This report examines the southern Vietnamese logistics market from the perspective of Japanese companies, based on local site visits and coverage of VILOG 2026, and identifies areas where opportunities may exist and the conditions required to capture them. It summarises the current state and challenges of infrastructure, DX and human resources, focusing on 3 hypotheses and 5 realities observed on the ground.
International LOGISTICS TODAY, together with Nexgen Japan and NTT e-MOI, conducted a Japan–Vietnam supply chain connectivity survey, interviewing and visiting 7 contacts in and around Ho Chi Minh City. The 3 hypotheses established before departure centred on testing whether Japanese companies could compete through their strengths in quality, infrastructure and DX. Conditions on the ground supported the core of these hypotheses: the combination of ports, warehouses and regulatory systems determines success or failure.
The realities confirmed on the ground were distilled into 5 points. First, inland connectivity, rather than the quay itself, determines port competitiveness: inland transport from Cai Mep consists of 85% barges and 15% trucks. The issue with warehouses is not a shortage, but which facilities and operating models can create value. Differences arise from the form of foreign investment and customs-clearance schemes, while DX requires an implementation-first approach to operational design. Shippers are seeking integrated services, but the market lacks sufficient integrated offerings. Taken together, these findings point to a shortage of regulatory and operational design, rather than a shortage of physical infrastructure, as the central challenge.
At VILOG 2026, Japanese exhibitors were limited, with existing operators such as Nippon Express, Konoike Transport, VinaTrans, Isuzu and Hino accounting for most of the participation. Chinese exhibitors were prominent, actively developing contact points and acquiring customers in the local market. Demand for cold-chain logistics in Vietnam is trending upward, but legal requirements for temperature control remain limited, and insufficient freight-rate transparency was also identified as an issue.
Overall, areas where Japanese companies can earn returns remain. Companies are more likely to succeed by offering integrated services that combine quality control and training, designing operations that include BCP, and investing in human-resource development. To participate in shaping the market, companies need to clarify what they will provide and work with local partners to standardise practical operations. It was also noted that Japanese companies’ appetite for investment is affected by rising labour costs and the pace of market maturation.