What does the buyers journey look like in the food retail/wholesales space in Japan? My goal here is to understand the actual process, so that I can prepare ahead of each process/phase
Output condition
as of
Prepared: 2026-10-11
Perspective: a food manufacturer or brand preparing to sell to Japanese retailers and wholesalers.
Prepare for a sequence of decisions about consumer demand, commercial value, product safety, supplier eligibility, operational readiness, and continued sales. These decisions can involve different people and companies. A buyer liking the product is useful progress, but it does not establish that every condition for ordering has been satisfied.
One documented example of channel coordination comes from food manufacturer Futaba Foods: its sales staff describe meeting the wholesaler before presenting to the supermarket chain, then reporting sales and proposing products to the chain. This illustrates why retailer engagement and wholesaler engagement can belong to the same opportunity. (Futaba Foods, accessed 2026-10-11)
Scope and evidence: This report concentrates on packaged food sold through supermarkets, specialty food retailers, and the wholesalers supplying them. Fresh-food auctions, restaurant procurement, and retailer-commissioned product development can follow different processes. The numbered journey below is a synthesis of published workflows and requirements, rather than one procedure followed by every Japanese buyer. Preparation lists, suggested questions, and progress signals are recommendations.
Citation dates: An exact publication or update date is used when verified. Otherwise, the citation explicitly says “accessed 2026-10-11.” An access date is not a publication date. Historical interviews are identified where relevant.
Stages 5–8 can run in parallel. Early screening can already include quality requirements. An existing supplier may skip parts of supplier registration, while a product revision can reopen evaluation and quality checks.
| Phase | What the buyer is resolving | What to prepare ahead of time | Useful evidence of progress |
|---|---|---|---|
| 1. Need and buying window | Which shopper, category, occasion, or assortment gap needs attention? When can a change happen? | Store research, comparable products, target price, a clear use occasion, and questions about the buying calendar. | Buyer confirms a relevant need and a decision window. |
| 2. Discovery and entry screening | Is this proposal relevant enough to spend time evaluating? | Buyer-specific entry form, concise Japanese product sheet, company information, product images, and requested preliminary evidence. | A named category contact accepts the proposal for review or agrees to a meeting. |
| 3. Samples and product evaluation | Does the taste, format, packaging, and positioning fit the intended customer? | Finished-pack samples, tasting samples, preparation instructions, and a controlled list of changes you can offer. | Specific feedback, a request for a revision, or an agreed next evaluation. |
| 4. Supply route and quotation | Who buys from whom, at what delivered cost, in what quantities? | Separate manufacturer-to-wholesaler and wholesaler-to-retailer assumptions; case size, minimum order, freight, lead time, and delivery destination. | Named contracting parties, a feasible supply route, and a quotation that matches that route. |
| 5. Commercial listing decision | Is there a sufficient reason to allocate shelf space or a sales campaign to this item? | A short commercial case, proposed assortment role, launch scope, sales assumptions, and promotion support. | Explicit approval or conditional approval for named items and a defined selling scope. |
| 6. Product and factory clearance | Can the buyer accept the product’s safety, labeling, specifications, and manufacturing controls? | Detailed specification, label artwork, relevant test evidence, hygiene records, traceability, and access to the actual factory’s documents. | The responsible quality contact confirms approval or provides a finite corrective-action list. |
| 7. Supplier approval and contracting | Can this legal entity be registered and traded with under agreed conditions? | Company and payment information, requested financial documents, insurance, and a clear record of commercial responsibilities. | Supplier registration and required agreements are completed. |
| 8. Item, delivery, and launch setup | Can the item be ordered, received, scanned, invoiced, and replenished correctly? | Product master data, unit/case codes, pack dimensions, delivery rules, shelf-life rules, ordering method, and launch materials. | Item registration and operational checks are accepted. |
| 9. First order and launch | Will the agreed launch or initial purchase work in practice? | Production allocation, order confirmation, delivery plan, store instructions, and an escalation contact. | A purchase order is accepted and delivery is completed as agreed. |
| 10. Review, repeat orders, and expansion | Should the buyer keep, change, expand, or discontinue the product? | Sales and inventory review, availability and complaint records, replenishment proposals, and a plan for the next selling period. | Replenishment or an explicit decision to continue or expand. |
This map combines retailer entry screening, manufacturer channel coordination, wholesaler roles, food-safety work, and transaction standards. The supporting company examples and official requirements appear beside the relevant facts below.
