[Case Study] Tokyu Leverages Backlog Group-wide to Realize Large-scale System Renewal for 2.5 Million Members
Tokyu Corporation introduced Nulab's 'Backlog' for a massive overhaul of its 2.5 million-member point system. By building a mechanism for group-wide information sharing and knowledge inheritance, they achieved smooth project management aimed at a February 2026 release.
📋 Article Processing Timeline
- 📰 Published: April 28, 2026 at 19:00
- 🔍 Collected: April 28, 2026 at 10:31
- 🤖 AI Analyzed: April 28, 2026 at 15:17 (4h 45m after Collected)
Nulab Inc. (HQ: Fukuoka City, Fukuoka Prefecture; hereinafter 'Nulab') provides the project and task management tool 'Backlog,' which has been adopted by Tokyu Corporation (HQ: Shibuya-ku, Tokyo; hereinafter 'Tokyu') as an operational foundation that integrally supports everything from project promotion to operation, maintenance, and knowledge inheritance.
At Tokyu, the renewal of the system infrastructure for a service with approximately 2.5 million members prompted the promotion of centralized information management using Backlog. By managing everything from a large-scale project—the first in 20 years—to post-release customer support and system error responses within the same environment, they built a structure where project development and operations are not fragmented. Currently, by accumulating and sharing tasks, response histories, and the reasoning behind decisions, a mechanism has been established where the workflow is visualized and knowledge is passed down.
*The following comments are excerpted, edited, and reconstructed from the case study article 'System Renewal Supporting a 2.5 Million Member Base: How Tokyu Realized a "Self-Propelling Project" Across the Group with Backlog.'
■ Background of 'Backlog' Implementation
In 2023, Tokyu launched a large-scale project to renew the mobile app and member website systems for 'TOKYU POINT,' a group-wide point service with about 2.5 million members, for the first time in approximately 20 years.
As this project involved Tokyu's internal development department, multiple group companies, and approximately 20 related systems, coordinating requirements and building consensus required significant man-hours.
In response to this situation, 'Backlog,' which had a track record of use in existing projects, was introduced as a project management tool that could be used by both system and business departments.
■ Initiatives Using 'Backlog'
Forming Common Understanding through Operation Rules and Templates
In project planning, the use of Backlog was clearly stated, and operation rules were consolidated on the Wiki. By utilizing task templates to standardize assignees, deadlines, and completion conditions, they created an environment where team members could proceed with work based on a common understanding of task granularity and deadlines.
Promoting Consensus through Visualization of Decision-Making Processes
By recording not only decisions but also the process and background of discussions in tasks and comments, they realized a state where anyone can trace 'why that decision was made,' which cannot be read from design documents alone. The practice of recording in Backlog rather than just verbal requests has become established, preventing gaps in understanding across departments as decision-making progresses.
Utilizing Backlog as a Foundation for the Post-Release Operation Phase
After the system release, projects for handling failures and managing bugs were launched on Backlog and are being used continuously. They built a system where high-priority system alerts are automatically created as tasks, and customer inquiries and bugs detected on-site are consolidated in the same environment.
This prevents risks due to missed tasks at an early stage, while accumulated information is shared within the organization, establishing a mechanism for knowledge inheritance across generations.
■ Comments from Tokyu Corporation Representatives
(From left: Mr. Egawa, Director of Digital Platform Marketing Group; Mr. Yamakawa, Counselor of Digital Platform IT Solution Group and Digital Platform Marketing Group; Mr. Suzuki and Mr. Hashimoto, Senior Staff of Digital Platform IT Solution Group and Digital Platform Marketing Group)
By building a structure that can integrally manage everything from large-scale system renewal to the operation phase, changes have emerged in how projects proceed and how information is shared.
The renewal of a large-scale system, which was once abandoned due to management limits, was able to reach its release in February 2026 by utilizing Backlog. Visualization of information has made it easier to discover missed tasks and risks early, and a 'culture of leaving evidence,' where members organize points of contention and consult with each other, is taking root. As the entire project process was accumulated as a record, knowledge is shared within the organization, making handovers to new members smoother.
