Scaling QR Codes with Embedded Date Codes

What you cannot see, you cannot manage. Today, retailers have very limited visibility to the age of the inventory in their supply chain or perhaps most critically, on the shelf.

To acquire this information requires stores to undertake daily shelf checks to identify the items that are close to or have gone past their expiry date and should be removed the shelf.

Inevitably, and regrettably these checks are not always a reliable way to remove goods that have gone past their expiration date, which exposes retailers in some countries, to significant multi-million Euro fines. Blocking the sale of expired products is just one of many possible benefits of QR codes with embedded expiration dates. Further, by reducing the numbers of hours being spent manually checking the dates on every shelf, QR codes can give stores back more hours to invest behind initiatives, such as customer service, that can grow sales.

But what are the conditions needed for the rapid adoption of QR codes in grocery retailing?

This study shares the findings from our research with retailers and academia, describing the ten conditions that need to be in place for QR codes with embedded expiration dates to scale.

We encourage retailers who are thinking about or are just starting their journey towards adopting QR codes to reflect on these ten conditions, perhaps thinking of them as a checklist, and debate the relevance of each condition and any indicated actions for your business.

I would like to thank Colin Peacock for leading this study and the retailers and academics who helped contribute to the thinking and the findings presented in this report.

As with all the research undertaken on behalf of ECR Retail Loss, it would not be possible without the active support and involvement of the retail community and the many employees who generously gave their time to participate in the most meaningful of ways.

Thank you for taking the time to share your thoughts and experiences – by working together we are much more likely to Sell More and Lose Less!

Finally, I encourage you to not only read and share this study, but also take part in the work of ECR

Retail Loss. Further details can be found at: www.ecrloss.com.

John Fonteijn

Chair of the ECR Retail Loss Group

Since 2014, ECR Retail Loss has been leading a working group of retailers focused on addressing the challenges of managing surplus food in stores and removing unsold products before they become waste.

The scope of this group is deliberately narrow, concentrating on the operations of retailers’ supply chains and stores. It explicitly excludes the upstream sources of food waste—such as farms, factories, processing plants, and the producers’ supply chains—as well as the downstream sources of waste in shoppers’ homes.

For simplicity, the group is often referred to as “Food Waste and Markdowns”, a name that helps retailers easily relate the group’s work to their own operational priorities and plans.

Over the years, the group has commissioned multiple research studies, partnering with academics and experts from across Europe and the United States. These studies have provided valuable data, fresh insights, and practical ideas for reducing food waste and improving operational efficiency in retail.

One of the group’s key areas of focus has been the need to improve visibility of the product age within stores, a particular challenge in the food retail sector where managing product perishability is a constant concern. For example, if a retailer knows that store Y has 10 legs of lamb and that all of them will expire tomorrow, they can take a very different central replenishment decision than if those same legs of lamb had seven days of shelf life remaining. This information also allows store staff to focus their attention only on the products that are nearing expiry, rather than having to manually check every leg of lamb on display. Finally, if the retailer’s point-of-sale (POS) system knows the expiry dates of each item, it could automatically block the sale of any expired product – to both offline or online shoppers.

Currently, there are several strategies that retailers are using to enhance visibility of product age in stores. One approach involves the use of replenishment systems that apply assumptions about shopper behaviour, such as the likelihood that customers will select products with the longest remaining shelf life. These systems use such insights to estimate the age profile of inventory on display. In addition, some ledger-based systems allow retailers to significantly reduce the time required for manual date code checks. By pinpointing the small proportion of items—typically around five per cent—that need to be inspected, these systems can decrease the overall time spent on this task by as much as 75 per cent.

However, the adoption of 2D/QR codes that carry expiry dates and other product information represents a transformational opportunity. This technology has been described as a “game changer”, offering several potential use cases, including:

• Streamlining and optimising in-store routines;

• Enhancing category profitability through dynamic markdowns based on remaining shelf life;

• Reducing food waste by enabling more intelligent replenishment;

• Critically, enabling POS systems to block sales of expired products.