Kokubu describes developing proposals around assortment, shelf layouts, promotions, prices, services, and regional differentiation. This supports evaluating a supplier’s offer as part of the buyer’s overall selling plan. (Kokubu, accessed 2026-10-11)
Prepare: Visit relevant stores and record comparable products, pack sizes, prices, placement, and observable gaps. Separate observation from hypothesis: an empty shelf is not proof of unmet demand. Draft a specific proposition, such as “a convenient dinner accompaniment at this price” or “a smaller pack for this usage occasion.”
Ask: “Which category or customer need are you trying to improve?” “Is this for a regular shelf listing, a seasonal campaign, or a one-time purchase?” “When are proposals and final data due?”
Advance when: You have a confirmed use case and buying window. Without them, a meeting can still be useful research, but you cannot yet plan a launch reliably.
Queen’s Isetan publishes an explicit entry process: submit the appropriate sheet at least two weeks before the desired meeting; the retailer screens whether to meet; accepted applicants are contacted by one week before the meeting. It asks participants to bring company information, a proposal, a quotation, and product samples. These are this retailer’s deadlines, not a national timetable. (MI Food Style / Queen’s Isetan, accessed 2026-10-11)
Kokubu also documents regional exhibitions and business meetings that match sellers with retail and other buyers. A wholesaler can therefore be a discovery channel as well as a trading partner. (Kokubu, accessed 2026-10-11)
Prepare: Follow the buyer’s submission method and category routing. Use its own form when supplied. Keep a Japanese summary covering the item, target customer, pack, price assumptions, storage, shelf life, capacity, and contact.
Ask: “What information is required before you can consider a meeting?” “Are you evaluating our brand, a private-label proposal, or both?”
Advance when: The relevant category contact accepts the proposal for evaluation. A generic acknowledgment confirms receipt only.
The Organization for Small & Medium Enterprises and Regional Innovation, Japan (SMRJ), through J-Net21, recommends bringing both packaging-check and tasting samples. Its guidance also anticipates buyer requests to change quantity, taste, texture, ingredients, production volume, and packaging. (SMRJ / J-Net21, 2020-02-03)
Prepare: Send samples identified by version and date. State whether they are current production items, prototypes, or packaging mockups. Provide realistic preparation instructions and ensure the tasting represents how the consumer will use the product.
Before the meeting, agree internally which changes are feasible and their effects on price, minimum production quantity, testing, and delivery. Do not accept a smaller pack or longer shelf life without checking those consequences.
Ask: “What specifically would prevent this item being accepted?” “Who else needs to evaluate it?” “Which sample version should we treat as the basis for the next quotation?”
Advance when: Feedback becomes specific enough to act on. A compliment about taste is weaker evidence than a request tied to a defined review date.
J-Net21 describes supermarket trading through a retailer-designated wholesaler and explains that the retail-facing price needs to be coordinated through that wholesaler. This is published channel guidance from 2020; confirm the actual route with the buyer involved. (SMRJ / J-Net21, 2020-01-14)
Prepare: Write down the legal seller, invoiced customer, physical recipient, and delivery destination. Show clearly whether your quotation is to the wholesaler or the retailer, whether it includes freight, and whether it is before tax.
Resolve case quantity, minimum order, ordering frequency, production lead time, and acceptable remaining shelf life. Distinguish a wholesaler’s purchase commitment from its willingness to present the item to customers.
