Daiwa Butsuryu Launches "Logistics Innovation Project" Integrating Manufacturing Know-how (Newsletter)
Daiwa Butsuryu Co., Ltd. officially launched its "Logistics Innovation Project" on April 2, 2026. With support from Yokogawa Manufacturing Co., Ltd., a subsidiary of Yokogawa Electric, the project aims to integrate advanced standardization and quality control methods from manufacturing into logistics operations. This initiative seeks to eliminate reliance on individual expertise, establish a system for consistently providing enhanced "Daiwa Butsuryu Quality" nationwide, and build strong partnerships to support client supply chains in a rapidly changing logistics environment.
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Daiwa Butsuryu Co., Ltd. (Headquarters: Nishi-ku, Osaka; President: Katsuhiro Sugiyama), a member of the Daiwa House Group, officially launched its "Logistics Innovation Project" on April 2, 2026, with the aim of building a sustainable growth foundation.
Under the accompanying support of Yokogawa Manufacturing Co., Ltd., a subsidiary of Yokogawa Electric Corporation, this project introduces the company's organizational transformation methods, integrating advanced standardization and quality control techniques cultivated in manufacturing sites into logistics operations. This will eliminate reliance on individual expertise and establish a system capable of consistently providing enhanced "Daiwa Butsuryu Quality," equipped with safety and efficiency, at all locations nationwide. In a rapidly changing logistics environment, the project aims to build partnerships that will robustly support the supply chains of client companies well into the future.
[Scene from the "Logistics Innovation Project" Kick-off]
1. Background and Purpose of the "Logistics Innovation Project"
Currently, the logistics industry is seeing an acceleration of "logistics innovation" efforts, aiming to streamline logistics through the establishment of digital infrastructure and standardization of operations, and to transition to sustainable systems. However, individual logistics centers are often required to design operations tailored to the systems and standards of each client, leading to variations in service quality and content.
To address these challenges, our company aims to promote standardization across locations and unify quality, striving to provide stable logistics services. As part of this effort, we focused on Yokogawa Manufacturing's "YOKOGAWA Method," which has achieved standardization and organizational innovation through DX in the manufacturing industry. By incorporating advanced know-how from a different industry like manufacturing into the logistics industry and integrating it with our nationwide network, we aim to create fundamental innovation.
This project aims not only to eliminate reliance on individual expertise but also to evolve into a "learning organization" that fosters autonomous growth at the operational level. As a core project to materialize the "strengthening of on-site and execution capabilities to embody an optimal logistics environment," which is a key management foundation strengthening measure in the "8th Medium-Term Management Plan" launched this fiscal year, we will expand our activities company-wide.
2. Initiatives
・Phase 1: Standardization at Model Centers
First, as a foundation-building phase, the "Osaka South Logistics Center" in Nishinari-ku, Osaka City, has been selected as a model center. Here, we will visualize and standardize logistics operations that were previously dependent on individual expertise. We will establish measurable targets (KPIs) and build a "standard model" that allows for quantitative evaluation and judgment of improvement activity results.
・Phase 2: Training of Evangelists and On-site Managers
We will train evangelists (missionaries) who will disseminate the "standard model" established at the model center throughout the company. By building a "self-driving organization" where on-site and support departments work together to continuously drive transformation at each location, we aim to enhance organizational strength based on human capital management.
[Diagram of "Logistics Innovation Project" Initiatives]
[Roadmap for Model Center]
3. Future Developments
Moving forward, through verification at the model center, we will establish a "standard model" that systematizes on-site wisdom. Subsequently, with the trained evangelists at its core, we will expand on-site-led improvement activities company-wide.
By establishing these on-site-led activities as a company-wide culture through this project, we aim to foster a "self-driving organizational culture" that thinks and acts autonomously. This will enable us to build robust on-site capabilities and strive for continuous improvement in corporate value, even in a rapidly changing market environment.
4. Comments
・Katsuhiro Sugiyama, President and Representative Director, Daiwa Butsuryu Co., Ltd.
― "Building a foundation for the future of Daiwa Butsuryu through transformation into a 'self-driving organization'" ―
For sustainable growth, it is essential to move away from "reliance on individual experience" and establish a system that can provide "consistent high quality" nationwide. In today's intensifying environment, to pass on valuable on-site wisdom to the next generation, we must create an "organizational culture" that learns and acts autonomously.
With the accompanying support of Yokogawa Manufacturing Co., Ltd., we aim to evolve into an organization that learns, thinks, and acts autonomously, build robust and flexible on-site capabilities, and strive to be a true logistics partner continuously chosen by our customers.