This last feature alone can significantly strengthen consumer trust and, in many markets, protect

retailers from regulatory fines associated with selling or displaying expired products.

Recognising the potential of 2D/QR codes, the working group made them a key priority. To support this effort, they commissioned an academic team to explore and quantify the potential benefits and operational considerations of implementing these codes at different packaging levels—pallet, case, and item—with particular focus on the comparison between case-level and item-level tagging.

Over the past five years, the group has also gained valuable insights from retailers who have already embarked on this journey. They are particularly grateful to Woolworths Australia, who have generously provided annual progress updates, sharing their experiences and learnings with the wider group. In addition, other retailers—including Metro, NorgesGruppen, and Mercadona—have contributed their own perspectives and practical lessons.

Most recently, at an in-person working group meeting hosted by Aholddelhaize in Zaandam in November 2024, over sixty food waste experts—including representatives from twenty-five retailers and academics from five universities—participated in a brainstorming exercise. Participants were asked to discuss, at their tables, the following question:

What are the ten conditions that must be true for 2D/QR code technology to be successfully scaled across fresh and perishable departments by 2030?

The exercise lasted for one hour and concluded with a group discussion. In total, twenty submissions were collected from the tables. These inputs were then aggregated to create a Top Ten list of key enablers and conditions that need to be in place for 2D/QR codes to scale successfully in grocery retail by 2030.

This list is not intended to be definitive, exhaustive or the only version of the truth. Rather, it serves as a starting point for further discussion—and we hope, a useful checklist for retailers looking to adopt this technology.

Building on the discussions and insights gathered at the most recent working group meeting, the following ten conditions were identified as critical for scaling 2D/QR codes across fresh and perishable categories by 2030.

1. 2D/QR Codes will be an Enabler for Compliance with Future Regulations

The implementation of regulations aligned with government policies on food safety and transparency—where 2D/QR codes become a tool to ensure compliance—would make the adoption and scaling of this technology almost inevitable.

A relevant example can be found in the pharmaceutical industry. The Drug Supply Chain Security Act (DSCSA) in the United States (2013), and the Falsified Medicines Directive (FMD) in Europe (2019), mandated all pharmaceutical companies to implement serialisation on their packaging to protect consumers and reduce the risk of counterfeit products. These requirements, though demanding, were non-negotiable, with all companies required to comply using agreed industry standards.

For governments, food safety remains a top priority. Regulatory frameworks are already emerging in Europe, and in the United States, the Food Safety Modernization Act (FSMA) has laid the foundation for enhanced traceability. While specific regulations requiring the standardised measurement and reduction of food waste are not yet in place, there is increasing pressure for governments to act. For example, the European Union has committed to halving per capita food waste by 2030, in line with the United Nations’ Sustainable Development Goals (SDGs). Once regulations are introduced that establish clear standards for measuring and minimising food waste, technologies such as 2D/QR codes could become an essential tool to support compliance by enabling accurate tracking and reporting of expiry dates and unsold inventory.

Once 2D/QR code technology becomes an enabler for regulatory compliance, the conversation within businesses will shift. It will no longer be a question of whether to adopt, but when—or by what deadline— in order to remain compliant. Adoption will move from being a strategic choice to becoming a legal obligation, representing an additional cost of doing business. In this scenario, leadership teams will be directed to invest in the appropriate resources, including skilled personnel, technologies, systems, and governance structures, to ensure compliance within the timelines set by regulators and to avoid penalties or loss of sales.

In summary, regulation can clearly be an accelerator for the adoption of 2D/QR codes with embedded expiry dates.

2. Food Waste Reduction Must Be a Strategic Priority for Grocery Retailers

Food retailers are increasingly faced with a long list of competing priorities for investment and leadership focus—ranging from pricing strategies and store expansion to building and scaling e-commerce operations. These competing priorities often stretch both financial resources and management capacity, limiting the bandwidth available to pursue large-scale initiatives.

