【To Leaders Aiming for Innovation】Publication of Booklet "Management x Transformation" Compiling Recommendations for Management Reform Starting with Logistics!
Key facts
- 【To Leaders Aiming for Innovation】Publication of Booklet "Management x Transformation" Compiling Recommendations for Management Reform Starting with Logistics!
- The Japan Association for Logistics and Transport Systems (JILS) has published "Management x Transformation," a booklet that compiles recommendations for management reform starting with logistics, aimed at leaders pursuing innovation through logistics. This booklet explains how logistics is a source of corporate value creation, its relationship with financial indicators, case studies, and the roles of executives and CLOs, providing guidelines to turn logistics crises into opportunities.
- Source: PR Times
- Date: June 12, 2026
Direct answer
The Japan Association for Logistics and Transport Systems (JILS) has published "Management x Transformation," a booklet that compiles recommendations for management reform starting with logistics, aimed at leaders pursuing innovation through logistics. This booklet explains how logistics is a source of corporate value creation, its relationship with financial indicators, case studies, and the roles of executives and CLOs, providing guidelines to turn logistics crises into opportunities.
- Citation
- 【To Leaders Aiming for Innovation】Publication of Booklet "Management x Transformation" Compiling Recommendations for Management Reform Starting with Logistics! (June 12, 2026), PR Times
- Source
- PR Times
- Date
- June 12, 2026
The Japan Association for Logistics and Transport Systems (JILS) has published "Management x Transformation," a booklet that compiles recommendations for management reform starting with logistics, aimed at leaders pursuing innovation through logistics. This booklet explains how logistics is a source of corporate value creation, its relationship with financial indicators, case studies, and the roles of executives and CLOs, providing guidelines to turn logistics crises into opportunities.
📋 Article Processing Timeline
- 📰 Published: June 12, 2026 at 18:00
- 🔍 Collected: June 12, 2026 at 09:21
- 🤖 AI Analyzed: June 12, 2026 at 16:52 (7h 31m after Collected)
The Japan Association for Logistics and Transport Systems (JILS) has published "Management x Transformation," a booklet compiling recommendations for management reform starting with logistics, aimed at leaders pursuing innovation through logistics.
Cover of "Management x Transformation"
Purpose of Publishing "Management x Transformation"
Japan's logistics infrastructure is currently facing an unprecedented crisis. Companies, including shippers, are being forced into fundamental reforms due to revisions in logistics-related laws. In this turbulent environment, our association formed the "Special Committee for Promoting Logistics Innovation" and published this booklet to clarify that logistics is a strategic function contributing to the enhancement of corporate value and to support the practice of corporate transformation.
What "Management x Transformation" Conveys
This booklet conveys the following to corporate executives and CLOs (Chief Logistics Officers):
Logistics as a Source of Corporate Value Creation
It emphasizes that logistics, previously viewed as a "cost center," is evolving into a "process for generating added value." It also highlights the importance of logistics in responding to external environmental changes and creating "non-financial value" (such as ESG).
Importance of Understanding the Relationship Between Logistics and Financial Indicators
Among corporate financial indicators, it points to Return on Invested Capital (ROIC) and Cash Conversion Cycle (CCC), illustrating the causal structure between these indicators and various logistics activities, and the importance of management decisions based on this understanding.
Advanced Case Studies of Corporate Transformation Starting with Logistics
It organizes how initiatives such as automation of logistics centers, optimization of transportation, and visualization of supply chains contribute to ROIC improvement and non-financial value creation, and presents specific examples of diverse logistics reforms both domestically and internationally.
Role of Executives and CLOs in Transforming the Entire Supply Chain
It offers hints such as necessary thinking and checklists for executives and CLOs to lead and promote corporate transformation by involving stakeholders across the entire supply chain.
Can we transform logistics crises into opportunities and create new value starting with logistics? We hope this booklet reaches leaders aiming for innovation and contributes to accelerating innovation through logistics for future generations.
Table of Contents for "Management x Transformation"
Chapter 1: Logistics as a Pillar of Management Strategy
Chapter 2: The Overall Picture of Logistics x Management
Chapter 3: Learning Corporate Transformation Starting with Logistics from Case Studies
Chapter 4: Guidelines for "CLOs as Executives" and "CLO Organizations"
Recommendations: What to Do for "Management x Transformation"
Changes in the Value of Logistics Functions in Corporate Management (from Chapter 1)
Diagram of Logistics Constraints and Their Impact on Management Indicators (from Chapter 2)
Relationship Between Logistics Measures and ROIC Components (from Chapter 3)
CLO Organizational Chart (from Chapter 4)
Click here for the "Management x Transformation" booklet (PDF)
Booklet Information
Title
"Management x Transformation" for Leaders Aiming for Innovation Through Logistics
Publisher
Special Committee for Promoting Logistics Innovation, Japan Association for Logistics and Transport Systems
Publication Date
March 2026
About the Japan Association for Logistics and Transport Systems
The Japan Association for Logistics and Transport Systems was established on June 10, 1992, as a corporate juridical person jointly supervised by the Ministry of International Trade and Industry (now the Ministry of Economy, Trade and Industry) and the Ministry of Transport (now the Ministry of Land, Infrastructure, Transport and Tourism), through the merger of the Japan Association of Physical Distribution (established October 1970, renamed Japan Association for Logistics and Transport Systems on April 1, 1991) and the Japan Logistics Management Council (established November 1970). Subsequently, due to the reform of the public interest corporation system, it was certified as a public interest corporation by the Cabinet Office and transitioned to a public interest incorporated association on August 2, 2010, and continues to operate to this day.