Ask: “Do you require a designated wholesaler?” “Who will issue the purchase order?” “Is this a stocked item, ordered only against customer demand, or merely available for proposal?” “Who owns any unsold stock?”
Advance when: The route and price assumptions are confirmed by the parties involved. An attractive factory price is insufficient if the final delivery cost makes the retail offer unworkable.
J-Net21’s buyer-meeting guidance says immediate decisions are uncommon and stresses finding the specific obstacle to adoption. It also explains that ongoing promotional proposals can help prevent a product losing its regular listing. (SMRJ / J-Net21, 2020-01-14)
Prepare: Give the buyer a short document they can use in their internal review: product role, intended customer, price positioning, evidence available, sales assumptions, supply limits, and proposed launch scope.
Propose a regular listing, seasonal offer, or limited introduction deliberately. If suggesting a trial, define store types, placement, duration, promotion, and review criteria. A trial is an option to discuss, not a mandatory step established by this research.
Ask: “What has been approved, and what remains conditional?” “Does this cover named stores, a region, a campaign, or the full chain?” “Who confirms the final listing decision?”
Advance when: Approval has a defined scope and remaining conditions are explicit. Do not interpret a chain’s total store count as your initial distribution commitment.
Nippon Access describes checking the safety and legality of supplied products. For its private-label products, it specifically describes document checks and factory audits covering design, specifications, quality, and manufacturing processes. (Nippon Access, accessed 2026-10-11)
Co-op Kobe states that, beyond its own and CO·OP products, it uses hazard-based preliminary checks, factory investigations, product testing, and periodic evaluation for other products and suppliers. The extent of review is therefore buyer- and risk-dependent. (Co-op Kobe, accessed 2026-10-11)
Prepare: Obtain the detailed product specification and supporting records from the actual manufacturer. Your commercial product sheet will not necessarily contain enough information for this review.
Include ingredients and additives, allergens, relevant origins, nutrition, storage, shelf-life evidence, manufacturing location, lot identification, relevant tests, complaint handling, and recall contacts. Ask which evidence is required for this product rather than commissioning every possible test.
Ask: “Which specification format do you require?” “Is a factory audit necessary?” “Can it use existing evidence?” “What changes require your approval before shipment?”
Advance when: The responsible quality function confirms clearance. A document being received or uploaded does not establish acceptance.
In a published interview based on December 2020 reporting, Itochu-Shokuhin staff describe reviewing new supplier trading-account applications using company ratings, with further financial investigation in some cases. This is evidence of a separate supplier-eligibility decision; it does not establish the company’s current thresholds. (Riskmonster interview with Itochu-Shokuhin, accessed 2026-10-11)
A separate Nippon Access interview describes trading-account setup, sales-agreement management, and internal contract approval. The interview concerns its 2019–2020 electronic-contract introduction and includes both supplier and customer agreements. (Infomart interview with Nippon Access, accessed 2026-10-11)
Prepare: Identify the exact contracting entity and responsible contacts. Keep requested company documents, payment information, relevant financial information, and insurance evidence available for the buyer’s prescribed process.
Record payment timing, freight and agreed fees, promotion contributions, claims and returns, recall responsibilities, price-change procedures, and termination arrangements. These are questions to resolve, not charges or conditions that every buyer imposes.
Ask: “What remains for trading-account registration?” “Who is handling the contract?” “Which obligations are in the main agreement and which are item-specific?”
Advance when: Registration and required agreements are complete. “口座開設” in this context concerns opening a trading relationship; ask for the supplier-registration procedure being referenced.
