Japan’s ONE Network Starts Operations as World’s Sixth-Largest Container Shipping Line

This move is establishing ONE as a force in global trade, consolidating the combined assets of three Japanese kaisha into a unified network and accelerating capacity growth. By aligning NYK, MOL, and Kawasaki Kisen Kaisha fleets, ONE now operates roughly 240 ships with total capacity near 2.0 million TEU, providing more reliable schedules for this market and broader routing options for customers.

To support the expanded network, ONE is establishing offices in key hubs–Tokyo, Singapore, Rotterdam–to accelerate domestic operations and serve cross-border traffic better. The plan follows a government-backed agreement to streamline port calls and cargo transfers, enabling faster clearance and reduced dwell time. Additionally, the framework will establecer standardized data exchange and risk controls to support predictable operations.

ONE levers fintech partnerships to streamline payments and optimize supply-chain visibility, to enable faster processing and to create flexible options while meeting stringent regulatory requisitos. The platform ties rate quotes, booking, and container tracking, delivering a seamless experience for importers and exporters.

This move strengthens ONE’s competitivo position after the merger, delivering predictable capacidad deployment and reliable schedules for domestic logistics, which helps retailers and manufacturers plan better. Paired with synchronized schedules across Asia, Europe, and the Americas, customers gain consistent transit times and more robust contingency opciones.

Recommendation: engage with ONE’s network to expand options for global procurement; align supply contracts with the monthly sailing plan; seek included service levels and enforce agreement terms with port authorities; to meet the general requisitos of your supply chain, start with a small pilot on high-volume lanes and scale up as performance data confirms reliability.

Practical coverage plan: ONE Network launch and Japanese company formation (KK vs GK)

Recommendation: establish a joint-stock Kabushiki Kaisha (KK) in Japan to anchor the ONE Network rollout. This structure is best for credibility, foreign-affiliated partnerships, and ease of capital access, and it would support the next phase of making the line’s operations scalable. Registration should be completed within 30 days of the announced launch, with fiscal registration aligned to the corporate calendar. The established business will operate the core logistics activities and integrate with global partners this quarter, while enabling paypay payments to enhance convenience for shippers and carriers.

• KK (joint-stock) advantages – best alignment with international clients and investors; established governance, transparent line between Japan and global operations; capacity to issue shares to raise capital; supports experienced management and governance needed for large container movements; supports a robust fiscal framework.
• GK advantages – straightforward, fast setup and lower initial compliance burden; suitable for rapid start and small to mid-size operations; would be preferred if speed to market outweighs the need for immediate equity flexibility; can be used as a transitional partner entity if needed.
• Decision guidance – for foreign-affiliated partners and a high-volume launch, KK offers the most effective framework to operate the established business, integrate with the ONE line, and carry long-term growth; GK remains a viable option if rapid start and minimal capital are priority.

1. Decision timing – finalize KK vs GK within 2 weeks after the announced launch, then proceed to registration path that best matches the chosen form; this keeps the project moving and reduces delays.
2. Registration plan – complete name search, articles of incorporation (for KK) or articles of organization (for GK), appoint representative directors, and secure registration with the Legal Affairs Bureau; ensure the registration aligns with corporate governance requirements and fiscal obligations.
3. Capital and banking – open a local corporate bank account, deposit initial capital (even if modest for GK or higher for KK), and set up accounting with a local firm experienced in maritime logistics to support next-year reporting and audits; prepare for a fiscal year aligned to the calendar or project-based schedule.
4. Governance and staffing – appoint a small executive team with international experience to operate the line between Japan and other regions; establish internal controls, risk management, and reporting lines to ensure compliance and efficiency.
5. Systems integration – implement core ERP, fleet and capacity planning tools, and ONE Network integration; configure data feeds, port-call schedules, and container tracking to enable seamless operations across areas served by the line.
6. Payments and convenience – enable paypay integration for customer payments and supplier settlements; test end-to-end workflows to ensure smooth cash flow and user experience for freight forwarding partners and shippers.
7. Go-to-market readiness – publish service-level commitments, establish port coverage maps, and set KPIs for capacity utilization, on-time performance, and customer satisfaction; align with the line’s announced service routes and next milestones.

Coverage and capacity plan to support the launch: the initial focus is on high-volume areas where ONE already has brand recognition and established lanes, with a target to expand capacity within 12 months through the new entity’s fleet or charter arrangements. This approach centers on areas with dense trade lanes between Asia, Europe, and North America, ensuring the line can carry a steady flow of cargo and maintain service reliability. The structure will operate the core business within the port clusters that drive most container movements, then extend to additional areas as demand grows.

• Areas of operation – begin with major gateways in Japan, plus key Asia–Europe and Asia–North America routes; expand to supplementary ports to improve reliability and schedule density.
• Capacity targets – start with a scalable plan that adds ships or slots in response to booked cargo, enabling a steady ramp of capacity that matches demand signals from customers and partners.
• Line integration – align with the ONE Network’s global schedule and data standards; ensure smooth handoffs between domestic operations and international partners to minimize transfer times and improve visibility for customers.
• Staffing and expertise – recruit experienced logistics and maritime professionals to support day-to-day operations, compliance, and customer service; maintain the capability to adapt quickly to market shifts.
• Financial controls – implement robust fiscal management, with clear cost centers and transfer pricing for intercompany transactions; ensure transparent reporting to support the joint-stock structure and investor relations.

