Japan Third-party Logistics (3PL) Market

Japan Third-party Logistics (3PL) Market, valued at USD 67 Bn, grows due to e-commerce demand, tech advancements, and fast delivery needs. Dominated by Tokyo, Osaka, and roadways transport.

Region:Asia

Author(s):Geetanshi

Product Code:KRAA0216

Pages:93

Published On:August 2025

About the Report

Base Year 2024

Japan Third-party Logistics (3PL) Market Overview

  • The Japan Third-party Logistics (3PL) Market is valued at approximately USD 67 billion, based on a five-year historical analysis. This growth is primarily driven by the increasing demand for efficient supply chain management, the rapid expansion of e-commerce, and the need for cost-effective logistics solutions. The market has seen a significant shift towards outsourcing logistics functions, allowing companies to focus on their core competencies while leveraging the expertise of 3PL providers .
  • Key cities dominating the market include Tokyo, Osaka, and Nagoya. Tokyo, as the capital, serves as a major economic hub with a dense population and high consumer demand. Osaka is known for its industrial base and logistics infrastructure, while Nagoya benefits from its strategic location near major manufacturing centers. These cities are pivotal in facilitating trade and logistics operations, contributing to the overall growth of the 3PL market .
  • Japan has implemented regulatory initiatives aimed at enhancing the efficiency of logistics operations nationwide. Recent policies encourage the adoption of advanced technologies such as artificial intelligence, IoT, and automation, as well as the promotion of sustainable practices in logistics. These efforts foster collaboration between public and private sectors to streamline supply chain processes and reduce environmental impact .
Japan Third-party Logistics (3PL) Market Size

Japan Third-party Logistics (3PL) Market Segmentation

By Service Type:

Japan Third-party Logistics (3PL) Market segmentation by Service Type.

The service type segmentation of the market includes Dedicated Contract Carriage (DCC), Domestic Transportation Management (DTM), International Transportation Management (ITM), Warehousing and Distribution, and Value-Added Logistics Services (VALs). Among these, Warehousing and Distribution is the leading sub-segment, driven by the surge in e-commerce and the need for efficient inventory management. Companies are increasingly outsourcing warehousing functions to optimize their supply chains, leading to a higher demand for these services. The focus on just-in-time delivery and inventory accuracy further enhances the significance of this sub-segment .

By Transport Mode:

Japan Third-party Logistics (3PL) Market segmentation by Transport Mode.

The transport mode segmentation includes Roadways, Railways, Waterways, and Airways. Roadways dominate the market due to their flexibility and extensive network, making them the preferred choice for domestic logistics. The increasing demand for last-mile delivery services, particularly in urban areas, has further solidified the importance of road transport. Railways are also gaining traction for bulk shipments, while waterways and airways cater to specific needs such as international trade and time-sensitive deliveries .

Japan Third-party Logistics (3PL) Market Competitive Landscape

The Japan Third-party Logistics (3PL) Market is characterized by a dynamic mix of regional and international players. Leading participants such as Nippon Express Holdings Inc., Yamato Holdings Co., Ltd., SG Holdings Co., Ltd. (Sagawa Express), Hitachi Transport System, Ltd. (LOGISTEED, Ltd.), Seino Holdings Co., Ltd., Kintetsu World Express, Inc., Mitsui-Soko Holdings Co., Ltd., Yusen Logistics Co., Ltd., Alps Logistics Co., Ltd., Deutsche Post AG (DHL Japan), Kuehne + Nagel Japan, DB Schenker Japan, CEVA Logistics Japan, Fukuyama Transporting Co., Ltd., Nichirei Logistics Group Inc. contribute to innovation, geographic expansion, and service delivery in this space.

Company

Establishment Year

Headquarters

Group Size (Large, Medium, or Small as per industry convention)

Annual Revenue (JPY Billion)

Revenue Growth Rate (%)

Market Share (%)

Customer Retention Rate (%)

Order Fulfillment Accuracy (%)

Nippon Express Holdings Inc.

1937

Tokyo, Japan

Yamato Holdings Co., Ltd.

1919

Tokyo, Japan

SG Holdings Co., Ltd. (Sagawa Express)

1957

Osaka, Japan

Hitachi Transport System, Ltd.

1950

Tokyo, Japan

Seino Holdings Co., Ltd.