Going forward, we also consider using the 'Backlog AI Assistant' to further accelerate autonomous actions across the team.
As the working population decreases, it is said that the members and employment forms constituting a 'team' will diversify. Nulab will accumulate daily information under such an environment, support the progress of teams, and create experiences where people can feel 'I'm glad I could work with this team.'
Nulab will continue to enable customers working in diverse occupations, industries, and teams of various sizes to achieve usage that fits their needs and environment.
At Tokyu, the renewal of the system infrastructure for a service with approximately 2.5 million members prompted the promotion of centralized information management using Backlog. By managing everything from a large-scale project—the first in 20 years—to post-release customer support and system error responses within the same environment, they built a structure where project development and operations are not fragmented. Currently, by accumulating and sharing tasks, response histories, and the reasoning behind decisions, a mechanism has been established where the workflow is visualized and knowledge is passed down.
*The following comments are excerpted, edited, and reconstructed from the case study article 'System Renewal Supporting a 2.5 Million Member Base: How Tokyu Realized a "Self-Propelling Project" Across the Group with Backlog.'
■ Background of 'Backlog' Implementation
In 2023, Tokyu launched a large-scale project to renew the mobile app and member website systems for 'TOKYU POINT,' a group-wide point service with about 2.5 million members, for the first time in approximately 20 years.
As this project involved Tokyu's internal development department, multiple group companies, and approximately 20 related systems, coordinating requirements and building consensus required significant man-hours.
In response to this situation, 'Backlog,' which had a track record of use in existing projects, was introduced as a project management tool that could be used by both system and business departments.
■ Initiatives Using 'Backlog'
Forming Common Understanding through Operation Rules and Templates
In project planning, the use of Backlog was clearly stated, and operation rules were consolidated on the Wiki. By utilizing task templates to standardize assignees, deadlines, and completion conditions, they created an environment where team members could proceed with work based on a common understanding of task granularity and deadlines.
Promoting Consensus through Visualization of Decision-Making Processes
By recording not only decisions but also the process and background of discussions in tasks and comments, they realized a state where anyone can trace 'why that decision was made,' which cannot be read from design documents alone. The practice of recording in Backlog rather than just verbal requests has become established, preventing gaps in understanding across departments as decision-making progresses.
Utilizing Backlog as a Foundation for the Post-Release Operation Phase
After the system release, projects for handling failures and managing bugs were launched on Backlog and are being used continuously. They built a system where high-priority system alerts are automatically created as tasks, and customer inquiries and bugs detected on-site are consolidated in the same environment.
This prevents risks due to missed tasks at an early stage, while accumulated information is shared within the organization, establishing a mechanism for knowledge inheritance across generations.
■ Comments from Tokyu Corporation Representatives
(From left: Mr. Egawa, Director of Digital Platform Marketing Group; Mr. Yamakawa, Counselor of Digital Platform IT Solution Group and Digital Platform Marketing Group; Mr. Suzuki and Mr. Hashimoto, Senior Staff of Digital Platform IT Solution Group and Digital Platform Marketing Group)
By building a structure that can integrally manage everything from large-scale system renewal to the operation phase, changes have emerged in how projects proceed and how information is shared.
The renewal of a large-scale system, which was once abandoned due to management limits, was able to reach its release in February 2026 by utilizing Backlog. Visualization of information has made it easier to discover missed tasks and risks early, and a 'culture of leaving evidence,' where members organize points of contention and consult with each other, is taking root. As the entire project process was accumulated as a record, knowledge is shared within the organization, making handovers to new members smoother.
Going forward, we also consider using the 'Backlog AI Assistant' to further accelerate autonomous actions across the team.
As the working population decreases, it is said that the members and employment forms constituting a 'team' will diversify. Nulab will accumulate daily information under such an environment, support the progress of teams, and create experiences where people can feel 'I'm glad I could work with this team.'
Nulab will continue to enable customers working in diverse occupations, industries, and teams of various sizes to achieve usage that fits their needs and environment.