・Masato Katsuki, Executive Advisor, Digital Solutions Business Headquarters, Yokogawa Electric Corporation
― "Focusing on human resource development and transformation into a 'learning organization'" ―
To realize Daiwa Butsuryu's vision of "high-quality service no matter where you rely on us," it is essential to transform into a "learning organization" where each individual on-site thinks and acts autonomously. Our role is to maximize the inherent capabilities of the on-site personnel and establish a culture where improvement is a daily routine. Through this project, we will not only create mechanisms such as standardization and KPI management but also foster the next generation.
Under the accompanying support of Yokogawa Manufacturing Co., Ltd., a subsidiary of Yokogawa Electric Corporation, this project introduces the company's organizational transformation methods, integrating advanced standardization and quality control techniques cultivated in manufacturing sites into logistics operations. This will eliminate reliance on individual expertise and establish a system capable of consistently providing enhanced "Daiwa Butsuryu Quality," equipped with safety and efficiency, at all locations nationwide. In a rapidly changing logistics environment, the project aims to build partnerships that will robustly support the supply chains of client companies well into the future.
[Scene from the "Logistics Innovation Project" Kick-off]
1. Background and Purpose of the "Logistics Innovation Project"
Currently, the logistics industry is seeing an acceleration of "logistics innovation" efforts, aiming to streamline logistics through the establishment of digital infrastructure and standardization of operations, and to transition to sustainable systems. However, individual logistics centers are often required to design operations tailored to the systems and standards of each client, leading to variations in service quality and content.
To address these challenges, our company aims to promote standardization across locations and unify quality, striving to provide stable logistics services. As part of this effort, we focused on Yokogawa Manufacturing's "YOKOGAWA Method," which has achieved standardization and organizational innovation through DX in the manufacturing industry. By incorporating advanced know-how from a different industry like manufacturing into the logistics industry and integrating it with our nationwide network, we aim to create fundamental innovation.
This project aims not only to eliminate reliance on individual expertise but also to evolve into a "learning organization" that fosters autonomous growth at the operational level. As a core project to materialize the "strengthening of on-site and execution capabilities to embody an optimal logistics environment," which is a key management foundation strengthening measure in the "8th Medium-Term Management Plan" launched this fiscal year, we will expand our activities company-wide.
2. Initiatives
・Phase 1: Standardization at Model Centers
First, as a foundation-building phase, the "Osaka South Logistics Center" in Nishinari-ku, Osaka City, has been selected as a model center. Here, we will visualize and standardize logistics operations that were previously dependent on individual expertise. We will establish measurable targets (KPIs) and build a "standard model" that allows for quantitative evaluation and judgment of improvement activity results.
・Phase 2: Training of Evangelists and On-site Managers
We will train evangelists (missionaries) who will disseminate the "standard model" established at the model center throughout the company. By building a "self-driving organization" where on-site and support departments work together to continuously drive transformation at each location, we aim to enhance organizational strength based on human capital management.
[Diagram of "Logistics Innovation Project" Initiatives]
[Roadmap for Model Center]
3. Future Developments
Moving forward, through verification at the model center, we will establish a "standard model" that systematizes on-site wisdom. Subsequently, with the trained evangelists at its core, we will expand on-site-led improvement activities company-wide.
By establishing these on-site-led activities as a company-wide culture through this project, we aim to foster a "self-driving organizational culture" that thinks and acts autonomously. This will enable us to build robust on-site capabilities and strive for continuous improvement in corporate value, even in a rapidly changing market environment.
4. Comments
・Katsuhiro Sugiyama, President and Representative Director, Daiwa Butsuryu Co., Ltd.
― "Building a foundation for the future of Daiwa Butsuryu through transformation into a 'self-driving organization'" ―
For sustainable growth, it is essential to move away from "reliance on individual experience" and establish a system that can provide "consistent high quality" nationwide. In today's intensifying environment, to pass on valuable on-site wisdom to the next generation, we must create an "organizational culture" that learns and acts autonomously.
With the accompanying support of Yokogawa Manufacturing Co., Ltd., we aim to evolve into an organization that learns, thinks, and acts autonomously, build robust and flexible on-site capabilities, and strive to be a true logistics partner continuously chosen by our customers.
・Masato Katsuki, Executive Advisor, Digital Solutions Business Headquarters, Yokogawa Electric Corporation
― "Focusing on human resource development and transformation into a 'learning organization'" ―
To realize Daiwa Butsuryu's vision of "high-quality service no matter where you rely on us," it is essential to transform into a "learning organization" where each individual on-site thinks and acts autonomously. Our role is to maximize the inherent capabilities of the on-site personnel and establish a culture where improvement is a daily routine. Through this project, we will not only create mechanisms such as standardization and KPI management but also foster the next generation.