GS1 Japan distinguishes consumer-unit identifiers from case identifiers and explains that different case quantities need separate Global Trade Item Numbers (GTINs). Its guidance identifies the Japanese Article Number (JAN) code as GTIN-13 and describes case-level identification alternatives. (GS1 Japan, accessed 2026-10-11)
GS1 Japan’s Ryutsu Business Message Standards (Ryutsu BMS) cover ordering, shipment, receipt, returns, invoicing, and payment. These are Electronic Data Interchange (EDI) standards; ask whether your buyer requires them and whether your wholesaler will operate the connection. (GS1 Japan, accessed 2026-10-11)
Prepare: Make product names, codes, case quantities, prices, dimensions, and weight consistent across the quotation, specification, item master, and packaging. Obtain the recipient’s delivery instructions before committing to a delivery date.
Confirm center versus store delivery, order cutoff, receiving windows, temperature, labels, minimum remaining shelf life, and treatment of older-dated stock. Prepare images, store-facing explanations, and agreed launch materials.
Ask: “Which item-master format and ordering method apply?” “What must be checked before the first shipment?” “Does delivery acceptance require specific date or case labeling?”
Advance when: Item data and the delivery procedure are accepted, and any required transaction check has succeeded.
Kokubu describes logistics operations managing products across ambient, chilled, and frozen temperature bands. Sato Foods separately describes inventory quantity and date management. These functions matter even after the buyer has selected the product. (Kokubu, accessed 2026-10-11; Sato Foods, accessed 2026-10-11)
Prepare: Confirm ordered items, quantities, prices, destinations, delivery dates, and the product version before production or release. Match production allocation to the actual order and explicitly agreed inventory commitments.
If the first purchase supports a limited introduction, agree how performance will be observed. Separate launch promotion from ordinary selling conditions; unusually prominent placement or sampling can affect results.
Ask: “Is this a one-time purchase or the start of a replenished listing?” “When will stock be available to consumers?” “Who handles delivery discrepancies and urgent replenishment?”
Advance when: The order has been accepted and fulfilled. A forecast or launch discussion is not itself a purchase order.
Futaba Foods describes reporting sales results to supermarket buyers and preparing chain-specific sales information. This provides a practical example of the relationship continuing after initial placement. (Futaba Foods, accessed 2026-10-11)
Prepare: Agree the review before launch. Where data are available, track units sold per store per week, stock availability, markdowns or waste, consumer complaints, and replenishment.
Separate shipments to the wholesaler from consumer sales. A large opening shipment can reflect initial inventory rather than repeat demand. Also separate retailer replenishment from the wholesaler’s decision to hold stock for further accounts.
Ask: “Which measures determine continuation?” “How will stockouts or promotions affect the review?” “What changes would support more stores or a regular listing?”
Advance when: You receive replenishment or a defined continuation decision. For expansion, reconfirm capacity, inventory, shelf life, and delivery coverage.
Sato Foods describes its product buyers discovering and developing products, creating sales plans, and encouraging its own sales department to sell them. Its sales team then proposes items and selling concepts to existing customers. This is direct evidence that wholesaler product selection and downstream selling are distinct activities. (Sato Foods, accessed 2026-10-11)
| Route | Practical sequence to confirm | Main preparation advantage | Main limitation |
|---|---|---|---|
| Retailer leads | Retailer evaluates the product; supply is arranged directly or through its specified wholesaler; necessary approvals and setup lead to an order. | You can tailor the proposition to a known selling environment. | Retailer approval alone may leave wholesaler onboarding and delivered price unresolved. |
| Wholesaler leads | Wholesaler evaluates the supplier and product; prepares proposals for its customers; retail acceptance and ordering still need to occur. | It can introduce products to multiple customer accounts. | Acceptance into its product range does not quantify retail placements or future sales. |
| Joint manufacturer–wholesaler proposal | Manufacturer and wholesaler agree the proposal and supply assumptions before presenting to the retailer. | Commercial and delivery assumptions can be aligned early. | Roles, account coverage, information access, and promotion costs still require agreement. |
| Direct specialty retailer | Buyer’s chosen submission, internal review, agreed terms, and ordering process apply. | Fewer organizations may need coordination. | Fewer organizations do not automatically mean fewer quality requirements or faster decisions. |
This route comparison is a planning synthesis. Ask each party to identify the route actually being proposed.