However, the majority of the financial and operational benefits of adopting 2D/QR codes are linked directly to improved management of perishable items across the supply chain and in stores. This means that if food waste reduction is not clearly identified as a strategic imperative—one that commands investment and executive attention—retailers are unlikely to allocate the necessary resources to scale 2D/QR code initiatives by 2030.

Put simply, the successful adoption and scaling of 2D/ QR codes relies heavily on food waste reduction being treated as a top organisational priority. It requires a fundamental shift in mindset: food waste can no longer be seen as an unavoidable consequence of doing business but must be recognised as a critical area of strategic focus—one that directly impacts profitability, sustainability, and compliance.

For retailers that have already made food waste reduction a core part of their business strategy, the potential for 2D/QR codes to deliver transformative improvements—by enabling more accurate tracking of expiry dates, optimising replenishment decisions, and reducing markdown losses—is clear. For those that have not yet prioritised food waste, the pressure to do so will only intensify, driven by increasing regulatory scrutiny, consumer expectations, and corporate sustainability commitments.

3. 2D/QR Code Standards and Industry Adoption Are Aligned

Nothing will slow down the pace of adoption and scaling of 2D/QR codes more than the existence of competing—and potentially incompatible—standards. A lack of alignment and understanding on what technology to use, how codes are formatted, or where they are placed can lead to hesitation among both retailers and suppliers. The fear of choosing the wrong standard or investing in a system that may later become obsolete, increases the risk of sub-optimal outcomes— or worse, wasted investment in capital and human resources.

Achieving alignment across the industry is therefore essential. Retailers, together with industry bodies such as GS1, CGF, and FMI, have a critical role to play in establishing and promoting clear, globally recognised standards. These organisations can provide the leadership needed to define consistent frameworks for 2D/QR codes, including specifications for code structure, data content, and placement on packaging. Such standardisation is key to reducing complexity, ensuring interoperability, and building confidence in the technology. Click to read: GS1 2D Barcodes at Retail Point-of-Sale Implementation Guideline.

Standardisation needs to be end-to-end, from the manufacturer through to the point of sale. Only with a consistent approach across the value chain can the full benefits of 2D/QR codes—such as enhanced traceability, efficiency, and reduced food waste—be realised.

When the majority of grocery retail CEOs align around common, industry-accepted standards for 2D/ QR codes—and make public commitments to prioritise their deployment—the foundation for future scaling will be established. This collective action will not only minimise risk for early adopters but also accelerate the industry-wide transition to this transformative technology.

4. A 2D/QR Code “DRI” is Appointed

The concept of a Directly Responsible Individual (DRI) was popularised by Apple as a means of ensuring that key actions or cross-company initiatives are assigned to a single person who is directly accountable. In their model, the “buck stops” with this individual, who holds the ultimate responsibility for delivering the objective and securing the resources required to do so.

In other organisations, particularly when it comes to large, cross-functional initiatives or strategic priorities, this individual may be referred to as a “tsar” or “champion”. Regardless of the terminology, the underlying principle remains the same: one person is singly accountable for the success of the initiative.

In the case of scaling 2D/QR code implementation, appointing a DRI is a critical enabler. Introducing this technology at scale is a complex, cross-functional undertaking, requiring close collaboration between multiple departments—including buying, supply chain, IT, operations, legal, and marketing— as well as engagement with external stakeholders such as suppliers and industry bodies. Appointing a single individual with clear responsibility and accountability ensures the initiative has a focal point for leadership, planning, coordination, and communication. Without this dedicated leadership, efforts to implement 2D/QR codes are likely to lose momentum or become fragmented.

It is imagined that the role of DRI will encompass a wide range of responsibilities, including but not

limited to the following:

• Determining the timeline for adoption in relation to competitors—whether to lead as an early adopter or follow later;

• Developing a clear roadmap with well-defined milestones and objectives;

• Reaching internal agreement on the data elements to be included in the 2D/QR codes;

• Defining and prioritising the initial use cases for deployment;

• Establishing the Minimum Viable Product (MVP) for the pilot phase;

• Securing executive sponsorship and commitment to initiate a small-scale pilot programme;

• Obtaining the necessary budget to appoint or recruit dedicated staff to support the initiative;

• Securing investment in IT infrastructure, including hardware and software upgrades, required for implementation;

• Acting as the primary spokesperson for the organisation’s position on 2D/QR codes in external communications;

• Leading engagement with industry bodies and contributing to the development of standards for 2D/QR codes.

