What Does the Transition to a 2D System Look Like?
Consumer goods companies including Procter & Gamble, L’Oréal, Nestlé, PepsiCo and Kenvue have all joined GS1’s “Sunrise 2027” initiative to guide brands and retailers during the transition from linear barcodes to a 2D system.
Orijin Plus co-founder James Williamson shares his thoughts on the transition, what expanded 2D barcode adoption means heading into next year, and how connected packaging infrastructure can turn 2D barcodes into reusable digital product identities for brands, retailers and consumers.
CGT: You’ve said that CPGs are not simply preparing for barcode change. They’re creating a "re- usable digital identity" for every product. Can you explain what you mean by that statement?
James Williamson: The 2D barcode is the visible change, but the bigger opportunity is the infrastructure behind it. The real long-term value is giving every product a reusable digital identity that can connect to different information, services and experiences over time, with GS1 Digital Link providing the standard for connecting that product identity to the web.
CGT: Why does this matter beyond checkout?
Williamson: 2D barcodes matter beyond checkout because the same product identity can connect consumers, retailers and machines to regulatory information, traceability, verification, product information and consumer experiences. For most CPG companies, that information already exists. The real opportunity is making it accessible directly through the product itself.
CGT: Will the transition to 2D require companies to overhaul their data systems? Does everything need to be centralized first?
Williamson: No. Existing ERP, PIM, traceability, compliance and content systems can continue to play their existing roles. The objective is to connect the product identity to the right approved information, not necessarily move every product fact into one new database. That makes adoption considerably more practical for both large enterprises and smaller brands.
CGT: How can brands keep adding 2D use cases without building new infrastructure each time?
Williamson: A connected packaging management platform allows a brand to start with the 2D barcode use case it needs today and add new capabilities over time. Existing teams and systems can continue to own their information, while the platform provides a consistent way to connect that information to the product and deliver it in the right context. This means the same 2D foundation can keep gaining value without changing the pack or rebuilding the infrastructure each time.
CGT: How does all of this impact marketers directly?
Williamson: For marketers, 2D barcodes turn packaging into a persistent digital touchpoint. Certifications are a great example. Brands invest heavily in audits, sourcing standards and certifications, but how much of that information actually reaches the consumer when they are making a buying decision? With 2D, that information can become accessible through the product itself. Increasingly, AI shopping agents can also interpret that information on the consumer’s behalf, rather than leaving them to sift through 20 different certificates to understand that the product they are holding is an organic banana from Mexico.
CGT: How will 2D transform the shopping experience?
Williamson: Think about how we shop today and where it is heading. We have moved beyond websites into AI shopping agents, smart appliances and new digital commerce experiences. All of those touchpoints need accurate product information. That is where the real opportunity for 2D barcodes lies. They give the physical product a digital identity that can connect consumers, retailers and AI systems to information authorized by the brand.
CGT: What would you tell a CPG executive who says, ‘"We will deal with 2D when retailers force us to"?
Williamson: Why wait? Retail readiness is only one reason to act. Brands can use the transition period to introduce the physical code now and put infrastructure behind it that can support additional use cases later. The upshot is that brands should think of 2027 as a catalyst, not a final deadline.
