As more DCs automate their receiving operations, suppliers risk steep fines if they don't comply with customers' labeling requirements. Here are some tips for staying out of trouble.
James Cooke is a principal analyst with Nucleus Research in Boston, covering supply chain planning software. He was previously the editor of CSCMP?s Supply Chain Quarterly and a staff writer for DC Velocity.
Slap a smudged bar-code label on a carton and the chances are pretty good that your customer will slap a fine on you. That's the reality for many suppliers these days, particularly if they ship to large and medium-sized companies.
And it's not just smudges suppliers have to worry about. Today's buyers have become downright picky about the way their shipments are coded and labeled. Not only do they want their suppliers to use a certain type of bar-code symbol, which generally varies by industry, but they're also likely to mandate a specific label format, type, and placement on a carton or pallet.
The penalties for failure to comply with the buyer's specifications can be steep. Jack Householder, a partner in the firm Quad II Inc., says he knows of companies that have been hit with fines as high as $10,000.
As for why customers have become so fussy about their bar codes, you can blame automation. More and more companies are turning to automated receiving systems, which typically operate within very strict tolerances when it comes to reading codes. For instance, in order for a fixed-position scanner to read a bar code on a carton traveling down a conveyor, the label has to be in a certain spot and the image crisp and clear. Anything less is bound to slow operations and cost the receiver money.
"If the receiving side has an automated system in place, [it will] just kick out the boxes [it] can't read," says Householder. "They then have to put the information in manually. That's how charges can add up so quickly."
How do you avoid paying those fines? We asked several experts for advice. What follows are their recommendations on ways to ensure bar-code compliance:
1. Know exactly what the customer requires. Industries such as automotive, health care, and retail have adopted standardized symbologies for bar codes as well as standards regarding label size and placement. But that doesn't mean suppliers can assume that meeting those standards equates to compliance. Many customers in those industries still have their own individual requirements for label format and placement, says Andy Verb, president of Bar Code Graphics Inc., a firm that specializes in bar-code products and compliance solutions.
"In the retail and automobile industries, there is no one-size-fits-all [set of rules]," he reports.
Verb points out that most large retailers have created guides or online pOréals that spell out the details of their bar-code compliance programs. But it's not enough for logistics managers to familiarize themselves with the requirements, he cautions. They also have to ensure the information is passed on to the appropriate people in their companies. While this might seem obvious, that's actually where a lot of companies stumble, Verb says. "In most cases, the right individuals within the organization are not provided with the necessary information to facilitate compliance."
2. Clean and check printers regularly. Companies that use thermal transfer or direct thermal printers should make sure the print heads are cleaned regularly to ensure high-quality bar-code printing. Verb says he often sees printing problems crop up in the fourth quarter of the year, when suppliers are rushing to fill end-of-the-year orders and let maintenance slide. "As volume goes up, maintenance drops off," he says. "We see issues because print heads aren't replaced or maintained."
Operations that use thermal transfer printers, which use heat to transfer carbon from a ribbon to a label, should also be sure their ribbons are inspected on a periodic basis. Householder recommends cleaning the print head each time the ribbon is changed. After any ribbon change, he adds, users should run a print test to ensure a quality reproduction of the symbol.
3. Resist the temptation of low-cost materials. Experts say they often see suppliers try to save money by buying cheaper printing materials only to encounter problems down the road. For example, Householder recalls a company that bought cheap label stock but soon discovered the adhesive on the label backs didn't stick very well.
Companies using direct thermal printers in hot and humid environments must be especially careful to use good label stock, Householder says. These types of printers use heat to activate the chemical in the label stock (hence no ribbon). But in areas with high temperatures, chemical stability can become a concern, particularly if the printed labels are meant to have a long shelf life, according to Householder.
"The printing disappears because the thermal-sensitive coating turns dark," he says.
4. Double-check label placement before shipping. Because fixed bar-code scanners on sortation systems are set up to read labels in specific box locations, an improper placement can cause a "mis-read."
"Placement of labels is critical nowadays," says Verb. "Each company is different. Macy's might have different requirements from Saks. It's important to train warehouse associates to check to see that the labels are in the proper location."
5. Use a verifier to test your bar-code labels. To avoid the risk of an out-of-compliance code, companies can test their labels themselves with a bar-code verifier, a device that analyzes codes for readability and accuracy. For example, a verifier can be used to determine whether the spacing between bar-code lines complies with established standards.
Verifiers can also "grade" the quality of the bar code reproduced on the label. "Just because the bar code looks good to the human eye doesn't mean it will scan," warns Denise Neumann, a senior account consultant with Bar Code Integrators Inc., a firm that offers bar-code compliance services.
