As a result of the port reforms in Japan, the Japanese government has intensively invested in physical infrastructure to maintain the trunk routes at selected and legally repositioned first rank strategic international ports under the Strategic International Container Port Policy. However, although central international ports, which are legally ranked second, have important roles to play in trade with Asia, it is difficult to expand the functions of these ports further without the development of strategic measures, given the government policies and accompanying budget constraints. This paper describes an examination of the feasibility of logistics strategies for a second-rank port to become a hub for Asia in Japan consistent with the current policy by using the global logistics intermodal network simulation, considering Hakata Port as a case study. The results show that Hakata Port has the potential to collect cargo from ports on the Japan Sea side and to launch shuttle services to Southeast Asia. The simulation results also suggest that cooperation with Kitakyushu Port, which is geographically close, is desirable. Approaches based on the characteristics of port governance in Japan are also presented.

Background: The resilience of shipping alliances within the global maritime container network (GMCN) has critical implications for global trade. This study examines the topological robustness of strategic alliances (SAs) in liner shipping, focusing on their structural properties and responses to disruptions. Methods: Using pre-2019 container vessel schedule data, we constructed a weighted node-edge network model of the GMCN. Centrality metrics were computed to identify critical nodes, and simulations were conducted to evaluate network robustness under random failures (RFs) and targeted attacks (TAs). Results: The results highlight the GMCN’s scale-free topology, which fosters resilience against RFs but exposes vulnerabilities to TAs on high-centrality nodes like Singapore and Shanghai. Among alliances, 2M and Ocean demonstrated superior resilience, attributed to strategic port selection and extensive coverage, yet their reliance on central hubs presents significant risks. Conclusions: This study underscores the importance of alliance-specific strategies, such as infrastructure investments and redundancy planning, to mitigate vulnerabilities. By bridging gaps in existing literature, the research provides insights for policymakers and industry stakeholders to enhance the robustness and adaptability of maritime logistics networks. These findings contribute to ensuring stable global supply chains within an evolving trade environment.

Background: To improve port productivity, safety, and sustainability, the use of information and communication technology is being promoted as a smart port. The utilization of a terminal operation system (TOS) is important for advanced port operations, and it is necessary to organize the issues and characteristics of the TOS. Methods: The characteristics of TOSs introduced in Japan and those widely introduced in Europe and Southeast Asia will be investigated and discussed according to the port management system in Japan. Results: Japanese TOSs are characterized by a lack of automated functions, such as ship loading plans, and by the fact that they are designed to allow the crane driver to select the order of operations, which may be attributed to a system wherein stakeholders are segmented and on-site decisions are emphasized. The promotion of smart ports in Japanese-style ports requires a system for information linkage between stakeholders. Conclusions: TOS capabilities for smart ports should be implemented according to the characteristics of port management in each region, and the studies conducted in this paper are useful in examining port system implementation strategies.

The Japanese government has set an overseas infrastructure deployment policy to involve Japanese companies in all upstream to downstream processes, that is, from project formation, procurement, and construction to operation and maintenance. Although Japanese companies have been hitherto involved in overseas port development through Official Development Assistance, their entry into overseas port operation projects has been limited, meaning the realization of the policy is not expected to be easy. This study thus examines the possibility of sustainable entry into overseas port operation markets by Japanese companies. Specifically, we review port governance in Japan, characteristics of the Japanese market in the global market, and the status of the participation of domestic terminal operators in Japan and overseas, and then identify the possibilities and methods of sustainable inclusion in the future overseas port operations by interviewing representative companies and the government. We finally provide future directions in terms of both increasing entry opportunities and improving the entry environment.