Company history

Ship began in August 1992, when Furukawa Kunihisa set up Ship Corporation in Suita, Osaka to consult on medical, health and welfare facilities. The name was an acronym — Sincere, Humanity, Innovation, PartnerSHIP — and behind it sat a phrase from the late-Edo reformer Yamada Hōkoku, shisei-sokudatsu: sincerity, and the capacity to grieve for another’s pain. Hardly anyone in the Japanese medical market at the time could carry a hospital from plan through construction to daily operation, and that gap was the opening. Three months later, in November 1992, Furukawa founded a separate company, Green Hospital Supply, to sell Fuji Photo Film X-ray film and automatic processors — advice and goods, delivered to the same single customer through two corporate vehicles. A research arm and a dispensing-pharmacy company followed in 1994, medical leasing in 1995.

The decisive move came in February 1997, when Green Hospital Supply launched SPD — supply, processing and distribution — taking over a hospital’s ordering, inventory and internal delivery of medical materials wholesale. Materials were about a quarter of a hospital’s costs and almost nothing had been done with them; hospitals squeezed by successive cuts to the reimbursement schedule had every reason to outsource. The price of entry was that the goods on the hospital’s own shelves became Ship’s inventory, funded by Ship’s working capital. Its securities filings said so plainly, and added the other edge of the same contract: because one supplier manages every material, losing the contract means losing the whole account. Hard to win, easy to lose — and, once inside, permanent.

To fund it, Ship sold the business it had started with. In October 1999 the medical-imaging division — the Fuji Photo Film franchise begun three months after founding — went to Fuji Film Medical West Japan. What replaced it was assembled by acquisition: Seiko Medical (2000), an estate arm (2001), the nursing-care operator Green Life (2003), Green Pharmacy (2004). In March 2002 the parent absorbed Green Hospital Supply and took its name. Within a decade a single consultancy had become a composite of distributor, logistics operator, builder, pharmacy and care home — the basis for what the company would later call Total Pack Produce: one contract covering the building, the equipment, the fittings, the IT and the logistics of a new hospital. (The securities filings of the period still called it Total Pack System.)

In February 2005 the company moved to the Second Section of the Tokyo Stock Exchange, two years after its first listing, and in March 2007 to the First Section. The proceeds could have gone into working capital for the materials business, which needed more cash with every SPD contract won. Instead the largest single cheque of the period, in November 2006, bought Central Uni and five of its subsidiaries — medical gas and the piping that serves operating theatres and intensive-care units. Ship now owned the vessels inside the hospital wall: revenue that runs with the life of a building rather than with the sale of a machine.

Manufacturers followed — Yamada Medical Lighting (2008), Lighttec (2008), Sakai Medical (2009) — carrying the group from distribution into production, while hospital catering, nursing care and dispensing pharmacies were bought alongside. By the year to March 2015 consolidated revenue reached $2.3B (¥273bn) across four segments: life care, pharmacy, medical supply and Total Pack Produce. The cost of that method was arithmetic: the group passed sixty consolidated subsidiaries with no common frame to govern them.

That frame arrived in 2009. A new company, Ship Healthcare Holdings, was established in May; in October the operating business was hived down into it and the old parent renamed itself, completing the move to a holding-company structure. In the same month a share exchange took in the 45.9% of Central Uni that the 2006 purchase had deliberately left outside. Capital allocation and M&A now sat at the centre and operations at the subsidiaries, which is what let the acquisitions run continuously thereafter. Furukawa led the holding company as its first president until 2014, then moved up to chairman and CEO, handing the presidency to a professional manager; the first overseas venture, in Yangon, was set up the same year.

The second half of the 2010s was expansion on every axis at once. A particle-beam therapy operator in Suita (2015), the Kansai distributor group Konishi Kyowa (2016), a Dhaka venture (2016) and a PFI vehicle running Ministry of Justice facilities (2016) took the group into treatment centres, regional distribution and public-private infrastructure. Revenue for the year to March 2017 reached $3.6B (¥408bn), roughly double four years earlier, and $4.5B (¥484bn) by the year to March 2020.

By then the position was singular. In 2019 chairman and CEO Furukawa declared a target of a ¥1 trillion group by FY2025, on the strength of SPD running in about 80% of Japanese hospitals with 500 beds or more, and some 700 hospitals and 7,000 clinics served over the years. A consultancy founded in 1992 had become the closest thing Japan had to a general producer for the medical sector — plan, build, equip, supply, dispense, care.

Leadership turned over twice: Ogawa Hirotaka succeeded Furukawa in 2014, and Ōhashi Futoshi became the third president in June 2021. Ōhashi’s theme was that the next decade would be won on services rather than goods — digitalising hospital management support, moving the group from selling things to selling capability. Behind the slogan sat sixty-odd subsidiaries and 6,300 employees, and revenue of $3.9B (¥514bn) for the year to March 2022.

Buying accelerated rather than slowed. Chūō of Takamatsu (2022), Kingran and eleven of its subsidiaries (2022), Starship (2024), M.I.C. (2024) and MONAKA (2024) added bedding rental, instrument washing and hospital laundry — the hospitality layer around the clinical one. Revenue for the year to March 2025 was $4.5B (¥678bn), with ordinary profit of ¥26.0bn and net profit of ¥15.1bn. It was also, on the group’s own count, sixty-five consolidated subsidiaries: sixty-five sets of accounting, HR and IT.

In May 2025 the company published SHIP VISION 2030, and the centre of it was subtraction. Sixty-five subsidiaries would become forty-nine; five dispensing-pharmacy companies would become one; the pharmacy, life-care and Total Pack Produce divisions would each be reorganised. Four pharmacy companies and two care companies were merged on 1 April 2025, the loss-making kitchen operations were exited, the Myanmar business was abandoned and treasury shares were cancelled. Capital policy turned toward shareholders — a progressive dividend after ten consecutive years of increases, a 41.6% payout ratio — with a 12% ROE target.

What the plan does not contain is the ¥1 trillion figure. In its place stand three numbers: 5% average annual growth, a 4% operating margin, 12% ROE. Revenue for the year to March 2026 came in at $4.5B (¥718bn), short of the goal Furukawa had set in 2019, and the first-year operating profit fell as one-off costs from another acquisition outweighed the savings from merging. The single business begun in February 1997 — managing the flow of materials inside somebody else’s hospital — was by then selling $3.2B (¥510bn) a year.