Since bar-code standards are updated regularly, industry experts also urge companies to check periodically with their respective industry associations and with GS1 (Global Standards One), the international organization that sets bar-code standards.
"These standards are complex and continue to evolve," says John M. Hill, a director with warehouse consultancy St. Onge Co. "Given increasing regulatory and market pressures for compliance, it's imperative that suppliers, wholesalers, and distributors take the steps necessary to assure that they are on the right page."
Editor's note: For a more in-depth look at bar-code compliance, see the book Bar Code Compliance Labeling for the Supply Chain: How to Do It by Jim Dooley and Rick Bushnell.
As holiday shoppers blitz through the final weeks of the winter peak shopping season, a survey from the postal and shipping solutions provider Stamps.com shows that 40% of U.S. consumers are unaware of holiday shipping deadlines, leaving them at risk of running into last-minute scrambles, higher shipping costs, and packages arriving late.
The survey also found a generational difference in holiday shipping deadline awareness, with 53% of Baby Boomers unaware of these cut-off dates, compared to just 32% of Millennials. Millennials are also more likely to prioritize guaranteed delivery, with 68% citing it as a key factor when choosing a shipping option this holiday season.
Of those surveyed, 66% have experienced holiday shipping delays, with Gen Z reporting the highest rate of delays at 73%, compared to 49% of Baby Boomers. That statistical spread highlights a conclusion that younger generations are less tolerant of delays and prioritize fast and efficient shipping, researchers said. The data came from a study of 1,000 U.S. consumers conducted in October 2024 to understand their shopping habits and preferences.
As they cope with that tight shipping window, a huge 83% of surveyed consumers are willing to pay extra for faster shipping to avoid the prospect of a late-arriving gift. This trend is especially strong among Gen Z, with 56% willing to pay up, compared to just 27% of Baby Boomers.
“As the holiday season approaches, it’s crucial for consumers to be prepared and aware of shipping deadlines to ensure their gifts arrive on time,” Nick Spitzman, General Manager of Stamps.com, said in a release. ”Our survey highlights the significant portion of consumers who are unaware of these deadlines, particularly older generations. It’s essential for retailers and shipping carriers to provide clear and timely information about shipping deadlines to help consumers avoid last-minute stress and disappointment.”
For best results, Stamps.com advises consumers to begin holiday shopping early and familiarize themselves with shipping deadlines across carriers. That is especially true with Thanksgiving falling later this year, meaning the holiday season is shorter and planning ahead is even more essential.
According to Stamps.com, key shipping deadlines include:
December 13, 2024: Last day for FedEx Ground Economy
December 18, 2024: Last day for USPS Ground Advantage and First-Class Mail
December 19, 2024: Last day for UPS 3 Day Select and USPS Priority Mail
December 20, 2024: Last day for UPS 2nd Day Air
December 21, 2024: Last day for USPS Priority Mail Express
Measured over the entire year of 2024, retailers estimate that 16.9% of their annual sales will be returned. But that total figure includes a spike of returns during the holidays; a separate NRF study found that for the 2024 winter holidays, retailers expect their return rate to be 17% higher, on average, than their annual return rate.
Despite the cost of handling that massive reverse logistics task, retailers grin and bear it because product returns are so tightly integrated with brand loyalty, offering companies an additional touchpoint to provide a positive interaction with their customers, NRF Vice President of Industry and Consumer Insights Katherine Cullen said in a release. According to NRF’s research, 76% of consumers consider free returns a key factor in deciding where to shop, and 67% say a negative return experience would discourage them from shopping with a retailer again. And 84% of consumers report being more likely to shop with a retailer that offers no box/no label returns and immediate refunds.
So in response to consumer demand, retailers continue to enhance the return experience for customers. More than two-thirds of retailers surveyed (68%) say they are prioritizing upgrading their returns capabilities within the next six months. In addition, improving the returns experience and reducing the return rate are viewed as two of the most important elements for businesses in achieving their 2025 goals.
However, retailers also must balance meeting consumer demand for seamless returns against rising costs. Fraudulent and abusive returns practices create both logistical and financial challenges for retailers. A majority (93%) of retailers said retail fraud and other exploitive behavior is a significant issue for their business. In terms of abuse, bracketing – purchasing multiple items with the intent to return some – has seen growth among younger consumers, with 51% of Gen Z consumers indicating they engage in this practice.