1946

Gifu, Japan

Japan Third-party Logistics (3PL) Market Industry Analysis

Growth Drivers

  • Increasing E-commerce Demand:The Japanese e-commerce market is projected to reach ¥20 trillion (approximately $163 billion) in future, driven by a surge in online shopping. This growth is fueled by changing consumer behaviors, with 80% of consumers preferring online purchases for convenience. As e-commerce expands, the demand for efficient 3PL services to manage logistics and distribution increases, creating a robust growth driver for the sector.
  • Rising Consumer Expectations for Fast Delivery:In Japan, 60% of consumers expect same-day or next-day delivery options, pushing retailers to enhance their logistics capabilities. The average delivery time for e-commerce orders has decreased to 1.5 days, necessitating advanced 3PL solutions. This trend compels logistics providers to invest in faster, more reliable delivery systems, thereby driving market growth as they adapt to meet these heightened expectations.
  • Technological Advancements in Logistics:The integration of technologies such as AI and IoT in logistics operations is transforming the 3PL landscape in Japan. In future, investments in logistics technology are expected to exceed ¥1 trillion (around $9 billion), enhancing efficiency and reducing costs. These advancements enable real-time tracking and improved inventory management, making 3PL providers more competitive and responsive to market demands, thus driving growth.

Market Challenges

  • High Operational Costs:The logistics sector in Japan faces significant operational costs, averaging ¥1.5 trillion ($13.5 billion) annually. Factors contributing to these costs include rising fuel prices, maintenance expenses, and the need for advanced technology. These high costs can limit the profitability of 3PL providers, making it challenging to offer competitive pricing while maintaining service quality, thus hindering market growth.
  • Labor Shortages in the Logistics Sector:Japan's logistics industry is grappling with a labor shortage, with an estimated deficit of 300,000 workers in future. This shortage is exacerbated by an aging population and declining birth rates, leading to increased labor costs and operational inefficiencies. As 3PL providers struggle to fill positions, service levels may decline, posing a significant challenge to maintaining competitiveness in the market.

Japan Third-party Logistics (3PL) Market Future Outlook

The future of the Japan 3PL market appears promising, driven by technological innovations and evolving consumer preferences. As e-commerce continues to thrive, logistics providers are likely to enhance their service offerings, focusing on speed and efficiency. Additionally, the integration of sustainable practices will become increasingly important, aligning with global trends. The market is expected to adapt to these changes, positioning itself for growth while addressing challenges such as labor shortages and operational costs.

Market Opportunities

  • Growth in Cold Chain Logistics:The cold chain logistics market in Japan is projected to grow to ¥1 trillion ($12 billion) in future, driven by increased demand for perishable goods. This growth presents significant opportunities for 3PL providers to expand their services, catering to sectors such as food and pharmaceuticals, which require specialized logistics solutions to maintain product integrity.
  • Adoption of Automation and Robotics:The logistics sector is increasingly adopting automation technologies, with investments expected to reach ¥500 billion ($4.5 billion) in future. This trend offers 3PL providers the chance to enhance operational efficiency and reduce labor costs. By leveraging robotics and automated systems, companies can streamline processes, improve accuracy, and meet the growing demand for faster delivery services.

Scope of the Report

SegmentSub-Segments
By Service Type

Dedicated Contract Carriage (DCC)

Domestic Transportation Management (DTM)

International Transportation Management (ITM)

Warehousing and Distribution

Value-Added Logistics Services (VALs)

By Transport Mode

Roadways

Railways

Waterways

Airways

By End-Use Industry

Retail

Healthcare

Manufacturing

Automotive

Others

Key Target Audience

Investors and Venture Capitalist Firms

Government and Regulatory Bodies (e.g., Ministry of Land, Infrastructure, Transport and Tourism)

Manufacturers and Producers

Distributors and Retailers

Logistics Service Providers

Technology Providers

Industry Associations (e.g., Japan Logistics System Association)

Financial Institutions

Players Mentioned in the Report:

Nippon Express Holdings Inc.

Yamato Holdings Co., Ltd.

SG Holdings Co., Ltd. (Sagawa Express)

Hitachi Transport System, Ltd. (LOGISTEED, Ltd.)

Seino Holdings Co., Ltd.

Kintetsu World Express, Inc.

Mitsui-Soko Holdings Co., Ltd.

Yusen Logistics Co., Ltd.

Alps Logistics Co., Ltd.

Deutsche Post AG (DHL Japan)

Kuehne + Nagel Japan

DB Schenker Japan

CEVA Logistics Japan

Fukuyama Transporting Co., Ltd.

Nichirei Logistics Group Inc.

