We recently concluded a successful business mission to Kyoto, Shiga, and Osaka, focused on unlocking new opportunities in advanced manufacturing, precision engineering, sustainability, and R&D innovation. Find out more about the trip from Ms Vivien Tan (Innovax Pte Ltd)!
Q1) Japan is known for its strong business culture and relationship-driven market. From this mission, what insights did you gain about how Singapore manufacturers can approach and succeed in Japan?
Japan’s business environment places strong emphasis on trust, reliability and long-term relationships.
One key insight from the mission is that companies entering the Japanese market must be prepared for a more deliberate and structured decision-making process. Building credibility takes time, and Japanese partners tend to place great importance on consistency, proven quality and commitment over the long term.
Another observation is the high expectations in manufacturing standards, precision and process discipline. Many Japanese firms have deeply embedded quality assurance systems and a culture of continuous improvement through innovation and AI transformation. For Singapore manufacturers, this means demonstrating not only technical capability but also operational reliability and a willingness to build partnerships gradually.
The mission reinforced that success in Japan is less about quick transactions and more about developing trust, aligning on values and showing long-term commitment to collaboration.
Q2) The mission included curated B2B networking sessions with Japanese companies. What were the most valuable conversations you had, and do you see any potential collaborations emerging from them?
The curated B2B sessions were extremely valuable because they connected us with a diverse range of Japanese companies — from manufacturers and technology specialists to potential supply chain partners.
Several conversations stood out, particularly with companies involved in advanced manufacturing technologies and precision engineering. There were interesting discussions around potential collaboration in areas such as manufacturing solutions, supply chain partnerships and exploring how Singapore companies could support regional operations, and some of the business matching companies do not have any working relationships with Singapore yet.
While many of these conversations are still at an early stage, the mission created a strong foundation for follow-up discussions. The next step for us will be to continue these engagements, explore possible pilot collaborations and evaluate how both sides can create mutually beneficial partnerships.
Q3) Japan is widely respected for its manufacturing discipline and precision. Which factory or facility visit left the strongest impression on you, and what lessons could Singapore manufacturers take from it?
One of the most impressive aspects across the factory visits was the discipline and consistency in operational practices. Japanese manufacturing places strong emphasis not only on automation and technology, but also on process standardisation, rigorous quality control and a strong sense of craftsmanship among the workforce.
What stood out most was the culture of continuous improvement, where every process is carefully designed, monitored and refined over time. At Kyocera, for example, we learned that the sales revenue of their HP printers has increased over the past two years following the Covid period, as the company took the opportunity during the pandemic to focus on internal improvements and operational optimisation.
Another memorable visit was to CrossEffect, which showcased impressive innovation in the medical industry. Their work demonstrates how advanced manufacturing capabilities can also contribute to meaningful social impact through applications in healthcare, reflecting both technological excellence and a strong sense of corporate social responsibility.
For Singapore manufacturers, the key takeaway is the importance of combining technology with a strong operational culture. Automation and advanced equipment are important, but equally critical is cultivating a mindset of quality ownership, process discipline and long-term commitment to excellence.
Q4) From your perspective, what role did SMF play in helping companies like yours gain access to insights, networks and opportunities during this Japan mission?
SMF played a very important role in making the mission both productive and meaningful. Their ability to organise curated introductions and structured business matching sessions helped open doors that would otherwise be difficult for individual companies to access on their own.
The presence of SMF also adds credibility when engaging overseas partners. Being part of a Singapore manufacturing delegation signals seriousness and professionalism, which helps facilitate more open conversations with potential partners.
Beyond the formal meetings, the mission also created valuable opportunities for knowledge sharing among the Singapore delegates. Learning from each other’s perspectives and experiences made the trip even more insightful.
Industry associations like SMF play a critical role in helping companies navigate new markets and build the right connections.
Q5) If you had to sum up the SMF Japan Mission 2026 in three words, what would they be?
Insightful, Collaborative and Promising.
The mission provided valuable insights into the Japanese market, fostered meaningful conversations with potential partners, and opened doors to future collaboration opportunities.