“Return policies are no longer just a post-purchase consideration – they’re shaping how younger generations shop from the start,” David Sobie, co-founder and CEO of Happy Returns, said in a release. “With behaviors like bracketing and rising return rates putting strain on traditional systems, retailers need to rethink reverse logistics. Solutions like no box/no label returns with item verification enable immediate refunds, meeting customer expectations for convenience while increasing accuracy, reducing fraud and helping to protect profitability in a competitive market.”
The research came from two complementary surveys conducted this fall, allowing NRF and Happy Returns to compare perspectives from both sides. They included one that gathered responses from 2,007 consumers who had returned at least one online purchase within the past year, and another from 249 e-commerce and finance professionals from large U.S. retailers.
The “series A” round was led by Andreessen Horowitz (a16z), with participation from Y Combinator and strategic industry investors, including RyderVentures. It follows an earlier, previously undisclosed, pre-seed round raised 1.5 years ago, that was backed by Array Ventures and other angel investors.
“Our mission is to redefine the economics of the freight industry by harnessing the power of agentic AI,ˮ Pablo Palafox, HappyRobotʼs co-founder and CEO, said in a release. “This funding will enable us to accelerate product development, expand and support our customer base, and ultimately transform how logistics businesses operate.ˮ
According to the firm, its conversational AI platform uses agentic AI—a term for systems that can autonomously make decisions and take actions to achieve specific goals—to simplify logistics operations. HappyRobot says its tech can automate tasks like inbound and outbound calls, carrier negotiations, and data capture, thus enabling brokers to enhance efficiency and capacity, improve margins, and free up human agents to focus on higher-value activities.
“Today, the logistics industry underpinning our global economy is stretched,” Anish Acharya, general partner at a16z, said. “As a key part of the ecosystem, even small to midsize freight brokers can make and receive hundreds, if not thousands, of calls per day – and hiring for this job is increasingly difficult. By providing customers with autonomous decision making, HappyRobotʼs agentic AI platform helps these brokers operate more reliably and efficiently.ˮ
RJW Logistics Group, a logistics solutions provider (LSP) for consumer packaged goods (CPG) brands, has received a “strategic investment” from Boston-based private equity firm Berkshire partners, and now plans to drive future innovations and expand its geographic reach, the Woodridge, Illinois-based company said Tuesday.
Terms of the deal were not disclosed, but the company said that CEO Kevin Williamson and other members of RJW management will continue to be “significant investors” in the company, while private equity firm Mason Wells, which invested in RJW in 2019, will maintain a minority investment position.
RJW is an asset-based transportation, logistics, and warehousing provider, operating more than 7.3 million square feet of consolidation warehouse space in the transportation hubs of Chicago and Dallas and employing 1,900 people. RJW says it partners with over 850 CPG brands and delivers to more than 180 retailers nationwide. According to the company, its retail logistics solutions save cost, improve visibility, and achieve industry-leading On-Time, In-Full (OTIF) performance. Those improvements drive increased in-stock rates and sales, benefiting both CPG brands and their retailer partners, the firm says.
"After several years of mitigating inflation, disruption, supply shocks, conflicts, and uncertainty, we are currently in a relative period of calm," John Paitek, vice president, GEP, said in a release. "But it is very much the calm before the coming storm. This report provides procurement and supply chain leaders with a prescriptive guide to weathering the gale force headwinds of protectionism, tariffs, trade wars, regulatory pressures, uncertainty, and the AI revolution that we will face in 2025."
A report from the company released today offers predictions and strategies for the upcoming year, organized into six major predictions in GEP’s “Outlook 2025: Procurement & Supply Chain” report.
Advanced AI agents will play a key role in demand forecasting, risk monitoring, and supply chain optimization, shifting procurement's mandate from tactical to strategic. Companies should invest in the technology now to to streamline processes and enhance decision-making.
Expanded value metrics will drive decisions, as success will be measured by resilience, sustainability, and compliance… not just cost efficiency. Companies should communicate value beyond cost savings to stakeholders, and develop new KPIs.
Increasing regulatory demands will necessitate heightened supply chain transparency and accountability. So companies should strengthen supplier audits, adopt ESG tracking tools, and integrate compliance into strategic procurement decisions.
Widening tariffs and trade restrictions will force companies to reassess total cost of ownership (TCO) metrics to include geopolitical and environmental risks, as nearshoring and friendshoring attempt to balance resilience with cost.
Rising energy costs and regulatory demands will accelerate the shift to sustainable operations, pushing companies to invest in renewable energy and redesign supply chains to align with ESG commitments.
New tariffs could drive prices higher, just as inflation has come under control and interest rates are returning to near-zero levels. That means companies must continue to secure cost savings as their primary responsibility.