Table of Contents

Market Assessment Phase

1. Executive Summary and Approach


2. Japan Third-party Logistics (3PL) Market Overview

2.1 Key Insights and Strategic Recommendations

2.2 Japan Third-party Logistics (3PL) Market Overview

2.3 Definition and Scope

2.4 Evolution of Market Ecosystem

2.5 Timeline of Key Regulatory Milestones

2.6 Value Chain & Stakeholder Mapping

2.7 Business Cycle Analysis

2.8 Policy & Incentive Landscape


3. Japan Third-party Logistics (3PL) Market Analysis

3.1 Growth Drivers

3.1.1 Increasing E-commerce Demand
3.1.2 Rising Consumer Expectations for Fast Delivery
3.1.3 Expansion of Global Trade
3.1.4 Technological Advancements in Logistics

3.2 Market Challenges

3.2.1 High Operational Costs
3.2.2 Labor Shortages in the Logistics Sector
3.2.3 Regulatory Compliance Issues
3.2.4 Intense Competition Among 3PL Providers

3.3 Market Opportunities

3.3.1 Growth in Cold Chain Logistics
3.3.2 Adoption of Automation and Robotics
3.3.3 Expansion into Rural Areas
3.3.4 Development of Sustainable Logistics Solutions

3.4 Market Trends

3.4.1 Integration of AI and Big Data Analytics
3.4.2 Shift Towards Omnichannel Logistics
3.4.3 Increased Focus on Sustainability
3.4.4 Growth of Last-Mile Delivery Services

3.5 Government Regulation

3.5.1 Transportation and Logistics Law Compliance
3.5.2 Environmental Regulations for Logistics Operations
3.5.3 Labor Laws Affecting Logistics Workforce
3.5.4 Safety Standards in Transportation

4. SWOT Analysis


5. Stakeholder Analysis


6. Porter's Five Forces Analysis


7. Japan Third-party Logistics (3PL) Market Market Size, 2019-2024

7.1 By Value

7.2 By Volume

7.3 By Average Selling Price


8. Japan Third-party Logistics (3PL) Market Segmentation

8.1 By Service Type

8.1.1 Dedicated Contract Carriage (DCC)
8.1.2 Domestic Transportation Management (DTM)
8.1.3 International Transportation Management (ITM)
8.1.4 Warehousing and Distribution
8.1.5 Value-Added Logistics Services (VALs)

8.2 By Transport Mode

8.2.1 Roadways
8.2.2 Railways
8.2.3 Waterways
8.2.4 Airways

8.3 By End-Use Industry

8.3.1 Retail
8.3.2 Healthcare
8.3.3 Manufacturing
8.3.4 Automotive
8.3.5 Others

9. Japan Third-party Logistics (3PL) Market Competitive Analysis

9.1 Market Share of Key Players

9.2 Cross Comparison of Key Players

9.2.1 Company Name
9.2.2 Group Size (Large, Medium, or Small as per industry convention)
9.2.3 Annual Revenue (JPY Billion)
9.2.4 Revenue Growth Rate (%)
9.2.5 Market Share (%)
9.2.6 Customer Retention Rate (%)
9.2.7 Order Fulfillment Accuracy (%)
9.2.8 Average Delivery Time (Days/Hours)
9.2.9 Inventory Turnover Ratio
9.2.10 On-Time Delivery Rate (%)
9.2.11 Technology Adoption Level (e.g., WMS, IoT, Automation)
9.2.12 Sustainability Initiatives (e.g., CO? reduction, green fleet %)

9.3 SWOT Analysis of Top Players

9.4 Pricing Analysis

9.5 Detailed Profile of Major Companies

9.5.1 Nippon Express Holdings Inc.
9.5.2 Yamato Holdings Co., Ltd.
9.5.3 SG Holdings Co., Ltd. (Sagawa Express)
9.5.4 Hitachi Transport System, Ltd. (LOGISTEED, Ltd.)
9.5.5 Seino Holdings Co., Ltd.
9.5.6 Kintetsu World Express, Inc.
9.5.7 Mitsui-Soko Holdings Co., Ltd.
9.5.8 Yusen Logistics Co., Ltd.
9.5.9 Alps Logistics Co., Ltd.
9.5.10 Deutsche Post AG (DHL Japan)
9.5.11 Kuehne + Nagel Japan
9.5.12 DB Schenker Japan
9.5.13 CEVA Logistics Japan
9.5.14 Fukuyama Transporting Co., Ltd.
9.5.15 Nichirei Logistics Group Inc.

10. Japan Third-party Logistics (3PL) Market End-User Analysis

10.1 Procurement Behavior of Key Ministries

10.1.1 Key Procurement Trends
10.1.2 Budget Allocation Insights
10.1.3 Supplier Selection Criteria
10.1.4 Contract Management Practices

10.2 Corporate Spend on Infrastructure & Energy

10.2.1 Investment Trends in Logistics Infrastructure
10.2.2 Energy Consumption Patterns
10.2.3 Budget Prioritization
10.2.4 Future Spending Projections

10.3 Pain Point Analysis by End-User Category

10.3.1 Common Challenges Faced
10.3.2 Service Gaps Identified
10.3.3 Feedback from End-Users
10.3.4 Solutions Sought

10.4 User Readiness for Adoption

10.4.1 Technology Adoption Rates
10.4.2 Training and Support Needs
10.4.3 Barriers to Adoption
10.4.4 Future Adoption Trends