This list is not exhaustive. To be successful, the DRI must work across all functions within the organisation and maintain open lines of communication with external stakeholders. Critically, they must operate with the authority and backing of the organisation’s senior leadership to ensure alignment, secure resources, and drive progress.

The appointment of a DRI often marks the official starting point for any meaningful scaling of 2D/QR code implementation within a business.

5. A Proven Business Case And Positive ROI Are Essential for Adoption

Whether driven by regulatory requirements or by commercial opportunity, the widespread adoption of 2D/QR codes will depend on the development of a clear and compelling business case—both for retailers and their suppliers. Without proven financial benefits and a positive return on investment (ROI), it will be difficult to justify the allocation of resources, particularly when set against other competing priorities.

For 2D/QR code adoption to scale effectively, the cost of implementation must be as low as possible for all stakeholders. This includes the initial investment in technology, as well as the ongoing operational costs associated with managing the new processes. It is also critical that there is clarity regarding who bears which costs—whether retailer, supplier, or another third party—and that there is alignment on principles for sharing both costs and benefits across the value chain.

From a retailer’s perspective, the business case is typically built on several drivers. These include improved productivity and efficiency in managing perishable products, reduced exposure to regulatory fines, and an increase in the proportion of products sold at full price—thereby reducing the volumes subject to markdowns, donation, or disposal. The ability to enhance inventory visibility and optimise replenishment through 2D/QR codes also contributes to minimising food waste and improving overall category profitability.

For suppliers, however, the case may be less immediately obvious. While the initial perception might be that switching from a traditional barcode or label to a 2D/QR code is a simple change, the reality is more complex. 2D/QR codes often require additional space on product packaging, potentially impacting the overall design and branding. This may necessitate adjustments to packaging layouts, which can be costly and time-consuming. Furthermore, ensuring the integrity of the code—so that it remains flat, legible, and scannable at the retailer’s point of sale—may require enhanced quality control processes.

Suppliers operating Vendor Managed Inventory (VMI) programmes may benefit from the use

of 2D/QR codes similar to retailers, as greater visibility of product shelf life allows them to manage stock more effectively in-store, helping to maximise full-price sales and minimise losses. Additionally, 2D/QR codes provide more accurate information on product expiry dates, enabling suppliers to manage their inventories more efficiently, ensure compliance with Minimum Life on Receipt (MLOR) requirements, optimise production, distribution planning and perhaps most importantly, enable more efficient and effective product recalls.

Suppliers working with multiple retailers—some requiring 2D/QR codes and others not—may face challenges in managing different labelling requirements. This could necessitate production line changes, additional forecasts, and increased inventory to accommodate the lack of standardisation. This reinforces the need for industry-wide alignment and end-to-end standardisation, as discussed previously.

Another key consideration is the sharing of data generated by 2D/QR code adoption. There is an open question as to how much of this data retailers will share with their suppliers. In principle, greater access to information about inventory age and location within the retail network would enable suppliers to make more accurate forecasts and improve replenishment processes, leading to better availability and sales. However, the mechanics of data sharing—and how the value of this data is realised—remain to be addressed in many organisations.

Ultimately, the development of a comprehensive business case for both retailers and suppliers requires careful planning, a clear roadmap, and alignment on cost and benefit sharing. Without these elements in place, it will be difficult to build the confidence necessary for large-scale investment. But with them, 2D/QR codes have the potential to deliver significant value across the grocery retail supply chain.

6. The Business is Technology Ready

While it may seem intuitive to consider technology readiness as the starting point for scaling 2D/QR codes, the discussions within the working group highlighted that several factors need to be addressed first. These include regulatory drivers, the prioritisation of food waste reduction, agreement on industry standards, leadership commitment, the appointment of a DRI, and a proven business case. Only once these foundational elements are in place can the focus shift to ensuring the organisation’s technology landscape is prepared to support large-scale implementation.

