Yamato Group's SST and Fujitsu: Collaborating for Resilient and Net Positive Logistics
Article | 2025-11-10
10 minute read
In the dynamic landscape of modern logistics, two pressing challenges demand immediate attention: the "2024 logistics problem" arising from driver long-hour regulations and labor shortages, and the imperative to mitigate climate change. While many grapple with these issues, a pioneering spirit is emerging from Japan's logistics sector. Sustainable Shared Transport Co., Ltd. (SST), a subsidiary of the logistics Yamato Group, is leading the charge by implementing an innovative shared delivery system. This system consolidates goods from multiple shippers into single trucks, aiming to establish a truly sustainable logistics ecosystem.
To gain deeper understanding into this transformative initiative, we brought together Mr. Harunobu Nagase, General Manager of Corporate Planning at SST, and Tsuyoshi Nishimura, Account General Manager (AGM) at Fujitsu. Their discussion sheds light on the strategic imperatives for achieving Net Positive logistics (*1) — a paradigm where business growth directly drives solutions to critical societal challenges.
The Vision: SST's Net Positive Logistics Transformation
Nishimura (Fujitsu):
Today, the Net Positive mindset – actively generating positive impacts on society and the environment, rather than merely reducing environmental burdens – is becoming crucial for business success.
Mr. Harunobu Nagase is driving this Net Positive logistics transformation at SST, which offers an open platform service allowing multiple companies to share a single truck for cargo transport. Mr. Nagase, could you tell us what you find particularly innovative about SST's initiatives?
Nagase (SST):
What sets this initiative apart is the collaborative spirit. Logistics operators are now partnering directly with shippers to tackle these systemic challenges.
SST, established by Yamato Holdings in 2024, was conceived to address two monumental societal issues: the looming "logistics crunch" – often referred to as Japan's "2024 logistics problem" – and the global climate crisis.
Historically, inter-company transportation in Japan has been inefficient, with each company often deploying its own dedicated transport system. This "private jet" model means that while a vehicle might be reserved, it's rarely fully utilized, leading to wasted capacity and increased emissions.
SST radically redefines this. We operate on a 'scheduled airline' model, transporting cargo on pre-defined routes, much like booking a seat on a commercial flight. This approach ensures high vehicle utilization and offers both shippers and logistics providers a stable, predictable, and exceptionally efficient operation.
Nishimura (Fujitsu):
Did you face significant hurdles in pioneering this new model?
Nagase (SST):
Absolutely. For shippers, adopting a reservation-based, planned logistics system requires a fundamental shift in traditional operational mindsets. We recognize this is a journey, and we're still midway through fostering widespread adoption. Beyond behavioral changes, practical issues like standardizing pallets (*2) across the industry also present ongoing challenges, and we are committed to addressing each of these systematically, one by one.
Fujitsu's involvement with SST stems from the “Cross-ministerial Strategic Innovation Promotion Program (SIP),” a public–private partnership project initiated by Japan's Cabinet Office in 2018. Through this project, Fujitsu collaborated with the Yamato Group and other industry players to discuss challenges within the logistics sector and explore optimal strategies for entire supply chain optimization. Leveraging the insights gained from this initiative, Fujitsu partnered with SST in 2025, committing to jointly realize sustainable logistics.
Fujitsu's Role: Powering SST's Platform with Advanced Technology
Nishimura (Fujitsu):
At the heart of SST's open platform lies a robust technological infrastructure, primarily focusing on access rights control. This foundational layer creates an environment of trust, rigorously managing data visibility and ensuring that sensitive information is only shared with authorized parties.
Furthermore, we leverage blockchain technology to guarantee data integrity, providing transparent traceability and robust protection against tampering. The entire operational workflow – from order processing, planning, booking, and matching, through to real-time tracking – is meticulously supported by Fujitsu's comprehensive Uvance (*3) offerings.
Our initial achievements are substantial: beyond significant operational efficiency gains, we've already facilitated a reduction of approximately 10 tons of CO2 emissions. Our ongoing collaboration aims to further refine lead time adjustments and enhance visualization tools to optimize supply and demand balancing across the network.
Mr. Nagase, when orchestrating such a complex initiative involving numerous stakeholders, a common challenge is grappling with a general agreement on vision but specific disagreements on implementation. How did you navigate fostering genuine collaboration?
