GOS Limited — Global Operations Solution Service
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Case studies

Case studies

Every organisation has its own set of needs. Here is what we have actually taken on.

To protect client confidentiality, company names are omitted and only industry and scope are described. Since 2015 we have taken on work for more than fifty clients, Japanese and foreign-owned. We are happy to discuss specifics individually when you contact us.
Pharmaceutical manufacturerForeign-owned Supply Chain
Situation
A shortage of planners left demand and supply planning for the plant and contract manufacturers dependent on individuals.
What GOS did
  • Supply planning based on demand forecasts
  • Inventory monitoring and forecasting
  • Coordination with supply, purchasing and overseas teams
  • KPI reporting and meeting minutes
  • Master data maintenance
  • Key-user support and end-user training for a planning system deployment
Outcome
GOS took over the equivalent of one full-time role, standardised the planning cycle, and kept operations running through the system migration.
Premium food & beverage groupForeign-owned (European) Japan Entity — Enter, Run, Hand Over
Situation
A European premium food group wanted its own trading entity in Japan — incorporated, licensed to sell alcohol, and actually doing business — without sending anyone from headquarters.
What GOS did
  • Incorporated the Japan entity, with GOS serving as Representative Director
  • Obtained the liquor sales licence
  • Built the back office: accounting, tax, banking, import arrangements
  • Ran day-to-day operations until the business was trading
  • Transferred the company as a whole to its new owner, then continued to run the back office under contract
Outcome
From incorporation to a licensed, trading company handed over whole — in roughly thirteen months. GOS continued to run the back office after the transfer.
Medical device manufacturerJapanese General Management
Situation
Company-wide strategic goals were disconnected from departmental and individual targets, with no performance management in place.
What GOS did
  • Introduced a Balanced Scorecard and established a performance appraisal system
  • Ran workshops for executives, the whole company and each department, plus individual interviews
  • Set management indicators and supported their use in monthly meetings
  • Served as statutory auditor and as chief operating officer
  • Handled accounting, HR, advertising management and customer service
Outcome
Strategy and day-to-day operations were connected in a single line, and GOS went on to support general management over the long term.
Confectionery manufacturerJapanese Business Rebuilding
Situation
A group company had low profitability and nobody able to design the improvement plan.
What GOS did
  • Developed OEM client base and researched potential subcontractors
  • Surveyed current production capacity and cost
  • Identified management issues and built the implementation plan
  • Developed competitive OEM capability
  • Executed cost reductions across functions
  • Designed and embedded operational review meetings
Outcome
Gross margin rose from 51% to 66%, selling and administrative costs fell 42%, and headcount fell 40% — while the business kept operating. The company was handed over to its next owner in 2025.
Trading companyJapanese Business Succession
Situation
The owner wanted to progress succession but had nobody to design the whole plan and coordinate professionals and banks.
What GOS did
  • Supported development of the overall succession plan
  • Consolidated and steered input from legal and tax professionals
  • Supported business restructuring and reorganisation
  • Acted as the single point of contact with financial institutions
Outcome
Succession moved forward while the owner stayed focused on the core business.
Consumer goods manufacturerForeign-owned Full Back Office
Situation
The Japan office had no administrative function and nobody to cover accounting through general affairs.
What GOS did
  • Daily bookkeeping, monthly and annual closing
  • Payroll, social security and labour insurance administration
  • Financial statements and tax returns (certified tax accountant fee included)
  • Employment contracts, hiring and termination arrangements
  • Call and mail handling, visitor reception, document storage
Outcome
GOS ran the entire office, allowing the Japan entity to start trading with zero hires.
Financial servicesForeign-owned Marketing
Situation
No promotional materials existed for the Japanese market, and there was no channel to receive customer enquiries.
What GOS did
  • Translated source materials into Japanese and localised them for cultural fit
  • Recommended effective media and channels
  • Planned and ran seminars
  • Provided CRM support, primary customer correspondence and escalation to head office
Outcome
A Japan-facing marketing and customer contact function was launched without adding local headcount.
HealthcareJapanese Operational Support
Situation
The workload did not justify a dedicated hire, but general affairs and accounting needed a reliable pair of hands.
What GOS did
  • Support for general affairs and accounting
  • Additional support on request (subject to prior discussion)
Outcome
A deliberately small job definition let the engagement start light and continue for exactly the scope needed.
Professional associationJapanese Secretariat Operations
Situation
No structure existed to run seminars, certification examinations and accounting for the secretariat.
What GOS did
  • Full operation of seminars and the national convention (seven per year)
  • Full operation of the certification examination
  • Accounting operations
  • Virtual office provision (enquiry handling, dedicated phone, fax and email)
Outcome
The secretariat was fully outsourced, letting the association focus on member activities.

Industries

Industries served

Pharmaceuticals, medical devices, healthcare, medical equipment distribution, chemicals and food ingredients, confectionery, consumer goods, general manufacturing, trading, retail, publishing, financial services, professional services, professional associations and shared office operations.

Roughly half our clients are Japanese and half foreign-owned. For foreign-owned clients the work typically spans launching and running the Japan entity; for Japanese clients it ranges from accounting and HR operations to business succession and rebuilding.

Start by reading one report.

Choose from three: supply chain (inventory, service, forecast), financial (margin, collection, cash) or management review (strategy to this month’s decisions). Each runs to six pages: an eight-KPI summary, three findings with what each one costs, and three next actions. Synthetic data — no client figures — but the structure and the KPI definitions are the ones we use.

Choose a sample report (three kinds) TEL +81 3 5212 6055
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