A critical step in achieving technology readiness is to conduct a comprehensive assessment of all systems across the retailer’s supply chain that will need to interact with 2D/QR codes. This includes in-store equipment, distribution centres (DCs), fulfilment centres, and head office enterprise systems. Each of these components must be reviewed to determine whether they are already capable of handling the new codes or if upgrades and modifications are required.

In the store environment, the immediate priority is ensuring that all point-of-sale (POS) scanners are capable of reading 2D/QR codes efficiently and without disruption to the checkout process. This applies to both traditional staffed checkouts and self-checkout lanes. The ability to maintain transaction speed and accuracy is essential to prevent any negative impact on the customer experience.

Beyond POS scanners, other in-store devices such as handheld scanners and PDAs must also be able to read and process 2D/QR codes. This requirement extends to customer-operated devices, including retailer-provided mobile scanners and personal smartphones used for Scan & Go solutions. Consistency in code readability across all channels is fundamental to delivering a seamless shopping experience.

On a broader scale, enterprise systems such as ERP platforms (e.g., SAP) will need to be configured to capture, store, and leverage the additional data embedded within 2D/QR codes. This may involve system upgrades or integrations with existing software solutions. However, it is recognised that full technology readiness across all platforms may not be achievable from Day One. A phased approach, prioritising critical systems and touchpoints, can still enable meaningful progress towards scaling by 2030.

7. Internal Teams Are Engaged and the Organisation Has the Capacity to Scale

The successful scaling of 2D/QR codes will rely heavily on the active engagement and commitment of people across the entire organisation. Securing buy-in from internal teams—ranging from cashiers and store associates to merchants, supply chain, IT, marketing, customer service, finance, audit, human resources, central store operations, and loss prevention—is critical. This is not a change that can be driven by a single function; rather, it requires organisation- wide collaboration and coordination.

Internal teams will play a pivotal role in embedding 2D/QR code processes into day-to-day operations, ensuring they become part of Business as Usual (BAU) routines at distribution centres (DCs) and stores. For example, store employees will need mobile devices capable of scanning 2D/QR codes, and staff at checkout points—both cashiers and self-service facilitators—must be trained to ensure every product is scanned accurately. Positive colleague engagement, underpinned by comprehensive training, will be vital to maintaining operational efficiency and compliance. Regular system checks and feedback loops will help guarantee that processes are functioning as intended.

In addition to operational execution, many of these internal teams will also act as key points of contact for external stakeholders. Effective communication with partners—including point-of-sale (POS) system providers, IT vendors, labelling partners, production planning software providers, and suppliers of fresh products—will be essential. Internal stakeholders must be empowered to lead these conversations, ensuring alignment on technical requirements, standards, and implementation timelines.

The Directly Responsible Individual (DRI) will be responsible for identifying and engaging the relevant colleagues and departments, defining their roles in the pilot and subsequent deployment of 2D/ QR codes. Leadership, in turn, will need to approve and support the allocation of the necessary resources—both in terms of people and time—to enable successful implementation. It will also be important to recognise that prioritising the deployment of 2D/QR codes may require other initiatives to be delayed or deprioritised, given the finite capacity of teams to manage change.

8. External Partners Are Engaged to Support Scaling

The successful scaling of 2D/QR codes will require the active involvement and support of key external partners. These third parties need to understand both the rationale for the transition and the benefits that can be realised through adoption. They include, but are not limited to, providers of point-of-sale (POS) systems, enterprise resource planning (ERP) platforms such as SAP, forecasting and replenishment solutions, data and analytics providers, and third parties specialising in the printing and labelling of expiry codes.

In addition to these technology and service providers, there is a critical need to engage suppliers and producers of fresh, perishable products—particularly those with short shelf lives (less than two months). These suppliers vary widely, from large multinational producers supplying multiple retailers to smaller vendors supplying a limited number of stores. Many will face the complexity of serving both retailers that adopt 2D/QR codes with embedded expiry dates and others that continue to rely on traditional barcodes.

