From coordinating international supply chains to supporting expansion into overseas markets, Mariko Araki helps bring SAPPORO brands closer to consumers across Southeast Asia and Oceania.
We asked her about the challenges of international business, her passion for her work, and what makes her role rewarding.
Sapporo Breweries began its overseas expansion in 1964 with beer exports to the United States.
Today, its business reaches North America, the APAC region, and Europe, and revenue has grown from approximately 38 billion yen
in 2014 to 100 billion yen in 2024. International business is one of the Group’s key growth drivers.
After joining the International Business Division, I realized that “Sapporo Breweries is in demand around the world.”
In particular,“SAPPORO PREMIUM BEER,” a product developed exclusively for overseas markets, continues to achieve steady growth.
Simply mentioning the name SAPPORO can change the conversation.
Through my work, I have come to appreciate the strength of the brand and the trust it has built around the world.
SAPPORO has many strengths: its heritage as Japan’s oldest beer brand, its iconic star logo,
and the strong recognition associated with the name “Sapporo.”As a manufacturer, there’s nothing more gratifying than that.
I believe SAPPORO is highly regarded overseas because of the brand-building we have continued in Japan, as well as our long-standing commitment to quality in manufacturing and sales .
It’s precisely because we have such a strong presence in Japan that people around the world say, “Sapporo? That’s great beer!”
The Export & License Division where I work, supplies products to markets around the world through exports from our domestic and overseas breweries , as well as through licensed production at overseas brewers.
We manage the contracts and marketing activities necessary to drive our business forward in Asia, Oceania, and Europe , while our sales representatives manage operations on-site through long-term assignments or business trips.
As a sales support specialist, I am responsible for Southeast Asia and Oceania. One of my main roles is to keep operations running smoothly.
I manage supply and demand by gathering orders from each market, confirming what is needed and when it is needed, and coordinating production and delivery with the relevant teams.
We have our own brewery in Vietnam, as well as partner breweries in Australia and other countries. We work closely with our on-site teams to optimize operations in response to the brand’s growth and changes in the external environment.
We also export “Yebisu Beer” from Japan to South Korea, Taiwan, Australia, and other Asian countries .
Our role is not just to process orders. We also make adjustments from a supply chain management (SCM) perspective in line with our business strategy, verify product specifications—such as printing and labeling—to comply with the laws and regulations of each target market, and take the lead in preparing the products to ensure they can be successfully launched in each country.
For example, the “SAPPORO PREMIUM BEER 150th Anniversary Design ,” part of our 150th-anniversary commemorative project,
will be released worldwide in 2026 . This marks our first attempt to launch design cans globally, including in Japan.
The cans to be released in Japan will feature the iconic “Silver Cup” shape—a symbol of the SAPPORO PREMIUM BEER brand in our international business—and I’m really looking forward to seeing them.
In addition, I support management decision-making, gathering information to prepare for international emergencies,
and work on improvements to make our operations more efficient.
We work as a team, communicating with sales teams, distributors, local brewery managers,
and trade partners across different countries to solve challenges as they arise.
It's a bit like being a volleyball libero.
I'm always trying to pick up every ball that comes my way.
A key strategy for growing our international business is expanding into new markets. One market I was involved in was Mongolia.
After the sales team signed a contract with a local distributor, I worked closely with them and the distributor to finalize the logistics plan—specifically, how to source the products and deliver them to Mongolia.
In the case of Mongolia,
products manufactured at our Kyushu Hita Brewery in Oita Prefecture and our Vietnam Brewery were shipped by sea to China,
and from there, they were transported by land to the capital, Ulaanbaatar. Having engaged in extensive communication with
representatives from sales, distributors, the Brewery, and the trading company,
the joy I felt when the product was launched there in the summer of 2025 was truly special.
It was extremely challenging, but it also gave me a tremendous sense of accomplishment.
We brew beer, ship it, and deliver it. My role is to ensure that this process runs smoothly even when problems come up.
When an issue occurs, I communicate with the local brewery,
share the details with market representatives, and confirm inventory levels to gather information and work toward a solution.
International business is full of unexpected challenges. Given differences in language, culture, and time zones, I always try to focus on two things: the facts and the goal.
I focus on understanding the facts, finding the best solution, and moving forward to the goal.
My teammates involved in our international business are all bold, energetic, and positive.
They each have their own approach to work, and many take the lead when they believe in something.
They have a deep passion for the Sapporo brand and can passionately explain the story behind our products to our partners around the world.
Their shared dream of bringing Sapporo to the world inspires me every day.
We are also strengthening our business by welcoming people with specialized expertise.
Since there are experts in every field, I often go directly to the colleague who knows the answer and say,
“Can you help me understand this?”
Since joining the company, I have been supported by many people at Sapporo Breweries.
Many people here are willing to go the extra mile to support their colleagues.
That’s part of our company culture:
working toward a common goal and supporting one another. I think that’s one of the best things about our company .
For my part, I want to do my best for others, just as I’ve been supported along the way.
Taking pride in our brand has become a shared corporate culture among our overseas breweries and team members.
We come together by conveying the Sapporo spirit and connecting with one another through it.
In my area as well, the team at Sapporo Vietnam is truly coming together and preparing for the next stage of growth.
Our distributors are not simply selling beer; they are sharing the Sapporo story with consumers.
While many people today are eager to work internationally,
I did not originally seek a transfer to the International Business Division.
While balancing work and raising children, there was a time when I took a more cautious approach about my career. I’ve always been interested in working overseas,
and deep down, I’ve always wanted to take on that challenge someday.
My experiences in domestic sales and planning have shaped the skills I have today.
Now, I feel hopeful about the future of Sapporo Breweries’ international business, which is still growing.
“SAPPORO PREMIUM BEER” was created for overseas markets, but it also represents Sapporo as a company.
As the brand grows, I hope more people around the world will come to know Sapporo Breweries.
In the future, I want to keep contributing to international business while also helping create new opportunities.
Since we have already launched a non-alcoholic version of “SAPPORO PREMIUM BEER” in our international business,
I believe exploring new fields like this will become increasingly important.
I want to continue learning and become someone who can contribute across many different areas of the business.
“Rather than taking the lead myself, I focus on making sure everything runs smoothly as a whole.”
Raising children has also helped me learn how to handle many things at once.
I want to help turn new projects into tangible business results.
If the company continues to grow and the people leading those projects succeed,
I will feel that my efforts have been worthwhile.
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