For a concrete specialty-store example, Health Road asks prospective suppliers to send information, a quotation, and preferably samples first. It conducts internal review and contacts suppliers when interested; it specifically asks suppliers to avoid unannounced visits. (Health Road, accessed 2026-10-11)
A Hakodate City notice for an AKOMEYA TOKYO meeting on 2026-10-08–09 specified ambient products, a preference for at least 180 days’ shelf life, a main target retail price of ¥1,000 or less, product-liability insurance held or planned, and completed bacterial testing and shelf-life setting. Applicants could be preselected by the buyer. These conditions belonged to that event, whose eligibility also required Hokkaido ingredients and production. They are not universal AKOMEYA or Japanese retail requirements. (Hakodate City, 2026-08-31)
Preparation implication: Obtain the buyer’s entry conditions before arranging expensive samples, packaging changes, or production.
The Ministry of Agriculture, Forestry and Fisheries (MAFF) describes the “one-third rule” as a commercial practice under which retailers reject delivery after the first third of the product’s shelf life has passed. Its FY2025 report also describes efforts to relax the practice. It is therefore important to obtain the customer’s actual rule. (MAFF, accessed 2026-10-11)
Illustrative calculation, not a buyer policy: If shelf life is 180 days and the customer applies that rule literally, the delivery deadline is about day 60, leaving about 120 days. Production, holding stock, and transit all consume that first window. Confirm the precise date-counting convention, minimum remaining days, and rules at each receiving point.
Japan’s Ministry of Health, Labour and Welfare (MHLW) states that, in principle, food businesses have had to implement hygiene management in line with Hazard Analysis and Critical Control Points (HACCP) since 2021-06-01. (MHLW, accessed 2026-10-11)
The Consumer Affairs Agency (CAA) provides business guidance on food labeling and maintains the current Food Labeling Standards and related notices. Use current rules and the product’s applicable requirements when preparing packaging. (CAA, accessed 2026-10-11; CAA, accessed 2026-10-11)
Preparation implication for a Japanese Original Equipment Manufacturer (OEM): Arrange access to specifications, label-review support, testing and hygiene records, factory-review cooperation, and batch traceability. Identify who authorizes revisions and who answers the buyer’s quality questions. Local production is useful only to the extent that the required documents and operational support can actually be provided.
Pan Pacific International Holdings (PPIH) publishes a dedicated route for stock-clearance and other spot goods, separate from its general food proposal categories. (PPIH, accessed 2026-10-11)
Preparation implication: Clarify the intended transaction. A successful one-time clearance sale does not establish regular shelf placement or a repeat-order schedule.
MAFF’s Food Communication Project (FCP) meeting sheet is designed to combine the supplier’s information and the buyer’s information needs into a concise common format. The domestic sheet’s published update date is 2026-08-04. Use the current domestic form for Japanese domestic proposals when suitable, or the buyer’s required form. (MAFF, 2026-08-04)
| Material | Recommended contents | Have it ready before |
|---|---|---|
| Commercial summary | Product photo, consumer use, target buyer, differentiator, pack, indicative price basis, storage, shelf life, capacity, and contact. | Entry screening. |
| Sample record | Sample version, production/prototype status, date, storage, preparation, and feedback received. | Tasting and revisions. |
| Detailed specification | Formula-related information, ingredients, allergens, relevant origins, nutrition, factory, storage, shelf life, lot system, and current label. | Quality review; earlier if required. |
| Quality evidence | Relevant test results, shelf-life rationale, hygiene records, complaint and recall process, insurance, and requested factory evidence. | Buyer screening or product/factory clearance. |
| Quotation and route record | Contracting parties, delivery destination, unit and case prices, tax basis, freight and fees, minimum order, lead time, validity, and assumptions. | Commercial feasibility review. |
| Supplier-registration materials | Company details, responsible contacts, requested financial and payment documents, and contract responses. | Supplier approval. |
| Item and delivery data | Unit and case codes, names, quantities, dimensions, weights, temperature, date rules, ordering method, and receiving instructions. | Operational setup. |
| Launch and review plan | Agreed stores or accounts, placement, first order, promotion responsibilities, replenishment, review date, and continuation criteria. | First order and launch. |
The FCP summary is a useful introduction; retain more detailed records for later reviews. Keep a single controlled version of the product facts so that forms, labels, samples, and prices stay consistent.