For product suppliers, the first step is to understand the operational changes required and their potential impact. Key considerations include whether 2D/QR codes can be printed onto existing labels at speed, using current equipment and production lines, or whether new machinery and processes will be needed. Suppliers will also need to ensure consistent code quality, as readability and scan rates must be maintained at or near 100% to match current performance with 1D/EAN codes.

The onboarding of key supplier partners will be essential in the initial phases of scaling. Early engagement with willing suppliers— those ready to act as first movers—will be critical to building momentum. Broader supplier adoption will require clear communication, support, and alignment on technical standards, as well as a compelling business case that demonstrates mutual benefit. Click to read: an assessment by GS1 of all the major suppliers.

Among the ECR Retail Loss working group, there is an emerging view that embedding expiry dates within 2D/QR codes should become the industry standard, driven by retailers. However, there is also the question of whether suppliers and producers could take a more proactive role. If suppliers were to lead the transition—particularly those with significant scale and influence—it is possible that the journey to widespread adoption could be accelerated.

9. Consumers Understand and Trust 2D/QR Codes

For 2D/QR codes to scale successfully, consumers must perceive them as familiar, trustworthy, and easy to use. Building public confidence and acceptance is essential, particularly for use cases where shoppers interact directly with the codes—whether for gathering information or for scanning items during self-checkout or via Scan & Go mobile applications.

To support this transition, point-of-sale (POS) systems – including staffed checkouts, fixed self- checkouts, and mobile scanning devices – must be able to read 2D/QR codes with speed and precision. Scan rates must match or exceed current performance with 1D barcodes, ensuring there is no disruption or delay in the customer journey.

During the initial transition period, however, stores may feature products with both traditional EAN barcodes and 2D/QR codes printed on the same packaging. In certain cases, more than one QR code may be present, depending on the use case or brand strategy. This dual-coding scenario will require clear communication, both for store colleagues and for shoppers, to ensure the correct code is scanned at the point of sale. A useful comparison can be made to markdown pricing labels, where retailers often apply a second barcode to a product and train staff – and, indirectly, shoppers – to scan the correct code. Although it requires a short period of adaptation, consumers generally adjust quickly, particularly with the right support from store staff during implementation.

In the longer term, there is an opportunity for 2D/QR codes to become a valuable tool for consumers beyond checkout. When integrated with retailer apps, these codes could provide access to product- level information such as nutritional content, allergens, origin, and environmental impact – contributing to transparency and trust.

Finally, any potential concerns around data privacy or fraud risks associated with scanning 2D/QR codes must be addressed. Appropriate security protocols and fraud prevention measures will be essential to protect consumers and ensure they feel confident in interacting with the technology.

10. No Stakeholder Is Left Behind

Like a puzzle, all the pieces must be correctly aligned for the full picture to come together. If any part is missing or left unresolved, the process of scaling 2D/QR code adoption may be slowed while workarounds are developed. Ensuring the change is inclusive—across all stakeholders—is essential to avoid resistance, friction, or unintended consequences that could hinder implementation.

One critical example is the need for robust fallback solutions when 2D/QR codes cannot be scanned. Whether due to technical issues, damaged labels, or incompatible devices, there must be a reliable back-up system that retains access to the same essential product data. Without this, both store operations and customer experience could be negatively affected.

Another important consideration relates to small or local suppliers—particularly those who supply only one or a handful of stores. These businesses may lack the scale or infrastructure to adopt 2D/QR coding immediately, and there is a risk they could be excluded from retailer networks if appropriate support or flexibility is not provided. Inclusivity in this context means ensuring that adoption pathways exist for suppliers of all sizes, without placing undue burden on smaller operators.

A further aspect of inclusivity involves consumers who are not digitally connected or do not use smartphones. While 2D/QR codes open up opportunities to provide richer product information, such as nutritional details, sourcing, or environmental impact, this content must remain accessible to all. Retailers may consider providing in-store digital touchpoints or staff assistance to ensure that this information is available equitably.

