逆輸入日本車、「メイドインジャパン」の危機 気ままなリライト188
As Japanese automobile manufacturers have expanded their global operations in pursuit of cost efficiency and price competitiveness, re-imported cars have come to symbolize the growing compromise of the Made-in-Japan brand and the erosion of the country’s own economic foundations—the very foundations upon which these companies were built. Japanese automakers are increasingly under pressure to prioritize global optimization over domestic prosperity, seeing themselves as global players rather than businesses tied solely to Japan, and aligning less with national economic objectives. If the rise in re-imported cars reflects a broader decline in investment in the domestic market, it risks further destabilizing Japan’s fragile economy, which is under strain from a shrinking consumer base and population decline.
The proportion of imported cars produced overseas by Japanese manufacturers reached a record high in 2024, marking the first increase in three years. While their share of new car sales in Japan remains modest at just 2%, the number of vehicles surged by 48% compared with 2023, reaching 93,587 units—the highest level in 28 years since 1996. This growth has been driven primarily by Honda and Suzuki, with Honda’s imports increasing 22-fold to 45,107 units and Suzuki’s rising 3.7 times to 5,819 units. Mitsubishi Motors also experienced a 3.5-fold increase in re-imported vehicles, totaling 3,688 units. Much of this growth has stemmed from production in overseas factories, especially in countries like India and Thailand.
India and Thailand have become indispensable to Japanese automakers, serving as strategic production hubs and gateways to rapidly expanding markets. For companies like Honda and Suzuki, these nations offer a combination of cost efficiency and logistical advantages that significantly boost profitability. Lower labor costs in India and Thailand make large-scale manufacturing far more economical than in Japan, while their proximity to growing markets in Southeast Asia and beyond reduces transportation expenses and enables faster responses to regional demand. In the face of fierce global competition from automakers in South Korea, Germany, and the U.S., Honda and Suzuki are not only reaping the benefits of reduced costs but also taking advantage of increasingly sophisticated supply chains in these emerging markets—an asset that has made these countries pivotal in their global strategies.
Honda and Suzuki are increasingly relying on the emerging Indian market, prioritizing short-term gains from outsourcing while risking the long-term impact of weakening domestic production in Japan. Honda has cashed in on the compact SUV WR-V, manufactured in India by local workers earning significantly lower wages than their counterparts in Japan, while maintaining a quality level comparable to Japanese standards. However, in India, the WR-V has struggled to remain competitive due to rival automakers offering similar models at lower prices. To address this, Honda has shifted its focus to the Japanese market by re-importing the WR-V. Priced at an affordable starting point of 2.09 million yen, the WR-V has been performing well in Japan, with sales exceeding the monthly target of 3,000 units. By exporting the vehicle to Japan, Honda aims to offset the underutilization of its Indian factories and improve production efficiency.
Suzuki is positioning India, with its favorable production environment, as a key export hub for global markets. For Suzuki, Japan has become just one of many export destinations. Tapping into the growth potential of the Indian market—which accounts for nearly 60% of Suzuki’s four-wheel vehicle sales—the company plans to increase its annual production capacity for four-wheel vehicles by 70%, reaching 4 million units by 2030, with approximately 750,000 units designated for export. A central part of Suzuki’s global marketing strategy is the compact SUV “Fronx,” a re-imported model launched in over 70 countries, including Japan, where it went on sale in October 2024.
Are Japanese automakers abandoning the effort to sustain domestic manufacturing in a globalized economy where cost efficiency often determines competitiveness? The growing reliance on re-imported cars has intensified concerns about the hollowing out of Japan’s domestic automotive industry. Masashiro Fukao, Executive Fellow at Itochu Research Institute, observes, “Overseas production systems in countries like India and Thailand have significantly improved in quality. With Japan’s shrinking domestic market due to population decline, there’s less justification for producing in Japan, aside from protecting domestic jobs.” But is it truly inevitable for automakers to focus on short-term cost savings through outsourcing overseas, even if it risks long-term damage to the economy and to the companies themselves? Could there not be an alternative strategy—one that justifies the higher costs of domestic production by delivering unique value through advanced technology, sustainability, and premium craftsmanship? "Made in Japan" continues to stand as a trusted global symbol of quality and innovation. Perhaps now is the time to redefine what that brand represents in the modern automotive industry and use it to forge a future that balances global competitiveness with the preservation of Japan’s industrial and economic strength.