Ever wondered where that apple or deli salad you’re noshing on came from (and where it’s been)? We may soon have more clarity on questions like these, thanks to a new federal regulation known as FSMA 204.
The next time you pick up a snack—say, an apple or a jar of almond butter—at a local store, take a moment to see if you can figure out where that item was grown or produced. If you’re in a supermarket, you might glance at the label, but that often just tells you the name of the distributor. Bar codes aren’t much help either—they typically provide little more information than the item’s price or SKU (stock-keeping unit) number.
But in less than two years from now, the picture will be much clearer—at least for players in the food supply chain—thanks to a federal regulation known as FSMA 204. FSMA 204, which stands for Section 204 of the U.S. Food and Drug Administration (FDA) Food Safety Modernization Act, establishes new, tightened traceability recordkeeping requirements for “persons who manufacture, process, pack, or hold foods included on the [agency’s] Food Traceability List”—a roster that includes many fresh fruits and vegetables, a variety of soft cheeses, shell eggs, nut butter, herbs, some categories of seafood, and refrigerated and ready-to-eat deli salads.
The FDA’s goal is to better protect the public from foodborne diseases by strengthening the food tracking system from farm to retailer, according to a white paper from Wiliot, an Illinois-based provider of cloud services and internet of things (IoT) technologies. The end goal is a stronger tracking system that will allow for faster identification and rapid removal of potentially contaminated food from the market, the FDA says on its website.
The nuts and bolts
Though it’s part of a much broader food safety initiative, FSMA 204 at its core is simply about recordkeeping—recordkeeping by every entity that participates in the “harvesting, packing, and transportation of foods covered by Section 204,” according to the Wiliot white paper. That includes commercial farms, packing operations, and food processing facilities as well as a host of logistics-sector players. While carriers are exempt from FSMA 204, warehouses, food suppliers, wholesalers/distributors, grocery and convenience stores, and retail food establishments of all stripes come under the new rule’s purview.
As for the records themselves, parties subject to the rule must “maintain records containing key data elements (KDEs) associated with specific critical tracking events (CTEs) in the food handling process,” according to the FDA’s website. Examples of CTEs include harvesting, cooling, initial packing, shipping, and receiving. KDEs vary according to the CTE, but in the case of harvesting, for instance, the data elements would include the location of the farm (or even field) and date of harvest. Each affected company must store all of that information for 24 months. And if an outbreak of foodborne illness occurs, the company must be able to share all of it with federal regulators on 24 hours’ notice.
What makes this all the more complicated is that these companies must be able to share the data not just with the FDA, but also with suppliers, wholesalers, distributors, stores, and restaurants.
“Historically, the industry was only required to track where product came from and directly where it was shipped. That’s all changed with FSMA 204,” Brian Piancino, COO of Texas-based wholesaler Affiliated Foods Inc., said in a release describing his company’s response to the new requirements. “Now everyone from the grower in the field, to the processor, to the warehouse must have electronic data tracking in place and the ability to provide that data to the next person in line in the supply chain all the way to the backroom of the retail store.”
The FDA doesn’t dictate the type of technology required for compliance, but Wiliot says any company looking to meet the new requirements will almost certainly have to use automatic identification(auto ID) technologies such as smart tags and IoT sensors, all linked to interoperable online databases, to avoid incurring huge increases in labor costs.
No time to waste
The new traceability regulations took effect on Jan. 20 of this year, but the FDA has set a three-year grace period for adopting new processes, so enforcement begins on Jan. 20, 2026. While that might sound like a lot of breathing room, experts say it’s actually a pretty aggressive timeline for an IT project of this scope.
“That leaves only [28] months for an estimated 1.5 million-plus grocery stores, restaurants, convenience stores, and the entire supply chains of the products on the Food Traceability List to get traceability processes and traceability data management and recordkeeping systems in place,” says Derek Hannum, chief customer officer for ReposiTrak, a provider of supply chain risk mitigation and compliance management solutions. “In short, there is an enormous amount of work to get done and not very much time to do it.”
According to Hannum, the protocols needed to comply with the new traceability requirements will be a big step up from current recordkeeping practices, like the common “one forward/one back” approach, where each company keeps its own records on who it receives product from and who it ships product to. A big part of the challenge will be finding ways to share detailed information swiftly with so many other parties.
