The research is devoted to the sociotechnical aspects of the implementation of the national system of mandatory digital labeling and traceability of goods and is aimed at identifying contradictions between the interests of stakeholders and the factors determining the success of organizational changes. Based on Rosstat statistics, labeling operator reports and financial data from 150 enterprises (pharmaceuticals, light industry, dairy industry) for the period from experiments to mandatory operation, regression analysis of time series, intersectoral balance and DCF investment modeling (NPV, IRR, payback period) for small, medium and large businesses were applied; additionally, a survey was conducted 450 respondents and factor analysis to identify clusters of barriers, and influence groups are classified according to the Mitchell-Agla-Wood model. The results obtained show a high capital intensity of «entry» into the system and a significant share of non-material costs: for an average manufacturer, the average cost for 12 months is 14 863,65 thousand rubles, where the equipment for applying codes (32,45%) and integration with ERP/software (21,16%) are leading, with high variability of the latter, and the variable component of the emission of codes it reaches 20,10%, forming the risk of operational leverage. The analysis of operational efficiency revealed a «learning pit»: After 3 months, the pallet acceptance time increases from 12,45 to 18,34 minutes, but by the twelfth month it decreases to 11,02 minutes (-11,49% of the base), configuration errors fall to 0,34% (-81,82%), inventory turnover increases to 9,12 (+10,81%), and inventory costs decrease to 3,21 rubles/unit (-29,61%). At the macro level, there is a displacement of counterfeit goods and an increase in fiscal revenues, but with regional heterogeneity: with positive tax and turnover trends in the Siberian Federal District, there is a negative EBITDA trend, which indicates that the marginal cost of implementation exceeds the marginal benefit. A factor analysis of the survey showed that the key sources of staff anxiety are insufficient ergonomics of interfaces, lack of skills and uncertainty of KPIs, while the perceived usefulness of the system increases with the support of management and transparent communication and feedback in the workplace. In general, labeling acts as a catalyst for market consolidation and increases the requirements for digital maturity; in order to reduce resistance to change and risks for SMEs, training programs, ergonomic redesign of processes and targeted government support measures for the period of adaptation are recommended.