succeed in the holiday season. “The American consumer has been more resilient than anyone could have expected. But that isn’t a free pass for retailers to under invest in their stores,” Nikki Baird, VP of strategy & product at Aptos, a solutions provider of unified retail technology based out of Alpharetta, Georgia, said in a statement. “They need to make investments in labor, customer experience tech, and digital transformation. It has been too easy to kick the can down the road until you suddenly realize there’s no road left.”
A similar message came from Chip West, a retail and consumer behavior expert at the marketing, packaging, print and supply chain solutions provider RRD. “October’s increase proved to be slightly better than projections and was likely boosted by lower fuel prices. As inflation slowed for a number of months, prices in several categories have stabilized, with some even showing declines, offering further relief to consumers,” West said. “The data also looks to be a positive sign as we kick off the holiday shopping season. Promotions and discounts will play a prominent role in holiday shopping behavior as they are key influencers in consumer’s purchasing decisions.”
That result came from the company’s “GEP Global Supply Chain Volatility Index,” an indicator tracking demand conditions, shortages, transportation costs, inventories, and backlogs based on a monthly survey of 27,000 businesses. The October index number was -0.39, which was up only slightly from its level of -0.43 in September.
Researchers found a steep rise in slack across North American supply chains due to declining factory activity in the U.S. In fact, purchasing managers at U.S. manufacturers made their strongest cutbacks to buying volumes in nearly a year and a half, indicating that factories in the world's largest economy are preparing for lower production volumes, GEP said.
Elsewhere, suppliers feeding Asia also reported spare capacity in October, albeit to a lesser degree than seen in Western markets. Europe's industrial plight remained a key feature of the data in October, as vendor capacity was significantly underutilized, reflecting a continuation of subdued demand in key manufacturing hubs across the continent.
"We're in a buyers' market. October is the fourth straight month that suppliers worldwide reported spare capacity, with notable contractions in factory demand across North America and Europe, underscoring the challenging outlook for Western manufacturers," Todd Bremer, vice president, GEP, said in a release. "President-elect Trump inherits U.S. manufacturers with plenty of spare capacity while in contrast, China's modest rebound and strong expansion in India demonstrate greater resilience in Asia."
Even as the e-commerce sector overall continues expanding toward a forecasted 41% of all retail sales by 2027, many small to medium e-commerce companies are struggling to find the investment funding they need to increase sales, according to a sector survey from online capital platform Stenn.
Global geopolitical instability and increasing inflation are causing e-commerce firms to face a liquidity crisis, which means companies may not be able to access the funds they need to grow, Stenn’s survey of 500 senior e-commerce leaders found. The research was conducted by Opinion Matters between August 29 and September 5.
Survey findings include:
61.8% of leaders who sought growth capital did so to invest in advanced technologies, such as AI and machine learning, to improve their businesses.
When asked which resources they wished they had more access to, 63.8% of respondents pointed to growth capital.
Women indicated a stronger need for business operations training (51.2%) and financial planning resources (48.8%) compared to men (30.8% and 15.4%).
40% of business owners are seeking external financial advice and mentorship at least once a week to help with business decisions.
Almost half (49.6%) of respondents are proactively forecasting their business activity 6-18 months ahead.
“As e-commerce continues to grow rapidly, driven by increasing online consumer demand and technological innovation, it’s important to remember that capital constraints and access to growth financing remain persistent hurdles for many e-commerce business leaders especially at small and medium-sized businesses,” Noel Hillman, Chief Commercial Officer at Stenn, said in a release. “In this competitive landscape, ensuring liquidity and optimizing supply chain processes are critical to sustaining growth and scaling operations.”
With six keynote and more than 100 educational sessions, CSCMP EDGE 2024 offered a wealth of content. Here are highlights from just some of the presentations.
A great American story
Author and entrepreneur Fawn Weaver closed out the first day of the conference by telling the little-known story of Nathan “Nearest” Green, who was born into slavery, freed after the Civil War, and went on to become the first master distiller for the Jack Daniel’s Whiskey brand. Through extensive research and interviews with descendants of the Daniel and Green families, Weaver discovered what she describes as a positive American story.
She told the story in her best-selling book, Love & Whiskey: The Remarkable True Story of Jack Daniel, His Master Distiller Nearest Green, and the Improbable Rise of Uncle Nearest. That story also inspired her to create Uncle Nearest Premium Whiskey.
Weaver discussed the barriers she encountered in bringing the brand to life, her vision for where it’s headed, and her take on the supply chain—which she views as both a necessary cost of doing business and an opportunity.
“[It’s] an opportunity if you can move quickly,” she said, pointing to a recent project in which the company was able to fast-track a new Uncle Nearest product thanks to close collaboration with its supply chain partners.
A two-pronged business transformation
We may be living in a world full of technology, but strategy and focus remain the top priorities when it comes to managing a business and its supply chains. So says Roberto Isaias, executive vice president and chief supply chain officer for toy manufacturing and entertainment company Mattel.
Isaias emphasized the point during his keynote on day two of EDGE 2024. He described how Mattel transformed itself amid surging demand for Barbie-branded items following the success of the Barbie movie.
That transformation, according to Isaias, came on two fronts: commercially and logistically. Today, Mattel is steadily moving beyond the toy aisle with two films and 13 TV series in production as well as 14 films and 35 shows in development. And as for those supply chain gains? The company has saved millions, increased productivity, and improved profit margins—even amid cost increases and inflation.
A framework for chasing excellence
Most of the time when CEOs present at an industry conference, they like to talk about their companies’ success stories. Not J.B. Hunt’s Shelley Simpson. Speaking at EDGE, the trucking company’s president and CEO led with a story about a time that the company lost a major customer.
According to Simpson, the company had a customer of their dedicated contract business in 2001 that was consistently making late shipments with no lead time. “We were working like crazy to try to satisfy them, and lost their business,” Simpson said.
When the team at J.B. Hunt later met with the customer’s chief supply chain officer and related all they had been doing, the customer responded, “You never shared everything you were doing for us.”
Out of that experience, came J.B. Hunt’s Customer Value Delivery framework. The framework consists of five steps: 1) understand customer needs, 2) deliver expectations, 3) measure results, 4) communicate performance, and 5) anticipate new value.
Next year’s CSCMP EDGE conference on October 5–8 in National Harbor, Md., promises to have a similarly deep lineup of keynote presentations. Register early at www.cscmpedge.org.