This is not an exhaustive list of potential failure points. However, the reason this topic was included among the top ten priorities is the significant risk that, if the technology is not fully inclusive—or is perceived to disadvantage any group—the pace of adoption could be seriously hindered. In the case of RFID, public resistance driven by privacy concerns, most notably through the “Spy Chips” campaign led by Katherine Albrecht, delayed implementation by nearly a decade in some markets. The lesson for 2D/QR codes is clear: the industry must proactively identify and address any “missing pieces” to ensure that no stakeholder is left behind.

The content shared throughout this document—and summarised in the table of ten key focus areas— represents the combined wisdom of over sixty food waste experts and academics from across the grocery retail sector. Together, they identified what they believe needs to be true for 2D/QR codes to be successfully scaled by 2030 in their respective business’s.

This list is intended to serve as both a starting point and a practical framework for retailers, suppliers, and technology partners embarking on the journey towards adoption. While it reflects the current thinking and priorities of the working group, it is expected that this framework will continue to evolve over time, shaped by experience, new insights, and industry collaboration.

We hope this resource proves useful and relevant—not only for those implementing 2D/QR codes today, but also as a foundation for scaling other digital solutions across the wider grocery ecosystem.

Acknowledgements

This paper was made possible by the time taken by the brainstorming participants in the list below to share their answers to the question, what needs to be true. The paper has also benefited from editing and suggestions from the project leaders from retailers at the forefront of the technology deployment.

List of Brainstorming Participants (62) below.

About ECR Food Waste & Markdown Working Group

With a narrow scope of just retail supply chain and operations, the working group looks at the following questions; How are these different problems measured? What is the scale of the problem? What are the KPI’s retailers use to track & monitor the problem? Where do accountabilities sit within the organisation? What are the root causes? What are some of the dependencies and where do trade- offs exist? What are the main strategies for change? What is the role of innovation? What are some examples of success? What are best practices? What are the external and internal forces of change, etc. Any retailer can participate in the working group. The landing page for the group can be found by clicking here. This page includes the latest research, the upcoming meetings, blogs and a list of the Top 30 Innovations in Food Waste, as rated by the retailer judges from the working group.

The research for this report was supported by ECR Retail Loss. This report is intended for general information only; it is based upon a review of the available literature together with primary research undertaken with retail organisations in Europe. Individuals or companies are advised to take professional advice regarding their specific needs and requirements prior to taking any actions resulting from anything contained in this report. Any such actions taken by individuals or companies are entirely at their own risk. Companies are also responsible for assuring themselves that they comply with all relevant laws and regulations, including those relating to intellectual property rights, data protection and competition laws or regulations. The images used in this document do not necessarily reflect the companies taking part in this research.

© May 2025, all rights reserved.

About the Author

Colin Peacock, Group Strategy Coordinator, ECR Retail Loss, began his career with Procter & Gamble, serving over thirty years in different roles and functions, across the business, with local, regional and global responsibilities. Colin has been part of ECR Retail Loss, a platform for collaboration, since its beginning in 1999, helping to steer its research output. The authors is very grateful for the many retailers who have helped contribute to this paper, including Tesco and Mercadona, and Professor Sara Martins, from INESC TEC, Porto. The author can be contacted through at colin@ecrloss.com.

About ECR Retail Loss

ECR Retail Loss is part of ECR Community, a voluntary and collaborative retailer-manufacturer platform with a mission to ‘fulfil consumer wishes better, faster and at less cost’. Over the last 25 years, ECR Retail Loss has acted as an independent think tank focused on creating imaginative new ways to better manage the problems of loss and on-shelf availability across the retail industry. Championing the idea of Sell More and Lose Less, it is open to any retailer and manufacturer to join. Its work is supported by research funding provided by Axon, Checkpoint Systems, NCR, Retail Insight and RGIS..

For further information: www.ecrloss.com.

The research commissioned by ECR Retail Loss is made possible by independent research grants from the following organisations: