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World Maritime Day 2026: IMO Calls for Action as Conflict Puts Seafarers at Risk

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World Maritime Day 2026: IMO Calls for Action as Conflict Puts Seafarers at Risk

The global maritime industry is observing World Maritime Day as attacks on commercial vessels and disruptions to major shipping routes put renewed attention on the need to turn international maritime rules into effective action.

Read also: IMO Delay Puts Shipping’s 2030 Clean-Fuel Target Under Pressure

The International Maritime Organization (IMO) is marking the day on September 24 under the theme “From Policy to Practice: Powering Maritime Excellence.” For the first time, the theme will run across two years, covering 2026 and 2027.

The focus comes as merchant ships face security threats in several conflict zones, including the Strait of Hormuz, the Black Sea and the Sea of Azov. The IMO said attacks in conflict areas have resulted in the deaths of seafarers and disrupted international trade and critical supply chains.

In a September 16 update, the IMO said it had verified 80 attacks on international shipping in and around the Strait of Hormuz since February 28, resulting in at least 22 seafarer deaths.

IMO puts implementation at the center

IMO Secretary-General Arsenio Dominguez said this year’s theme reflects the need to ensure that international regulations produce practical results for people working across the maritime sector.

The IMO’s message is centered on implementing global rules through national legislation, stronger enforcement, training and technical support.

“Seafarers come first,” Dominguez said in his World Maritime Day message.

The organization develops international rules covering areas including ship safety, environmental protection, maritime security and pollution prevention. However, those rules depend on individual governments to incorporate them into domestic systems and enforce them.

Audit findings expose implementation gaps

The IMO has also completed the first audit cycle under its mandatory Member State Audit Scheme.

According to the organization, 168 Member States, representing 94% of its membership, have been audited on how effectively they meet obligations under key IMO instruments. The audits identified continuing challenges in translating international requirements into national legislation.

Shortages of technical expertise and infrastructure, along with weaknesses in ship oversight, were among the problems identified.

The IMO said the findings will help it direct technical assistance toward countries that need additional support, particularly Least Developed Countries and Small Island Developing States.

That support includes assistance with national legislation, maritime administration, enforcement systems and training for regulators, port officials and seafarers.

Shipping faces pressure on several fronts

The two-year campaign will cover some of the industry’s biggest challenges, including new technologies, decarbonization, digitalization, maritime and cyber security, fraudulent ship registration and marine environmental protection.

The timing is significant as geopolitical tensions continue to affect commercial shipping.

UN Secretary-General António Guterres said the international maritime framework is facing pressure from conflicts and geopolitical tensions, with consequences for navigation and the movement of essential commodities.

He noted that about 80% of international trade moves by sea, underscoring the importance of maintaining a functioning maritime system.

The IMO’s World Maritime Day campaign also emphasizes cooperation between governments, labor organizations and the private sector to translate international commitments into practical improvements for seafarers, ports and ship operators.

Industry turns attention from rules to results

The IMO’s decision to keep the theme in place through 2027 is intended to give governments and maritime organizations more time to focus on implementation rather than simply developing additional rules.

The organization has described the initiative as a push to move maritime policy beyond formal adoption and into national legislation, enforcement and everyday operations.

The IMO headquarters in London will be illuminated in blue on September 24 as part of the global World Maritime Day campaign. Member States and maritime organizations have also been encouraged to participate.

The 2026 World Maritime Day Parallel Event is scheduled for October 26-27 in Busan, South Korea.

For an industry operating under growing security, environmental and technological pressures, the message from this year’s observance is increasingly practical: international maritime rules have to work not only on paper, but on ships, in ports and for the people keeping global trade moving.

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One Mandate, One Owner: Closing the Execution Gap in Commodity Trade

An attractive commodity offer is not necessarily an executable transaction. The difference is accountable coordination.

Read also: Trade Volatility Made Buffer Inventory Smart. It Didn’t Make It Easy.

A commodity offer can look complete long before a transaction is executable. It may name a product, volume, price indication and delivery basis. Yet essential questions often remain unresolved: Who verified the counterparty? Which specification is contractual? When does risk transfer? Which documents must match, and who can resolve a discrepancy before it delays payment?

That gap matters more as trade shifts toward resilience and risk management, while tariff volatility and tighter technical rules add execution pressure. UN Trade and Development reports that nearly two thirds of world trade takes place within value chains and that technical regulations and sanitary standards affect about two thirds of global trade.[1] Buyers therefore need more than introductions to suppliers, carriers or financiers. They need one accountable operating owner across the mandate.

This is not an argument for replacing specialists. Freight forwarders, inspectors, surveyors, banks, brokers and legal advisers each have defined roles. The problem arises when each completes only its own task and no one owns the handovers. A buyer may have an attractive offer but still face mismatched terms, incomplete documents, unclear logistics instructions or a payment process detached from the movement of goods.

“The commercial offer is often the easy part. The real work is keeping one verified version of the transaction intact from specification through settlement.”

— Emanuel Grgić, CEO, Axis Sourcing LLC

The practical test is simple: can one desk explain what must happen next, who owns it, what evidence is required, and what decision is needed if the plan changes?

Execution gate Accountable question Evidence to control
Counterparty Is the proposed seller or buyer credible and authorized to perform? Identity, authority, operating history, relevant screening and contact verification
Product Is the commodity described in a form that can be inspected, shipped and accepted? Agreed specification, quantity/quality method, packing and inspection terms
Delivery Do the Incoterms and logistics instructions allocate cost, risk and responsibility coherently? Contract delivery term, routing, handling instructions and milestone plan
Documents Can the required document set be produced consistently and checked before presentation? Documentary checklist, issue sequence and discrepancy process
Settlement Does payment follow the transaction’s risk points rather than an assumption? Agreed trigger events, banking instructions and release controls

 

The first discipline is counterparty credibility. A name on a corporate document or website is not proof of authority, capacity or performance. A mandate owner should establish who is contracting, who may bind that entity and how operational communications will be authenticated. The purpose is not unnecessary friction; it is ensuring that commercial enthusiasm does not outrun basic verification.

The second discipline is specification integrity. Commodity descriptions often travel through several versions: an initial offer, a buyer’s requirement, an inspection protocol, a sales contract and shipping documentation. Small wording differences can become material once quality, tolerances, moisture, grade, origin, packaging or certification are at issue. The operating desk must maintain one controlled specification and ensure that each later document refers back to it. Without that discipline, a deal can appear agreed while the parties are still transacting different products on paper.

The third is Incoterms and logistics alignment. ICC describes Incoterms® as rules that clarify the tasks, costs and risks involved in delivering goods.[2] They are not a transport plan: they do not arrange a route, confirm equipment availability, solve port constraints or reconcile a vessel schedule with document deadlines. A buyer-led mandate needs one view of the physical flow: who instructs whom, when milestones are confirmed, and what alternative applies if timing, routing or handling changes.

The fourth discipline is documentary control before, not after, shipment. In many commodity transactions, documents bridge cargo movement and the release of funds. A bill of lading, certificate, commercial invoice, packing list or inspection record should not be treated as paperwork generated at the end of the process. The mandate owner should agree a document matrix early, identify the issuer for each item and establish a pre-presentation check. That reduces the chance that a correct cargo is delayed because its documentary story is inconsistent.

“A shipment can be physically correct and still become commercially difficult when the documents, delivery responsibilities and payment triggers were not designed together.”

— Ilja Marković, COO, Axis Sourcing LLC

Finally, settlement must follow the real risk map. Payment structures should reflect the commodity, corridor, parties, inspection points, delivery term and documents. The question is not which mechanism is most familiar, but whether release conditions correspond to observable performance and are understood before goods are committed.

For buyers, an accountable desk does not promise certainty in an uncertain market. It converts uncertainty into a visible list of decisions, owners, evidence and contingencies. The desk is responsible for continuity from mandate to settlement, while specialists remain responsible for their expertise.

As trade becomes more regulated and supply chains more distributed, coordination is a commercial capability. A credible commodity mandate should be measured not only by the offer it can source, but by the execution path it can own.

Author bio

Emanuel Grgić is CEO and Ilja Marković is COO of Axis Sourcing LLC, an independent global commodity desk. Together, they work on buyer-led coordination of sourcing, documentation, logistics and settlement across international commodity transactions.

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US-China Trade Talks in New York: AI, Tariffs, and Critical Minerals on the Agenda

According to Investing.com, U.S. Treasury Secretary Scott Bessent and Chinese Vice Premier He Lifeng are slated to convene in New York on Sunday for discussions covering artificial intelligence, tariffs and critical minerals. U.S. Trade Representative Jamieson Greer will also take part in the talks, which are expected to get underway around 10:30 a.m. ET at JPMorgan Chase’s Manhattan headquarters and to stretch across the day.

Read also: US-China Trade War Update: What Businesses Need to Know

The aim is to lay groundwork for possible agreements ahead of a meeting between President Donald Trump and Xi Jinping in Washington this week. Analysts cited by the source anticipate only modest measures designed to head off fresh trade friction rather than a sweeping breakthrough.

Agenda Items

Officials are expected to take up the U.S.-China trade truce due to expire Nov. 10, Chinese exports of rare-earth magnets and critical minerals, and possible guardrails for AI. A number of matters carry over from the presidents’ May meeting in Beijing, among them efforts to lower tariffs on non-strategic goods and Chinese pledges to boost purchases of U.S. agricultural products by $17 billion annually and to acquire more than 200 Boeing aircraft.

Critical Minerals

Critical minerals are expected to be a major focus. Under an earlier trade truce, China agreed to restore supplies to U.S. and global users, but a senior U.S. official said Friday that Beijing’s performance had not been up to par.

AI Discussions

AI will also constitute a new element of the talks. Bessent said the discussions would address open- and closed-weight models and urged guardrails aimed at keeping powerful AI systems out of the hands of malign non-state actors. Chinese open-weight AI models have drawn interest among U.S. companies, partly because of cost, relative to closed-weight systems from firms such as OpenAI and Anthropic.

China’s Commerce Ministry said He will additionally head a delegation of Chinese companies taking part in economic and trade consultations before the summit.

Source: IndexBox Market Intelligence Platform  

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Carney: Trade Talks with U.S. Cannot Resume Amid Disparaging Remarks

Prime Minister Mark Carney said he still believes a mutually beneficial trade deal with the United States is possible, but discussions cannot resume while U.S. officials continue to make disparaging remarks about Canada. Speaking to reporters in Ottawa on Tuesday, Carney responded to President Donald Trump’s decision to rename Lake Ontario to Lake America and other comments from U.S. officials that denigrated Canada’s military and economy. He said there has always been a positive opportunity for a trade deal that respects Canadian sovereignty, but the U.S. side needs to stop making memes, stop throwing shade, and stop trying to appear tough before serious talks can begin.

Read also: US-Canada Trade Dispute Sparks Packaging Industry Concerns

Carney also addressed remarks from members of Trump’s cabinet insulting Canada’s armed forces, calling those comments beneath their office. On Monday night, U.S. Defense Secretary Pete Hegseth posted a message mocking two women in a Canadian youth cadet program. Earlier that day, Treasury Secretary Scott Bessent dismissed the idea of a trade war with Canada, sarcastically asking whether Canada would take its two submarines from the Edmonton mall and use them against the U.S., a reference to a visitor attraction removed from the West Edmonton Mall in 2005.

Trade talks between the two countries broke down on August 21, and Trump imposed 50% tariffs on $20 billion worth of Canadian imports the following day. Canada has announced retaliatory duties on a roughly equal amount of U.S. goods, set to take effect September 8. Carney said the talks collapsed due to an accumulation of issues, including proposed tariff arrangements affecting key industries such as auto manufacturing. He noted that U.S. officials have taken the view that those sectors would become subsidiaries of U.S. industries or face terms that would gradually wind them down in Canada, terms Canada is not willing to accept.

Carney added that Trump’s attempt to crush Canada’s auto industry is misguided, arguing that the U.S. auto industry is made stronger by the Canadian and Mexican auto industries, and that cooperation is important at a time of significant change in the sector.

Source: IndexBox Market Intelligence Platform  

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The Future of Indian Trade Will Be Built by Connected Systems and Young Talent

India’s trade ambitions are often discussed through the language of infrastructure: larger ports, faster freight corridors, modern industrial clusters and better-connected highways. These assets remain essential, but the next phase of competitiveness will depend equally on two less visible forces connected digital systems and a new generation of skilled professionals.

Read also: Trump’s 50% Tariffs on Canadian Goods: Impact on Prices and Inflation

The opportunity is significant. Public digital platforms are creating stronger foundations for logistics coordination, while young Indians are entering the workforce with an instinctive familiarity with data, technology and real-time decision-making. Together, these capabilities can make trade more transparent, responsive and inclusive.

A Stronger Foundation for Connected Trade

Transporting products entails participation of various entities from producers to carriers to ports and warehouses and customs. If all the entities operate in the disconnected way, the process will suffer from repetitive documentation and bad visibility of the cargo flow. 

According to Indian’s National Policy of Logistics, efficient logistics would require not only connectivity. The focus should be put on automation, digitization, standardization, tracking and interaction between the parties. The latter is complemented by PM Gati Shakti initiative, which consolidates all the infrastructure knowledge for connected multimodal planning.

From Digital Infrastructure to Real-World Solutions

The connected logistics ecosystem is emerging in India thanks to digital platforms deployed by NICDC Logistics Data Services Ltd. The Unified Logistics Interface Platform (ULIP) allows data to be exchanged securely among government and private stakeholders to act as one foundation for logistics innovation. The Logistics Data Bank (LDB), on the other hand, provides end-to-end container visibility across transport modalities. Meanwhile, Track Your Transport (TYT) offers digital logistics to transporters and businesses via a mobile-first interface. All these initiatives show how shared digital infrastructure can move beyond connectivity to provide practical solutions that improve visibility, coordination and operational efficiency in the trade ecosystem.

Public Platforms Can Enable Private Innovation

Government-led digital infrastructure can create a common foundation on which businesses, technology providers and entrepreneurs build new services.

Systems that integrate information from multiple logistics agencies can make cargo movement easier to understand. The Logistics Data Bank, for example, brings together information from different supply-chain participants to provide container visibility through a common window, along with comparative performance indicators.

The wider value of such systems extends beyond shipment tracking. Reliable digital information can support estimated-arrival tools, congestion analysis, inventory planning, route comparison and exception alerts.

Young entrepreneurs do not necessarily need to recreate this underlying infrastructure. They can use connected data foundations to develop applications that solve specific problems for exporters, manufacturers, transporters and smaller enterprises.

Young Professionals Will See Logistics Differently

Previous generations often encountered logistics primarily as a transport or warehouse function. Younger professionals are increasingly likely to experience it as a combination of operations, software, analytics and sustainability.

A digital-native workforce is accustomed to live information, intuitive interfaces and rapid feedback. When such professionals enter logistics, they are likely to question why shipment information is delayed, why systems cannot communicate or why recurring bottlenecks remain hidden inside monthly reports.

This questioning can be constructive. It can encourage organisations to simplify workflows, improve data quality and replace reactive reporting with proactive decision-making.

UN Trade and Development has highlighted the potential of young people to use digital tools, artificial intelligence and climate-smart technologies to create innovative solutions. Logistics offers a particularly strong opportunity because many of its challenges involve coordination, information and scale.

The New Logistics Career Is Broader

The future logistics workforce will still need experts in transportation, warehousing, freight forwarding and port operations. However, the sector will also require data analysts, software developers, sustainability specialists, user-experience designers and digital-product managers.

A young professional may work on predicting dwell time, designing a shipment dashboard, measuring freight emissions or building an interface that helps small exporters understand complex logistics processes.

This expansion can make logistics more attractive as a career. It moves the sector beyond the perception of being a back-end support function and positions it as a field where technology and operations meet.

The National Logistics Policy specifically recognises skill development and logistics education as important components of sectoral transformation.

Inclusion Will Strengthen Trade Competitiveness

The presence of connected systems can induce more participation in trade. 

While large companies have teams helping them with the complexities of logistics, small manufacturers may have limited access. The ability to gather shipment information and access logistics services digitally allow those firms to become confident players in a broader market. Young professionals and start-ups can contribute by creating simpler tools, regional-language interfaces and services designed around the needs of MSMEs. Their understanding of mobile-first behaviour can make complex trade information more accessible.

Young talents and start-ups can bring in fantastic solutions in the form of user-friendly devices, local-language interfaces, and services tailored to the needs of MSMEs. Their experience of a mobile-first user can make trade processes comprehensible. 

The positive synergy from public infrastructure and private innovation can bring about a trade ecosystem that is going to be more effective and inclusive.

Technology Will Still Need Human Judgement

A connected system can detect patterns, compare performances and spot any exceptions. AI can aid in predicting traffic jams and delay forecasts. However, all this cannot replace decisions taken by humans.

Logistics frequently involves commercial priorities, customer relationships, regulatory requirements and unexpected operational conditions. Young professionals will therefore need to combine technical capability with sector knowledge, collaboration and judgement.

The strongest talent will not simply know how to build an algorithm. It will understand which logistics problem deserves to be solved and how the resulting insight should guide action.

Conclusion

India is building important physical and digital foundations for a more connected trade ecosystem. The next task is to ensure that these systems are used creatively, responsibly and at scale.

Young talent can provide the energy, curiosity and digital fluency required to turn logistics information into practical solutions. Government-backed platforms can provide the connectivity and common infrastructure on which that innovation develops.

The future of Indian trade will therefore not be built by infrastructure or technology alone. It will emerge from the interaction between connected systems and people capable of imagining better ways to use them.

When strong public foundations meet a skilled and ambitious generation, logistics can become more predictable, entrepreneurship can become more accessible and Indian businesses can participate in global trade with greater confidence.

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Container Freight Rates Rise 4% as Transpacific Demand Stays Strong

The Drewry World Container Index (WCI), a widely cited independent benchmark for container freight pricing, advanced 4% to $4,526 per 40-foot container in the latest reading, propelled by firmer rates on the Transpacific corridor. Specifically, spot prices from Shanghai to New York and Los Angeles each rose 9%, reaching $9,507 and $6,802 per 40-foot container, respectively. Demand along the Transpacific remains robust, while operators persist in controlling supply via blank sailings and reduced capacity.

Read also: Container Shipping Giants Shift from Chartering to Fleet Ownership

Data from Drewry’s Container Capacity Insight indicates seven blank sailings scheduled for the upcoming week. Furthermore, August capacity on the Asia-to-US East Coast lane contracted 9% month-over-month, and the Asia-to-US West Coast lane saw a 0.4% monthly decline, intensifying vessel space constraints. Drewry anticipates steady freight rates in the next week, underpinned by tighter capacity. In addition, multiple shipping lines have declared Panama Canal surcharges for Asia-US East Coast and Asia-Gulf Coast routes, taking effect in September, which may exert additional upward pressure on pricing.

Turning to the Asia-Europe route, spot rates slipped this week, with Shanghai-to-Genoa dropping 2% to $4,955 per 40-foot container and Shanghai-to-Rotterdam easing 1% to $4,401 per 40-foot container. Two blank sailings are slated for the coming week, signaling limited capacity. In week 33, port congestion at both Shanghai and Rotterdam has moderated but remains high, with average vessel waiting times of 32.3 hours and 25.0 hours, respectively. Drewry projects that freight rates will stay largely unchanged next week.

The broader East-West container market continues to face volatility due to persistent geopolitical and operational hurdles. Although the US-Iran memorandum on the Strait of Hormuz lapsed without a durable accord, certain carriers are cautiously restarting select Red Sea and Suez Canal passages after improved security evaluations. Concurrently, port bottlenecks across Asia and Europe, compounded by labour strikes at German ports, are still undermining schedule reliability. Carriers are shoring up rates through capacity discipline and surcharge measures, while shippers are urged to reserve space early and build in extra transit time to guard against cargo rollovers and delays.

Source: IndexBox Market Intelligence Platform  

The Physical-Digital Bridge: How QR Codes Drive Product Adoption 

Product adoption is the difference between a product that grows and one that fades. 

When people immediately recognize the product’s value and experience it firsthand, they become loyal consumers. And when they don’t, they simply move on.

Read also: The Regulatory Reality of Selling Products Internationally

The key to product adoption is guiding people from discovery to the product’s actual use in their routines. 

Today, there are quite a few new methods to do this. The use of GS1 QR codes is one of them. 

They are a new-gen barcode solution, still created using a special QR code generator,  that the Global Standards organization recommends to businesses to connect consumers to rich digital content before and after a purchase.

The missing link between physical products and actual adoption

Product packaging has a major impact on the early stages of marketing, as it’s a brand’s first physical impression. It not only protects the products but also provides information about them. 

But consumer behavior is changing. People want to know about how to use the product, what others think, and what else it can do. Before they actually enjoy a product, they look it up online to find answers to these questions. 

They no longer settle on what’s printed on the packaging; they have moved to the digital world—websites, tutorials, reviews, and the chronically online community. 

Together with the physical product, this became the beginning of conversion. Yet these two experiences are treated separately. This is why people fail to complete the onboarding process upon product discovery. 

GS1 QR codes: The bridge that closes the gap

According to LETA Capital’s State of Phygital Report, connecting physical and digital experiences is a major business priority, as people expect digital information to be integrated into products. 

Companies like Amazon, Apple, ByteDance, Meta, and Microsoft are investing over $160 billion in phygital initiatives to make this happen. 

As industries move in this direction, GS1’s Sunrise 2027 initiatives call for businesses to use GS1-powered QR codes on their products and for retailers to upgrade their point-of-sale (POS) systems to scan GS1 2D codes by the end of 2027. 

They open new opportunities for:

  • Comprehensive product information
  • Batch tracking
  • Expiration management
  • Dynamic promotions
  • Product authentication
  • Sustainability reports
  • Customer engagement 

GS1 UK research shows that these transitions are gaining real momentum, where 11% of UK retailers have already implemented QR codes powered by GS1, with another 33% planning to do so within the next 12 months. Nearly half the market could be using the technology by 2026. 

How do QR codes with GS1 standards actually work?

GS1-compliant codes encode the Global Trade Item Number (GTIN) in a website-friendly URL format, in accordance with GS1 Digital Link Standard.

It’s kind of the same as with standard barcodes, but it adds a digital layer that lets companies change where the code points without updating their packaging. 

It also includes product data such as its batch number, serial number, and expiry dates. And whenever someone scans it, they can be routed to different content based on what they want to explore more. 

Why GS1 digital link codes are built differently

GS1 QR codes can include multiple product features, such as live tracking, technical support, payment details, and more, within a single code. 

  • How it handles recall: QR codes powered by GS1 can identify the exact variant, batches, serial numbers, and other product information. Companies can recall specific batches and send alerts to customers who scanned them whenever quality issues arise. 
  • How it handles updates: Companies can change the code’s destination without reprinting. Whether the purpose is to update product information or to promote seasonal content, the codes remain the same, while customers receive the latest information.
  • How it personalizes experiences: It uses a GS1 Conformant Resolver that acts as a redirection service, connecting the product identifier to the right information based on who’s scanning and why. It checks details such as language, location, and the type of information requested, then routes the user to the most relevant content for that specific scan.
  • How it builds trust: GS1 is the standard organization behind the barcodes used to track products worldwide. Since it is recognized globally, businesses and consumers trust their scan and rely on its security.
  • How it scales globally: Major retailers and consumer goods manufacturers, including Alibaba, Carrefour, Procter & Gamble, Walmart, Amazon, PepsiCo, and L’Oréal, have signed a joint statement supporting the adoption of these codes.

What role do GS1-compliant QR codes play in the product adoption process?

The transition from linear barcodes to GS1 matrix codes doesn’t just handle internal retail logistics; it also fuels customer engagement by reducing friction. 

Carolin Duerkop, Technology Transformation Partner at SharkNinja, simply describes the QR code on boxes as the new instruction manual. Customers can get a conversation that knows their product when a QR code is scanned.

As industries are replacing traditional barcodes ahead of the Sunrise 2027 global mandate, QR codes powered by GS1 are reshaping the product’s journey by breaking down three critical barriers:

1. Complexity

As products today get smarter, they get more complex features that can become barriers for average users and people with disabilities, regardless of whether those features offer them any value.

A 2025 University of Washington usability study evaluated wireless earbuds and found that users who could easily locate QR codes for setup tutorials completed it faster with less frustration. This was especially true for people with dexterity challenges or visual impairments. 

They simply scanned the code, watched the tutorial, and finished the setup instead of digging through app stores or searching it up on YouTube. 

2. Trust and transparency

Consumers hesitate to adopt new products if they don’t trust the source or its authenticity. A GS1 UK survey found that 81% of shoppers wanted more information than they currently see on product packaging.

Trust has depended on packaging branding, but with counterfeits increasing, it’s no longer enough to verify authenticity. 

GS1 QR codes solve this by carrying data that links not just to websites but also to the product’s digital identity, such as batch numbers, serial numbers, expiry date, and authenticity code—data that proves the product is real and safe.

Australian retail Woolworths demonstrates this by implementing the GS1 2D code across its fresh food sectors. The company ensured the customer’s safety at checkout by encoding expiration dates directly into the point-of-sale data, automatically blocking an item from being scanned if it’s past its expiry date. 

3. Perceived advantage

Even if the product is easy to use and comes from a trusted brand, customers will still ask for an obvious, tangible, and immediate advantage over what they currently use.

QR codes approved by GS1 can turn these physical products into an ongoing portal, turning a one-time transaction into an entry point that gives customers a reason to stay connected to the brand.

One example is L’Oréal’s Augmented Product Program, in partnership with Capgemini, in which they implemented a product digital twin system across 7 billion products sold each year. They used this digital connectivity to optimize their global supply chain and manage global inventory.

With dynamic QR codes that link to a digital system added on every physical product, L’Oréal allows customers to verify its sources, ingredients, usage tips, and personalization based on their skin types.

The whole point is that people don’t think of physical and digital as separate experiences anymore.

Start building journeys that go beyond the box

Customers will still go through the same steps of purchasing a product. But this time, they want the experience to keep going even after purchase.

GS1 QR codes change that dynamic by turning your product into a gateway. From onboarding content to supporting resources and even upsell opportunities that encourage customers to become advocates.

Now that the digital thread exists, start weaving your solution. Choose the right QR code generator that meets the GS1 standards.

Jose Chito Sebastian is Product and Content Specialist for the GS1 2D Barcode Service at QR TIGER. 

global trade financial businesses

Small Businesses Embrace the Role of ‘Creator’ to Get Seen in 2026

There’s some seriously good news for small businesses right now: Consumer love for independent brands is soaring.

But as any business owner will tell you, a surge in interest brings a whole new set of challenges. With social media now serving as a primary way for consumers to discover brands, small business owners find themselves playing the role of content creators on top of every other hat they’ve got to wear. At the same time, they’re navigating an economy where buyers are more carefully evaluating every dollar they spend.

Read also: How Small Businesses Can Stay PCI DSS Compliant in Global Trade

For our latest Small Business Now report, we surveyed more than 5,000 small business owners and consumers across the U.S., U.K., Canada, Australia, and New Zealand to understand the current landscape.

We discovered that to stay visible while managing the daily hustle of running a business, SMBs (small and medium-sized businesses) are fundamentally rewriting their job descriptions to embrace the role of “creator” — and leaning on AI to get it all done.

Social media discovery means everyone’s a creator now

It seems like everyone’s a creator now, and it’s not just because they want to be social media stars. It comes down to how today’s consumers shop.

Social media platforms have officially overtaken search engines as a top digital discovery tool, with 49% of global consumers finding new small businesses on social media compared to 40% using search engines.

To capture that audience, entrepreneurs are stepping directly into the role of content creation.

  • 73% of small business owners globally now identify as content creators to some degree.
  • Within that group, 40% identify primarily as creators and 33% see themselves as an owner/creator hybrid.
  • Nearly half (47%) of small business owners handle all of their social media management entirely on their own.

AI is helping SMBs get more done faster

Faced with the pressure to act like full-time social media managers on top of every other task on their plate, entrepreneurs are adopting AI into their daily workflows.

In the U.S., small business marketing adoption of AI tools has skyrocketed from 26% in 2023 to 87% as of April 2026.

Rather than trying to expand traditional ad budgets to keep pace with larger businesses, 40% of small businesses are leaning on AI and automation specifically to manage their marketing workload.

SMBs aren’t using AI as an experimental hobby; they’re modernizing the way they operate to become more efficient.

  • 50% of AI users globally report that the primary benefit is saving time.
  • Small business owners are primarily using these tools to write copy and content (42%) and analyze data (38%).
  • Platform data from Constant Contact shows built-in AI tools reduce campaign and email creation time by up to 23%.

Consumer want to shop small, but budgets are tight

Where customers want to spend their money has shifted dramatically over the last few years. Consumers are actively turning away from giant retailers to spend money at smaller independent brands.

  • In the U.S., consumer preference for shopping primarily at small businesses nearly tripled over the last five years, rising from 10% in 2021 to 27% in 2026.
  • Consumer preference for shopping primarily at large corporations fell from 47% to 33% over the same period.

But due to inflation and rising costs, 49% of U.S. consumers have been forced to scale back their spending at small businesses.

Because consumers have fewer discretionary dollars to go around, they’re being selective about where they shop. A business’s online presence can no longer just look appealing; it has to communicate real value to earn a place in tighter budgets.

How to manage your marketing without burnout

You don’t need a huge budget or an army of employees to capture the wave of consumers who want to spend money with small businesses.

1. Replace polished marketing with authentic storytelling

Consumer preference has evolved: they don’t necessarily want highly produced videos or airbrushed photo shoots; they want something real.

Share the unpolished, behind-the-scenes realities of running your business. Authentic storytelling is often faster and less expensive to produce, and it helps build the kind of human connection that larger businesses struggle to replicate.

2. Treat social media profiles as primary search landing pages

Businesses should treat their social profiles like digital storefronts. Optimize your profiles for people searching for products and services like yours. Treat your bio, captions, and pinned posts like a website homepage. Include relevant keywords, geographic location, operating hours, and product or service descriptions so potential customers can find you.

3. Build your list and send an email

Your email contacts are a list you can own. With tools like Constant Contact, it’s easy to segment your list, set up behavioral triggers, and send the right message at the right time, so you’re working smarter instead of harder.

That ownership is what keeps you off the burnout treadmill. Instead of chasing platform shifts, you get a dependable line to both prospects and existing customers. 

global trade

Why Supply Chain Due Diligence Is Becoming a Business Imperative

Supply chain due diligence requirements are growing quickly. What’s driving this shift, and why are so many companies struggling to keep up?

Supply chain due diligence is becoming much more data-driven. Regulators increasingly expect companies to provide verifiable information about where products come from, how they’re made, and whether human rights and environmental standards are being met. EUDR, the EU Forced Labour Regulation, PPWR, and the emerging Digital Product Passport framework are all moving toward the same expectation: trusted, structured supply chain data.

Read also: Set Up a Compliance-Ready Export Supply Chain

This summer alone illustrates how quickly expectations are changing. New guidance on the EU Forced Labour Regulation arrived in June, the Digital Product Passport registry launched in July, and PPWR follows in August. Many companies are still trying to meet those expectations with disconnected systems and manual processes, an approach that simply doesn’t scale as regulations become more complex.

We’ve seen the difference firsthand. One brand completed a full due diligence assessment in 31 minutes, while another needed several hours and a team of six. The regulation didn’t change between them, just their data readiness. 

You often describe supply chain due diligence as a “pre-competitive” issue rather than a competitive advantage. What do you mean by that, and why are major retailers beginning to collaborate instead of building their own proprietary systems?

Supply chain due diligence is not something companies should compete on. The goal is to create a common foundation for collecting and assessing supply chain data so everyone is working from the same baseline. The real competitive advantage comes from how companies act on those insights, not from maintaining proprietary questionnaires or duplicative compliance processes.

Historically, each retailer developed its own supplier questionnaires, due diligence workflows, and corrective action requirements. For brands selling to multiple retailers, that often meant providing the same information repeatedly in slightly different formats. Major retailers are increasingly recognizing that standardizing these processes doesn’t diminish their competitive position. Instead, it reduces administrative burden for suppliers, improves data consistency, and gives retailers higher-quality, more comparable information for managing supply chain risk. When data can be shared through a common framework, everyone spends less time on repetitive reporting and more time addressing the issues that actually matter.

Many smaller brands don’t have dedicated compliance teams. How has the current approach to supplier questionnaires, audits, and certifications disproportionately affected SMBs?

Smaller brands feel this most because they don’t have a dedicated compliance function to absorb the work. Large organizations may have specialists managing supplier questionnaires, audits, certifications, and corrective action plans, but many SMBs are trying to meet the same expectations with only a handful of employees.

That’s the gap solutions like One Retail Hub aim to close. Instead of managing a different process for every retailer relationship, a brand completes one shared assessment and reuses its existing documentation wherever it’s needed. It gives smaller brands access to the same standardized process larger organizations use, without requiring them to build an entire compliance function first.

Retailers have historically relied on their own questionnaires and compliance processes. Why is that model becoming increasingly unsustainable for global supply chains?

Every retailer asking suppliers to complete a different questionnaire may have been manageable when due diligence expectations were relatively limited. It becomes much harder when every new regulation requires more evidence, more supplier engagement, and more product-level documentation. Companies end up repeating the same work across multiple systems instead of building on information they’ve already collected.

The challenge is not just the time involved, but the growing cost of compliance. Even large brands are feeling that pressure, while smaller businesses often lack the resources to keep up. The industry needs to make compliance more practical so companies can spend less time managing administrative requirements and more time strengthening their supply chains.

How can the industry reduce the cost of compliance without lowering standards?

The industry can reduce the cost of compliance by reducing duplication, not by lowering standards. Companies shouldn’t have to collect the same evidence five different times simply because five customers ask for it in different ways.

Some manufacturers now spend around 150 hours every month on data collection and reporting, with dedicated staff focused solely on paperwork and traceability. By standardizing how due diligence information is collected and reused, companies can significantly reduce administrative effort while maintaining the same level of transparency and accountability. The goal is not to ask for less information, but to make it much easier to manage and apply across different requirements.

How can better supply chain data help companies do more than just meet compliance requirements?

Once the data exists in one place, verified and structured, compliance becomes the floor, not the ceiling. The same supplier information that proves EUDR or forced labour compliance can also show a brand where its Scope 3 emissions are coming from, which suppliers carry disproportionate risk, and where sourcing decisions can reduce both cost and impact.

We’re seeing brands use that information for real-time visibility rather than year-end reporting. Linking purchase orders to mapped suppliers means a brand knows, the moment an order is placed, exactly which facility will produce it and what that facility’s track record looks like. That’s a sourcing decision made with foresight instead of a compliance report written in hindsight.

The same data also strengthens product claims. If a brand says a garment contains 30 percent recycled material, it should have a verified data trail that supports that claim just as confidently as it would support a regulatory audit.

The long-term goal is for supply chain data to reach the same level of rigor as financial data. Better sourcing decisions, stronger risk management, and more credible product claims are what make it valuable long after the reporting requirement is met.

What needs to happen for compliance to become simpler and less expensive for companies across the supply chain?

The key is moving away from fragmented, retailer-by-retailer compliance and toward shared infrastructure. 

Industry initiatives such as One Retail Hub demonstrate what that can look like by giving brands a standardized way to complete and share HREDD assessments across participating retailers while building on documentation they already have. AI can also help identify, organize, and reuse relevant information, making the process faster and more efficient without changing the underlying requirements.

As more retailers align around common frameworks, compliance becomes much easier to scale, allowing companies to spend more time improving supply chain transparency and strengthening due diligence rather than managing repetitive reporting.

Looking ahead, how do you see supply chain compliance changing over the next few years?

The biggest shift is away from compliance as an annual project. Right now, most teams still treat each regulation as its own sprint: gather evidence, submit it, then move on to the next requirement. Over the next few years, compliance will become much more continuous, with data collected as products move through the supply chain rather than assembled retroactively when a deadline arrives.

The second shift is from fragmented systems toward shared infrastructure. One Retail Hub is an early example of that, with multiple retailers agreeing that a common questionnaire is more effective than maintaining separate versions of the same process. I expect more of the industry to reach the same conclusion, not because collaboration is fashionable, but because the alternative simply doesn’t scale as regulations continue to multiply.

The third shift is that scrutiny will move earlier in the process. The EU Forced Labour Regulation’s latest guidance makes it clear that a company’s existing traceability can influence whether an investigation proceeds before it formally begins. That’s a preview of where the industry is heading more broadly. Companies with structured, retrievable data won’t just report faster. They’ll also be better positioned to demonstrate compliance from the outset.

Taken together, compliance stops being a reactive function and becomes business infrastructure that supports sourcing, risk management, product claims, and broader supply chain decision-making.

global trade expansion market

Date the Market Before You Marry It

Picture an American company announcing it’s launching in Europe. No country named. No difference between Milan and Munich. No sense that a buyer in Lisbon is nothing like a buyer in Stockholm.

You’d assume, correctly, that they hadn’t thought it through. Europeans make the same announcement about the U.S. all the time, confidently, and nobody blinks.

Read also: Tax Planning Essentials for Small Businesses Entering Global Markets

Every few weeks, a European executive tells me he already knows America. He’s been to New York a dozen times. He did a trade show in Vegas once, took the family to Florida, flew out to San Francisco for a customer. He can read a lease and sit through a meeting in English without thinking twice about it. America feels familiar to him. 

I’m American, and I’ve spent my career going back and forth between the U.S. and Milan. Mostly’ that means I’ve watched the same mistake from both ends.

I’ve seen how European companies imagine America to be before they get there. I see what’s waiting for them when they land. Those two things are almost never the same.

Here’s what I tell the serious ones:  Date the market before you marry it. Before signing the headquarters lease, before hiring the country manager, before circling a city on the map because the numbers looked good in a spreadsheet. Go live there for a while.  Rent an apartment, get up every morning, and try to run part of your actual business from that U.S. desk.

A three-day visit tells you a city has decent restaurants and a good airport. It doesn’t tell you whether you can hire there. You only get that by sticking around long enough to sit in a room with real candidates. Once you do that, you will find out fast that a salesperson in Atlanta wants a different number than the one in Boston, and that the engineer you had your eye on in Austin is already fielding other offers and has opinions about his signing bonus.

You also pick up the stuff that doesn’t translate well across the ocean. A customer in Dallas who’s friendly on the phone and then goes quiet is not doing what a quiet customer in Düsseldorf does. If you can’t tell the two apart, you’ll read the situation exactly backwards.

A hotel for two months is expensive, and it keeps you a tourist. An apartment lets you live like an employee instead of a visitor, cook a normal dinner, take a 7 a.m. call from a real desk, meet a candidate over coffee somewhere that isn’t a hotel lobby. A real lease wants a credit history you don’t have.

In most cities, you can take a furnished apartment by the month through a company like Blueground with no U.S. credit history, no furniture truck, nothing signed past the month you’re in. You land with a desk, a bed, and Wi-Fi, and you’re running your business by Tuesday.

A few weeks won’t turn you into a local; you won’t have a real network in two months, and you won’t close your first ten customers. Anyone who tells you otherwise is selling something. The slow, deep things, how a region really makes its decisions and who’s actually worth trusting, take years, and no rental fixes that. What you get is narrower. You get to see the real city instead of the one in your head, while you can still change your mind for free.

From across the ocean, America looks like one place – same language, same money, and just enough similarity to fool you into filing it under one market.

It isn’t one. A non-compete you’d lean on in most of the country is worthless in California. Sales tax isn’t federal, it’s a separate system in each state. The minute you put a person or a pallet somewhere new, you’ve changed what you owe and to whom.

A sales call in Manhattan doesn’t move at the speed of one in Nashville. The salary that gets you a strong senior hire in Indianapolis will barely earn you a callback in the Bay Area.

If you’re torn between two cities, date them both: try six weeks in Austin and six in Atlanta. A monthly furnished rental is the only way that experiment stays sane: you can’t run it on two leases, and four months of hotel bills will end the trial before it teaches you anything.

Americans know all this without thinking about it; Europeans almost never see it coming. None of this is caution for its own sake; It’s how you commit to things without having to cross your fingers.

The companies that do it right know about what it costs to make a decent hire, or how a place works on a normal Tuesday, and they are able to move faster than the people who don’t.  They skip the expensive year of learning what a two-month stay in a furnished apartment would have told them.

America is generous to people who show up and pay attention.

A few weeks of that, in the right city, before you sign anything, is one of the smarter decisions a European company can make.

Author Bio

Kamal Hakim is founder of Group FiftyOne, a U.S.-based consultancy that helps European companies enter and grow in America. He is the author of America Doesn’t Speak European and has worked with founders, CEOs, and trade show organizers across Europe.