10.5 Post-Deployment ROI and Use Case Expansion

10.5.1 ROI Measurement Techniques
10.5.2 Case Studies of Successful Deployments
10.5.3 Expansion Opportunities Identified
10.5.4 Long-term Value Realization

11. Japan Third-party Logistics (3PL) Market Future Size, 2025-2030

11.1 By Value

11.2 By Volume

11.3 By Average Selling Price


Go-To-Market Strategy Phase

1. Whitespace Analysis + Business Model Canvas

1.1 Market Gaps Identification

1.2 Business Model Framework


2. Marketing and Positioning Recommendations

2.1 Branding Strategies

2.2 Product USPs


3. Distribution Plan

3.1 Urban Retail vs Rural NGO Tie-ups


4. Channel & Pricing Gaps

4.1 Underserved Routes

4.2 Pricing Bands


5. Unmet Demand & Latent Needs

5.1 Category Gaps

5.2 Consumer Segments


6. Customer Relationship

6.1 Loyalty Programs

6.2 After-sales Service


7. Value Proposition

7.1 Sustainability

7.2 Integrated Supply Chains


8. Key Activities

8.1 Regulatory Compliance

8.2 Branding

8.3 Distribution Setup


9. Entry Strategy Evaluation

9.1 Domestic Market Entry Strategy

9.1.1 Product Mix
9.1.2 Pricing Band
9.1.3 Packaging

9.2 Export Entry Strategy

9.2.1 Target Countries
9.2.2 Compliance Roadmap

10. Entry Mode Assessment

10.1 JV

10.2 Greenfield

10.3 M&A

10.4 Distributor Model


11. Capital and Timeline Estimation

11.1 Capital Requirements

11.2 Timelines


12. Control vs Risk Trade-Off

12.1 Ownership vs Partnerships


13. Profitability Outlook

13.1 Breakeven Analysis

13.2 Long-term Sustainability


14. Potential Partner List

14.1 Distributors

14.2 JVs

14.3 Acquisition Targets


15. Execution Roadmap

15.1 Phased Plan for Market Entry

15.1.1 Market Setup
15.1.2 Market Entry
15.1.3 Growth Acceleration
15.1.4 Scale & Stabilize

15.2 Key Activities and Milestones

15.2.1 Milestone Planning
15.2.2 Activity Tracking

Research Methodology

ApproachModellingSample

Phase 1: Approach1

Desk Research

  • Analysis of industry reports from Japanese logistics associations and government publications
  • Review of market trends and forecasts from trade journals and logistics magazines
  • Examination of economic indicators and trade statistics relevant to the 3PL sector in Japan

Primary Research

  • Interviews with logistics executives from leading 3PL providers in Japan
  • Surveys targeting supply chain managers across various industries utilizing 3PL services
  • Field interviews with operations managers at major distribution centers and warehouses

Validation & Triangulation

  • Cross-validation of findings through multiple data sources including government and industry reports
  • Triangulation of qualitative insights from interviews with quantitative data from surveys
  • Sanity checks conducted through expert panel discussions with industry veterans

Phase 2: Market Size Estimation1

Top-down Assessment

  • Estimation of total logistics expenditure in Japan as a baseline for 3PL market size
  • Segmentation of the market by industry verticals such as retail, automotive, and healthcare
  • Incorporation of trends in outsourcing logistics functions by Japanese firms

Bottom-up Modeling

  • Collection of operational data from key 3PL players regarding service volumes and pricing
  • Estimation of market share based on revenue figures from major logistics companies
  • Calculation of market size based on service type (e.g., transportation, warehousing, value-added services)

Forecasting & Scenario Analysis

  • Utilization of historical growth rates to project future market trends through 2030
  • Scenario modeling based on potential impacts of technological advancements and regulatory changes
  • Development of best-case, worst-case, and most-likely scenarios for market growth

Phase 3: CATI Sample Composition1

Scope Item/SegmentSample SizeTarget Respondent Profiles
Retail Logistics Management60Logistics Directors, Supply Chain Managers
Automotive Supply Chain Solutions50Procurement Managers, Operations Managers
Healthcare Logistics Services40Warehouse Managers, Compliance Officers
Food and Beverage Distribution45Quality Assurance Managers, Distribution Supervisors
E-commerce Fulfillment Strategies55eCommerce Operations Managers, Logistics Coordinators

Frequently Asked Questions

What is the current value of the Japan Third-party Logistics (3PL) Market?

The Japan Third-party Logistics (3PL) Market is valued at approximately USD 67 billion, driven by the increasing demand for efficient supply chain management and the rapid expansion of e-commerce.

Which cities are key players in the Japan 3PL Market?

What are the main service types in the Japan 3PL Market?

How is the transport mode segmented in the Japan 3PL Market?

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