Association Overview
Organization Name: Japan Association for Logistics and Transport Systems
Headquarters Address: Suzue Palladium 3F, 1-15-1 Kaigan, Minato-ku, Tokyo 105-0022, Japan
Chairman: Tetsuji Ohashi (Special Advisor, Komatsu Ltd.)
Business Activities: Research and development, promotion and awareness activities, human resource development, and exchange promotion in logistics.
Established: June 10, 1992
HP: https://www1.logistics.or.jp/
Cover of "Management x Transformation"
Purpose of Publishing "Management x Transformation"
Japan's logistics infrastructure is currently facing an unprecedented crisis. Companies, including shippers, are being forced into fundamental reforms due to revisions in logistics-related laws. In this turbulent environment, our association formed the "Special Committee for Promoting Logistics Innovation" and published this booklet to clarify that logistics is a strategic function contributing to the enhancement of corporate value and to support the practice of corporate transformation.
What "Management x Transformation" Conveys
This booklet conveys the following to corporate executives and CLOs (Chief Logistics Officers):
Logistics as a Source of Corporate Value Creation
It emphasizes that logistics, previously viewed as a "cost center," is evolving into a "process for generating added value." It also highlights the importance of logistics in responding to external environmental changes and creating "non-financial value" (such as ESG).
Importance of Understanding the Relationship Between Logistics and Financial Indicators
Among corporate financial indicators, it points to Return on Invested Capital (ROIC) and Cash Conversion Cycle (CCC), illustrating the causal structure between these indicators and various logistics activities, and the importance of management decisions based on this understanding.
Advanced Case Studies of Corporate Transformation Starting with Logistics
It organizes how initiatives such as automation of logistics centers, optimization of transportation, and visualization of supply chains contribute to ROIC improvement and non-financial value creation, and presents specific examples of diverse logistics reforms both domestically and internationally.
Role of Executives and CLOs in Transforming the Entire Supply Chain
It offers hints such as necessary thinking and checklists for executives and CLOs to lead and promote corporate transformation by involving stakeholders across the entire supply chain.
Can we transform logistics crises into opportunities and create new value starting with logistics? We hope this booklet reaches leaders aiming for innovation and contributes to accelerating innovation through logistics for future generations.
Table of Contents for "Management x Transformation"
Chapter 1: Logistics as a Pillar of Management Strategy
Chapter 2: The Overall Picture of Logistics x Management
Chapter 3: Learning Corporate Transformation Starting with Logistics from Case Studies
Chapter 4: Guidelines for "CLOs as Executives" and "CLO Organizations"
Recommendations: What to Do for "Management x Transformation"
Changes in the Value of Logistics Functions in Corporate Management (from Chapter 1)
Diagram of Logistics Constraints and Their Impact on Management Indicators (from Chapter 2)
Relationship Between Logistics Measures and ROIC Components (from Chapter 3)
CLO Organizational Chart (from Chapter 4)
Click here for the "Management x Transformation" booklet (PDF)
Booklet Information
Title
"Management x Transformation" for Leaders Aiming for Innovation Through Logistics
Publisher
Special Committee for Promoting Logistics Innovation, Japan Association for Logistics and Transport Systems
Publication Date
March 2026
About the Japan Association for Logistics and Transport Systems
The Japan Association for Logistics and Transport Systems was established on June 10, 1992, as a corporate juridical person jointly supervised by the Ministry of International Trade and Industry (now the Ministry of Economy, Trade and Industry) and the Ministry of Transport (now the Ministry of Land, Infrastructure, Transport and Tourism), through the merger of the Japan Association of Physical Distribution (established October 1970, renamed Japan Association for Logistics and Transport Systems on April 1, 1991) and the Japan Logistics Management Council (established November 1970). Subsequently, due to the reform of the public interest corporation system, it was certified as a public interest corporation by the Cabinet Office and transitioned to a public interest incorporated association on August 2, 2010, and continues to operate to this day.
Association Overview
Organization Name: Japan Association for Logistics and Transport Systems
Headquarters Address: Suzue Palladium 3F, 1-15-1 Kaigan, Minato-ku, Tokyo 105-0022, Japan
Chairman: Tetsuji Ohashi (Special Advisor, Komatsu Ltd.)
Business Activities: Research and development, promotion and awareness activities, human resource development, and exchange promotion in logistics.
Established: June 10, 1992
HP: https://www1.logistics.or.jp/
FAQ
Why can logistics be a starting point for management reform?
Because it is evolving from the perception of a cost center to a strategic function that contributes to value creation and the generation of non-financial value such as ESG.
How are financial indicators like ROIC and CCC related to logistics?
The efficiency and optimization of logistics activities directly contribute to improving ROIC (profitability) and shortening CCC (cash efficiency), making them crucial elements for management decisions.
What kind of companies have succeeded in reforms starting with logistics?
There are domestic and international companies that have achieved concrete results by promoting the automation of logistics centers, optimization of transportation routes, and visualization of the entire supply chain.
What should executives and CLOs do for reform?
It is required to involve stakeholders across the entire supply chain, share the necessity of reform, and lead the execution based on concrete plans.
Who can benefit from this booklet?
It is beneficial for leaders, executives, and Chief Logistics Officers (CLOs) of companies aiming for innovation through logistics.