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.
Just 29% of supply chain organizations have the competitive characteristics they’ll need for future readiness, according to a Gartner survey released Tuesday. The survey focused on how organizations are preparing for future challenges and to keep their supply chains competitive.
Gartner surveyed 579 supply chain practitioners to determine the capabilities needed to manage the “future drivers of influence” on supply chains, which include artificial intelligence (AI) achievement and the ability to navigate new trade policies. According to the survey, the five competitive characteristics are: agility, resilience, regionalization, integrated ecosystems, and integrated enterprise strategy.
The survey analysis identified “leaders” among the respondents as supply chain organizations that have already developed at least three of the five competitive characteristics necessary to address the top five drivers of supply chain’s future.
Less than a third have met that threshold.
“Leaders shared a commitment to preparation through long-term, deliberate strategies, while non-leaders were more often focused on short-term priorities,” Pierfrancesco Manenti, vice president analyst in Gartner’s Supply Chain practice, said in a statement announcing the survey results.
“Most leaders have yet to invest in the most advanced technologies (e.g. real-time visibility, digital supply chain twin), but plan to do so in the next three-to-five years,” Manenti also said in the statement. “Leaders see technology as an enabler to their overall business strategies, while non-leaders more often invest in technology first, without having fully established their foundational capabilities.”
As part of the survey, respondents were asked to identify the future drivers of influence on supply chain performance over the next three to five years. The top five drivers are: achievement capability of AI (74%); the amount of new ESG regulations and trade policies being released (67%); geopolitical fight/transition for power (65%); control over data (62%); and talent scarcity (59%).
The analysis also identified four unique profiles of supply chain organizations, based on what their leaders deem as the most crucial capabilities for empowering their organizations over the next three to five years.
First, 54% of retailers are looking for ways to increase their financial recovery from returns. That’s because the cost to return a purchase averages 27% of the purchase price, which erases as much as 50% of the sales margin. But consumers have their own interests in mind: 76% of shoppers admit they’ve embellished or exaggerated the return reason to avoid a fee, a 39% increase from 2023 to 204.
Second, return experiences matter to consumers. A whopping 80% of shoppers stopped shopping at a retailer because of changes to the return policy—a 34% increase YoY.
Third, returns fraud and abuse is top-of-mind-for retailers, with wardrobing rising 38% in 2024. In fact, over two thirds (69%) of shoppers admit to wardrobing, which is the practice of buying an item for a specific reason or event and returning it after use. Shoppers also practice bracketing, or purchasing an item in a variety of colors or sizes and then returning all the unwanted options.
Fourth, returns come with a steep cost in terms of sustainability, with returns amounting to 8.4 billion pounds of landfill waste in 2023 alone.
“As returns have become an integral part of the shopper experience, retailers must balance meeting sky-high expectations with rising costs, environmental impact, and fraudulent behaviors,” Amena Ali, CEO of Optoro, said in the firm’s “2024 Returns Unwrapped” report. “By understanding shoppers’ behaviors and preferences around returns, retailers can create returns experiences that embrace their needs while driving deeper loyalty and protecting their bottom line.”
Facing an evolving supply chain landscape in 2025, companies are being forced to rethink their distribution strategies to cope with challenges like rising cost pressures, persistent labor shortages, and the complexities of managing SKU proliferation.
1. Optimize labor productivity and costs. Forward-thinking businesses are leveraging technology to get more done with fewer resources through approaches like slotting optimization, automation and robotics, and inventory visibility.
2. Maximize capacity with smart solutions. With e-commerce volumes rising, facilities need to handle more SKUs and orders without expanding their physical footprint. That can be achieved through high-density storage and dynamic throughput.
3. Streamline returns management. Returns are a growing challenge, thanks to the continued growth of e-commerce and the consumer practice of bracketing. Businesses can handle that with smarter reverse logistics processes like automated returns processing and reverse logistics visibility.
4. Accelerate order fulfillment with robotics. Robotic solutions are transforming the way orders are fulfilled, helping businesses meet customer expectations faster and more accurately than ever before by using autonomous mobile robots (AMRs and robotic picking.
5. Enhance end-of-line packaging. The final step in the supply chain is often the most visible to customers. So optimizing packaging processes can reduce costs, improve efficiency, and support sustainability goals through automated packaging systems and sustainability initiatives.
Geopolitical rivalries, alliances, and aspirations are rewiring the global economy—and the imposition of new tariffs on foreign imports by the U.S. will accelerate that process, according to an analysis by Boston Consulting Group (BCG).
Without a broad increase in tariffs, world trade in goods will keep growing at an average of 2.9% annually for the next eight years, the firm forecasts in its report, “Great Powers, Geopolitics, and the Future of Trade.” But the routes goods travel will change markedly as North America reduces its dependence on China and China builds up its links with the Global South, which is cementing its power in the global trade map.
“Global trade is set to top $29 trillion by 2033, but the routes these goods will travel is changing at a remarkable pace,” Aparna Bharadwaj, managing director and partner at BCG, said in a release. “Trade lanes were already shifting from historical patterns and looming US tariffs will accelerate this. Navigating these new dynamics will be critical for any global business.”
To understand those changes, BCG modeled the direct impact of the 60/25/20 scenario (60% tariff on Chinese goods, a 25% on goods from Canada and Mexico, and a 20% on imports from all other countries). The results show that the tariffs would add $640 billion to the cost of importing goods from the top ten U.S. import nations, based on 2023 levels, unless alternative sources or suppliers are found.
In terms of product categories imported by the U.S., the greatest impact would be on imported auto parts and automotive vehicles, which would primarily affect trade with Mexico, the EU, and Japan. Consumer electronics, electrical machinery, and fashion goods would be most affected by higher tariffs on Chinese goods. Specifically, the report forecasts that a 60% tariff rate would add $61 billion to cost of importing consumer electronics products from China into the U.S.
That strategy is described by RILA President Brian Dodge in a document titled “2025 Retail Public Policy Agenda,” which begins by describing leading retailers as “dynamic and multifaceted businesses that begin on Main Street and stretch across the world to bring high value and affordable consumer goods to American families.”
RILA says its policy priorities support that membership in four ways:
Investing in people. Retail is for everyone; the place for a first job, 2nd chance, third act, or a side hustle – the retail workforce represents the American workforce.
Ensuring a safe, sustainable future. RILA is working with lawmakers to help shape policies that protect our customers and meet expectations regarding environmental concerns.
Leading in the community. Retail is more than a store; we are an integral part of the fabric of our communities.
“As Congress and the Trump administration move forward to adopt policies that reduce regulatory burdens, create economic growth, and bring value to American families, understanding how such policies will impact retailers and the communities we serve is imperative,” Dodge said. “RILA and its member companies look forward to collaborating with policymakers to provide industry-specific insights and data to help shape any policies under consideration.”