“It’s the sharing of the data between suppliers, wholesalers, distributors, stores, and restaurants that is new, and virtually no one has systems or processes in place today to make this data-sharing easy and routine in the complex network of players that comprise the U.S. food supply chain,” Hannum says.
Savanna Holt, a transportation manager with supply chain consulting and technology services firm enVista, agrees. “Based on [what we’re seeing with] the clients, organizations, and other industry stakeholders we’ve been working with, [almost] no one is compliant with FSMA 204 standards yet,” she says. “The majority of the industry is still in the initial stages of trying to wrap their heads around FSMA 204’s requirements and determine what best practices are for compliance.”
The chief hurdle is that the new rule requires a far more granular level of data tracking than current practices like one step forward/one step back, Holt says. Complying with the new standards will likely require significant technology investments, a burden that will probably fall most heavily on the parties closest to consumers. “FSMA 204 is not the first FSMA ruling. Previous rulings were more focused on suppliers, so they would likely already have more practices in place for becoming compliant with this new ruling,” Holt says. “Because of this, FSMA 204 is impacting those toward the middle and end of the supply chain, like distributors and[retailers], the most.”
Focus on the technology
That’s not to say everybody has yet to leave the starting gate. Some companies, like Affiliated Foods Inc., are well underway on their compliance journey. Affiliated, which serves more than 800 member stores across the Southwest, recently adopted the ReposiTrak Traceability Network, an online portal that enables its suppliers to exchange the “key data element” information required by the FDA for every critical tracking event in the food handling process.
But Affiliated may be more the exception than the rule. As the enforcement deadline draws near, many players in the food supply chain will have to significantly up their tracking game, which will likely mean investing in more robust auto ID, IoT, and other data-management and -sharing technologies.
For those starting out on their journey, ReposiTrak’s Hannum offers a word to the wise. For all its complexities, he says, FSMA 204 compliance is fundamentally an IT matter—and organizations should approach it that way.
“As more companies start to realize that FSMA 204 traceability is not actually a food safety project, but rather a supply chain data management project, they can then begin to mobilize the people and resources required for compliance,” he says.
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.”
Third-party logistics (3PL) providers’ share of large real estate leases across the U.S. rose significantly through the third quarter of 2024 compared to the same time last year, as more retailers and wholesalers have been outsourcing their warehouse and distribution operations to 3PLs, according to a report from real estate firm CBRE.
Specifically, 3PLs’ share of bulk industrial leasing activity—covering leases of 100,000 square feet or more—rose to 34.1% through Q3 of this year from 30.6% through Q3 last year. By raw numbers, 3PLs have accounted for 498 bulk leases so far this year, up by 9% from the 457 at this time last year.
By category, 3PLs’ share of 34.1% ranked above other occupier types such as: general retail and wholesale (26.6), food and beverage (9.0), automobiles, tires, and parts (7.9), manufacturing (6.2), building materials and construction (5.6), e-commerce only (5.6), medical (2.7), and undisclosed (2.3).
On a quarterly basis, bulk leasing by 3PLs has steadily increased this year, reversing the steadily decreasing trend of 2023. CBRE pointed to three main reasons for that resurgence:
Import Flexibility. Labor disruptions, extreme weather patterns, and geopolitical uncertainty have led many companies to diversify their import locations. Using 3PLs allows for more inventory flexibility, a key component to retailer success in times of uncertainty.
Capital Allocation/Preservation. Warehousing and distribution of goods is expensive, draining capital resources for transportation costs, rent, or labor. But outsourcing to 3PLs provides companies with more flexibility to increase or decrease their inventories without any risk of signing their own lease commitments. And using a 3PL also allows companies to switch supply chain costs from capital to operational expenses.
Focus on Core Competency. Outsourcing their logistics operations to 3PLs allows companies to focus on core business competencies that drive revenue, such as product development, sales, and customer service.
Looking into the future, these same trends will continue to drive 3PL warehouse demand, CBRE said. Economic, geopolitical and supply chain uncertainty will remain prevalent in the coming quarters but will not diminish the need to effectively manage inventory levels.
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.”