The sources reviewed do not establish a reliable industry-wide duration from introduction to first order. Queen’s Isetan’s entry deadlines illustrate a particular meeting timetable; they do not establish how long quality clearance, contracts, or launch preparation will take.
Recommended method: Start with the buyer’s intended first receipt or sale date and assign an owner and latest completion date to each dependency.
| Dependency | What to confirm |
|---|---|
| Buying decision | Proposal cutoff, final listing decision, exact selling scope. |
| Product freeze | Final recipe, content quantity, pack, label, and acceptable samples. |
| Quality clearance | Required evidence, review owner, audit or corrective-action deadlines. |
| Supplier readiness | Registration, agreements, payment and invoicing arrangements. |
| Operational readiness | Item-master submission, transaction setup, delivery instructions. |
| Production and shipment | Confirmed order, manufacturing slot, usable date window, delivery booking. |
| Consumer launch | Availability in store, placement and promotion execution. |
| Continuation review | Data access, review date, and decision criteria. |
Your own production lead time may be known while the buyer’s review date is still unknown. Record the unknown explicitly and get it resolved before making a firm launch promise.
The interpretations below are practical hypotheses. Confirm the meaning rather than treating a phrase as a reliable signal by itself.
| Buyer response | What it establishes | Next clarification |
|---|---|---|
| “Please send information.” | The buyer will receive a proposal. | Which information, category contact, and review process? |
| “Please send samples.” | Product evaluation is possible. | Who evaluates them, and when should you expect feedback? |
| “Please provide a quotation.” | Commercial information is needed. | For which route, volume, destination, and selling scope? |
| “We would like to handle it.” | Interest in progressing. | Which approvals remain, and does this mean a regular item or a spot purchase? |
| “Please open an account with this wholesaler.” | A proposed trading route has been identified. | Who introduces the registration contact, and what conditions remain? |
| “It has been registered.” | Some administrative or item setup is complete. | Has a purchase been approved and ordered? |
| “The initial order is confirmed.” | A defined purchase exists. | What will trigger replenishment or continuation? |
Recommended tracking fields: buyer need; commercial decision; quality clearance; supplier registration; delivery readiness; first order; continuation. Give each its own status, owner, next action, and date. One “interested” status hides the dependencies you need to manage.
A Request for Quotation (RFQ) is a useful opportunity to clarify the process. It does not, on its own, tell you which other approvals are complete.
Ask the retailer and wholesaler to resolve these points:
Practical priority: Make the next buyer decision easy to complete. Send the specific evidence and clear options needed at that phase, with unresolved assumptions visible. This reduces avoidable rework and helps you prepare the phase that follows.
All URLs were opened or retrieved during this research. “Accessed” indicates verification on 2026-10-11, not publication on that date.