Implementation notes: this plan emphasizes a straightforward, best-practice path that leverages established governance, clear registration timelines, and a seamless integration with the ONE Network line. If the team prioritizes speed, GK can be used as a bridge, but the long-term strategy favors KK for its credibility, capital flexibility, and alignment with foreign-affiliated partners. The approach keeps business operations efficient and driven by concrete milestones, making it easier to track progress after the official launch and maintain momentum in the market.

Fleet, routes, and capacity: tracking ONE’s network expansion and core trade lanes

Set up a four-lane, real-time dashboard that ties fleet, routes, and capacity to client needs, and establish the minimum service levels per line to meet demand across markets. This well-structured approach helps your teams and members of ONE’s entity plan ahead and act fast.

Track ONE’s fleet by segmenting vessels, feeders, and empty equipment by line and lane. A fintech-enabled platform, providing ETA, sailing windows, and carried TEU counts to the relevant subsidiary networks and kaisha, so businesses can respond to disruptions and keep stock to a necessary minimum.

Routes and core trade lanes: define four priority corridors: Asia-North America, Asia-Europe, intra-Asia regional services, and Asia-to-MEA trades. Establish service targets for each corridor and monitor performance against timetable adherence and port-call windows, using a single entity view to align line capacity across members and partners.

The capacity planning process starts with four-week forecasts, then adjusts with three levers: deploy more vessels or slots, reallocate containers across lanes, and leverage partner networks within the entity. Each subsidiary and each kaisha contributes data to a shared pool to increase reach and reduce unused capacity.

For client-facing execution, ONE should provide options: fixed-slot programs, flexible short-notice bookings, and other arrangements to meet domestic needs. The approach will store data in a central repository, enabling your clients to know their options and plan with confidence, while ensuring their businesses stay well connected to ONE’s network.

Impact on shippers: adjusting booking practices, service levels, and contract terms

Start with a straightforward booking framework that enables you to lock capacity and reduce last-minute gaps. Lock baseline capacity 6–12 weeks ahead for most lanes, and reserve surge space during peak dates in asia, especially tokyo, where demand tightens. This well-defined approach supports expanding trade and aligns with company policies and public schedules, making it easier to set the date and forecast operations.

Standardize service levels across the combined ONE network to deliver more predictable outcomes. Publish a straightforward, public matrix covering on-time performance, container integrity, and dwell times; tie incentives to the most impactful KPIs. Leverage fintech for settlements to speed invoicing and enable your manager to forecast cash flow as youre expanding in asia and tokyo, while maintaining global visibility.

Contract terms should reflect expanding operations and capture synergies across the network. Offer longer baselines (12–24 months) with fixed rates for baseline capacity and transparent adjustment rules for surcharges, leveraging best practices. Include requirements for service-level performance, with penalties or credits, and assign ibsc as a subsidiary to oversee compliance with regulations as they come into force and to enable effective governance across the public filings of the company.

Data sharing and governance enable better planning. Provide access to dashboards that show setting date windows, real-time capacity, and forecasted load by region; this helps managers in asia and globally plan more efficient routes. Such transparency supports cost discipline and faster decision-making as you grow.

Implementation steps for shippers: align with ibsc and the subsidiary to confirm requirements; run a 60-day pilot on a core route to test the framework; expand to the most impactful lanes; train managers and operations teams; set a quarterly review date to refine terms and tighten gaps.

Regulatory and environmental compliance: permits, port state control, and reporting obligations

Start by securing all required permits through the government portal and appoint a dedicated subsidiary to handle filings; this straightforward setup will keep operations compliant across lines and spaces.

Map permits for vessels, terminals, ballast water, and emissions, then assemble a single public regulatory dossier and share access with clients and partners. Align permits with fiscal and environmental rules in the markets you serve, and set clear deadlines in your schedule.

Port state control readiness requires up-to-date crew records, equipment certification, and documented waste and emission controls. Run quarterly internal checks and maintain a log that PSCOs can audit at short notice; keep data available in your central repository to enable quick responses on calls to any stretching of capacity.

Reporting obligations span voyage data, ballast water, fuel consumption, and waste management. Use digital dashboards that feed government portals and provide real-time visibility to clients. Ensure data quality and maintain a clear line of accountability within the team.

Operational workflow: appoint a compliance owner, segregate duties with a dedicated coworking office or spaces near port hubs, and connect the subsidiary with public agencies. This approach creates practical solutions for businesses seeking reliable lines of service and supports growth through better share of information.

KK vs GK: governance, liability, board structure, and shareholder considerations

Recommendation: Establish a hybrid governance framework that combines KK-style oversight with GK-style flexibility to balance liability, speed, and access to capital. Set up a KK-like board with independent directors for strategic review while preserving GK-style day-to-day agility in operations and decision-making.