Nagase (SST):
That's a very insightful point. While many agree with our vision, some do perceive high hurdles regarding cost increases and operational changes.
For instance, in one manufacturer's case, when we took over their Osaka to Sendai route, it involved three transshipment points – Hamamatsu, Atsugi, and Fukushima. The client was initially concerned about whether these multiple transfers could be handled without issues. Through thorough discussions and clear explanations about the operational procedures, we were able to gain their understanding, and the transportation is now proceeding smoothly. It is crucial to communicate carefully with shippers, as they are asked to adjust their existing operations.
Furthermore, we are actively working to help shippers utilize SST as one of their transportation options. This includes providing information and support for logistics efficiency, such as visualizing CO2 reductions using the greenhouse gas emission visualization tool developed with Fujitsu, and offering guidance on their due diligence requirements for improving loading rates and shortening cargo retention times.
Nishimura (Fujitsu):
Fujitsu's technology brings two fundamental values to this partnership. Firstly, our expertise in data management and security underpins trust, building a reliable communication framework with our customers. Secondly, we cultivate an environment that invites broader participation by enabling business expansion and efficiencies that would be unattainable for individual companies operating in isolation.
I was particularly impressed by Mr. Nagase's approach to partnership building. Rather than 'cornering' customers into participation, he prioritized offering them compelling choices, a strategy I deeply resonated with.
Strategic Co-creation: Key to Net Positive Success
Nagase (SST):
I firmly believe that Net Positive is not just desirable but essential for building a healthier, more prosperous society. For us, driving logistics efficiency extends beyond merely reducing greenhouse gas emissions; it's about fortifying the entire supply chain and, by extension, revitalizing the Japanese economy.
The critical concept here is "Co-creation." As an operator, our transport partners are absolutely indispensable. It is imperative that we accurately assess our own strengths, identify our unique characteristics, and pinpoint any functional gaps. Only then can we strategically seek out the most suitable partners. In an era where the pace of industrial change is profoundly accelerating, the willingness to embrace fearless challenges – acknowledging that some may lead to valuable learning experiences rather than immediate success – will become increasingly vital for future resilience and innovation.
Nishimura (Fujitsu):
I agree. This collaboration has clearly reinforced my belief that achieving Net Positive goals requires companies to be fully committed to embracing change, actively participating, and working together through co-creation.
Achieving Net Positive is difficult without robust partnerships. It demands collaboratively identifying challenges, working together to overcome them, and ultimately, ensuring mutual, sustainable success. This collaborative spirit defines genuine partnership, and both SST and Fujitsu are committed to continuing this transformative journey together.
Fujitsu is dedicated to empowering companies through the Advancing Net Positive Agenda. This includes the Net Positive Assessment Tool, designed to objectively evaluate an organization's maturity and strategic positioning regarding Net Positive. By answering 17 questions, companies can gain clear insights into their current phase and score, providing a roadmap for advancement. We invite you to experience this powerful assessment tool.
(*1) Net Positive: A business approach in which companies aim not only to reduce their social and environmental footprint, but also to actively create positive impacts that contribute to the long-term sustainability of people and the planet.
(*2) Pallet: A standardized, portable platform critical for efficient handling, storage, and transportation of goods in supply chains.
(*3) Uvance: Fujitsu's strategic business framework dedicated to leveraging technology for solving global societal challenges and achieving sustainable growth.
Harunobu Nagase
General manager, corporate planning department, Sustainable Shared Transport Inc.,
Green innovation development department, Yamato Transport Co., Ltd.
Harunobu began his career at Yamato Transport Co., Ltd. in 2014. For approximately nine years, he was engaged in new business planning and development, including lifestyle support services ("Neko-Sapo") and solutions for regional challenges. In 2024, he assumed his current position, overseeing the establishment of SST—a company with the vision of 'making Japanese logistics sustainable'—as well as its management strategy formulation and overall business administration.
Tsuyoshi Nishimura
Fujitsu Account General Manager
Tsuyoshi joined Fujitsu Limited in 1998. He has driven business expansion by solving challenges for logistics industry clients in areas such as transportation, logistics centers, and 3PL support (logistics outsourcing assistance). Additionally, he has supported logistics businesses inherent in clients from other industries. He also engaged in research and development aimed at improving the efficiency of logistics services as part of a challenge under the Cabinet Office's Strategic Innovation Promotion Program. He assumed his current position in 2021.
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