| Source | Date used / context | What it supports | URL |
|---|---|---|---|
| MI Food Style / Queen’s Isetan, product proposals | Accessed 2026-10-11 | Entry form, screening, meeting deadlines, materials. | https://www.im-food.co.jp/customer/proposal/ |
| Hakodate City, AKOMEYA meeting notice | Published 2026-08-31 | Event-specific product and supplier prerequisites. | https://www.city.hakodate.hokkaido.jp/docs/2026082500014/ |
| MAFF, FCP meeting sheet | Sheet updated 2026-08-04 | Current domestic commercial-summary form. | https://www.maff.go.jp/j/shokusan/fcp/syoudan_sheet/ |
| SMRJ / J-Net21, using buyer meetings | Published 2020-01-14 | Adoption obstacles, wholesaler coordination, continuing promotion. | https://j-net21.smrj.go.jp/solution/foods/foodbiztips/tips003.html |
| SMRJ / J-Net21, food business meetings | Published 2020-02-03 | Sample preparation and anticipated buyer requests. | https://j-net21.smrj.go.jp/tasuku/case25.html |
| Futaba Foods, sales staff workflow | Accessed 2026-10-11; employee examples are descriptive | Wholesaler-before-chain coordination and sales reporting. | https://www.futabafoods.co.jp/recruit/oneday/sales/ |
| Sato Foods, job roles | Accessed 2026-10-11 | Product buying, downstream selling, inventory/date management. | https://www.satou-shokuhin.co.jp/recruit/business/ |
| Kokubu, marketing function | Accessed 2026-10-11 | Assortment, shelf layout, promotion, pricing, regional differentiation. | https://www.kokubu.co.jp/business/wholesale/marketing-function/ |
| Kokubu, discovery and market development | Accessed 2026-10-11 | Regional buyer–seller meetings and product discovery. | https://www.kokubu.co.jp/business/wholesale/matching-function/ |
| Nippon Access, job functions | Accessed 2026-10-11 | Product safety review and private-label document/factory checks. | https://recruit.nippon-access.co.jp/research/job/ |
| Co-op Kobe, quality assurance | Accessed 2026-10-11 | Hazard-based procurement checks and supplier evaluation. | https://kobe.coop.or.jp/about/csr/quality_assurance.php |
| Riskmonster, Itochu-Shokuhin interview | Accessed 2026-10-11; interview from 2020-12 | Historical example of supplier financial review at account opening. | https://www.riskmonster.co.jp/case/itochu-sc.html |
| Infomart, Nippon Access interview | Accessed 2026-10-11; describes 2019–2020 implementation | Trading-account setup, internal contract approval, electronic agreements. | https://www.infomart.co.jp/case/0195.html |
| GS1 Japan, GTIN principles | Accessed 2026-10-11 | Consumer-unit and case identification; case-quantity differences. | https://www.gs1jp.org/standard/identify/gtin/principles.html |
| GS1 Japan, Ryutsu BMS | Accessed 2026-10-11 | Standard transaction stages and EDI scope. | https://www.gs1jp.org/standard/edi/ryutsu-bms.html |
| Kokubu, logistics function | Accessed 2026-10-11 | Ambient, chilled, and frozen distribution operations. | https://www.kokubu.co.jp/business/wholesale/logistics-function/ |
| MAFF, FY2025 annual report chapter | Accessed 2026-10-11 | One-third-rule practice and ongoing relaxation efforts. | https://www.maff.go.jp/j/wpaper/w_maff/r7/r7_h/trend/part1/chap6/c6_3_00.html |
| MHLW, HACCP | Accessed 2026-10-11 | Hygiene-management requirement and commencement date. | https://www.mhlw.go.jp/stf/seisakunitsuite/bunya/kenkou_iryou/shokuhin/haccp/index.html |
| CAA, labeling pamphlets | Accessed 2026-10-11 | Official business guidance and labeling reference materials. | https://www.caa.go.jp/policies/policy/food_labeling/information/pamphlets |
| CAA, Food Labeling Act and Standards | Accessed 2026-10-11 | Current legal and notice reference point. | https://www.caa.go.jp/policies/policy/food_labeling/food_labeling_act/ |
| Health Road, supplier proposals | Accessed 2026-10-11 | Specialty-store submission and internal-review example. | https://www.hrh.co.jp/15667240061202 |
| PPIH, new trading proposals | Accessed 2026-10-11 | Separate general-food and spot-goods proposal routes. | https://ppih.co.jp/contact/partner8/ |
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