Governance and liability: In a kabushiki-kaisha (KK), liability is linked to share ownership; in a godo-kaisha (GK), management rests with the members and liability is limited to contributed capital. For a combined structure, integrating a KK board with GK-style delegation provides clearer risk control and faster execution. In tokyo-based ventures seeking external funding, following KK means shares can be issued and traded, while maintaining a central management space to operate smoothly. As a kaisha, governance controls are customary, and the approach should be planned with your regulatory and investor contacts in mind.

Board design: In KK, appoint a board of directors with possible supervisory committee; in GK, decisions rest with members or an appointed manager. Following this, establish a split: a formal board for strategic decisions and a GK-style management layer for day-to-day operations, including purchase approvals, store planning, and space usage. A vertical governance stack clarifies responsibility across strategic, financial, and operational domains while supporting capacity expansion in warehousing and logistics. This structure keeps your group aligned and accountable as you scale.

Shareholder considerations: If your aim is to raise equity, KK and kabushiki-kaisha enable shares and liquidity, while GK relies on member contributions. The following path suits a tokyo group planning to partner with advertisers or networks to grow a network: start under GK for speed, then convert to KK to issue shares and attract strategic investors; consider share classes or preferred arrangements to align governance with investor expectations. For advertising partnerships with naver and other networks, KK provides a clearer mechanism for shareholder involvement and potential liquidity.

Practical steps: Draft a governance charter, define decision rights, and prepare a capital plan. Integrate a purchasing protocol with clear thresholds and approvals. Store planning and space allocation must align with capacity growth. Create an advertising and partner engagement plan to align with your network strategy. In tokyo, ensure compliance with local corporate law and regulatory reporting; engage experienced counsel. The following steps help: appoint a transitional CEO, form an interim board, set milestones, and outline a timeline for potential conversion to KK or for issuing shares. This approach supports integrating cross-border partners and maintaining strong oversight as you expand the network.

Finally, ensure you have a talent and group alignment plan, because your people shape governance outcomes. youre positioned to navigate ownership changes while maintaining transparency for shareholders and stakeholders.

Formation timeline, costs, and step-by-step filings for KK and GK in Japan

Start with godo-kaisha (GK) if you want speed and lower initial friction, especially for a first year rollout that tests commercial spaces and services. If you want stronger governance and broader credibility for a subsidiary of a parent company, establish a kabushiki-kaisha (KK) and integrate into the social and societal networks of Japan.

Timeline matters: GK can move from formation to active operations through a streamlined filing process, often within one to two weeks after documents are prepared and submitted. KK requires the four core filings plus notarization of the Articles of Incorporation, which typically extends the window to about two to four weeks, depending on location and document completeness. In both cases, allow extra time for opening a bank account, setting payroll, and aligning with local people and partners across areas like Tokyo, Osaka, Nagoya, and other commercial zones.

Costs depend on form and service level. For GK, government registration fees are generally lower, while KK bears higher costs to reflect governance requirements and notarization. Practical startup costs include professional fees for setup and paperwork, translation if needed, and initial capital arrangements. A compact GK package can start around a modest range, whereas KK requires a higher combined value for documents, notary work, and registration, with total first-year outlays varying by city, provider, and whether you leverage a regional link through jetro resources. Existing groups often carry additional costs for social compliance, human resources setup, and cross-border interfaces into Singapore and other markets.

Step-by-step filings and practical flow: four core filings organize the process. 1) Decide the form and prepare foundational documents–GK uses an operating agreement; KK uses Articles of Incorporation, including name, purpose, address, representative, and capital. 2) For KK, obtain notarization of the Articles of Incorporation; for GK, skip this notarization step but ensure clear operative agreements. 3) Submit the registration package to the local Legal Affairs Bureau (Houmu Kyoku) and complete any required digital or paper filings to establish the company in Japan’s corporate registry. 4) After registration, set up a Japanese bank account, deposit initial capital, and register for taxes, social insurance, and employee social programs. Optional subsequent steps include appointing a corporate secretary, establishing a subsidiary structure, and aligning with cross-border teams to support a network that serves both local and international markets. Throughout, use provided templates and checklists from jetro to reduce back-and-forth and to keep records aligned with corporate governance standards for four and more members, including interested investors and potential partners.

Operational guidance: plan for four critical areas–legal formation, banking and finance, human resources, and regulatory compliance. Build a network of people and partners to support areas like offices and warehouse spaces, especially if you want to scale in Japan’s key ports and logistic hubs. A robust setup under KK or GK enhances combined value and services for clients, while societal considerations–local labor, community engagement, and corporate social responsibility–help strengthen the broader business ecosystem. If you already run activities in Singapore or elsewhere, position the Japan entity to carry your regional strategy into Japan’s markets with a clear plan for growth, a well-structured subsidiary if chosen, and a sustainable governance model that satisfies both commercial goals and social expectations. For ongoing references, consult jetro materials and the official link to forms and checklists to keep your filings aligned with current requirements, ensuring a smooth first year for your Japan operations.