1930s
1935
The Beginning of Okabe Valve
Founder Masakichi Okabe opened a private store specializing in the sale of fittings and valves.
The birth of “Okabe Shoten.” Every day, Masakichi himself delivered products by pulling a rear car (handcart).
1950–60s
1955
The company name was officially changed to Okabe Valve Industry Co., Ltd.
1960s
Income Doubling Plan
Contributing to national development by supplying materials for roads, housing, and sewage systems during the period of rapid economic growth.
Housing Construction Boom &
Rising Infrastructure Demand
Shinkansen Opening
Olympic Games
Spread of Color TV
Expansion of New Demand
Broadening our product range beyond valves to piping and infrastructure materials,
becoming a vital pillar for the local equipment industry.
1966
Following the Chiba office, the second sales office was opened in Matsudo City.
An era that demands precision in logistics
1970–80s
The Second Growth Phase
Strengthening logistics systems and significantly expanding product lineups.
Establishing a system for immediate delivery to solidify our position as a Community-Based Equipment Distributor.
1973
The First Oil Shock.
Social unrest and stockpiling of daily necessities.
1976
Chohachiro Okabe assumed the position of President and Representative Director.
With a focus on regaining trust, we overhauled our sales system and focused on sincere customer service. This Culture of Trust remains the core of our business today. In the 1980s, we were also among the first in the industry to introduce computerized systems.
1982
Opened a distribution center in Ichikawa City, Chiba Prefecture
1990s
Market Consolidation and Restructuring
1995
Commemorating our 60th anniversary.
Launched new graduate recruitment to drive future development.
The Heisei Recession
1996
Expanded the Distribution Center in Ichikawa City to over 20,000 square meters.
Maintaining 30,000 unique items in stock at all times.
Established just-in-time Logistics,ensuring same-day or next-day delivery, earning high praise from our partners.
2000–2010s
Changes in Lifestyle and Modern Needs
Diversification of housing equipment types.
Evolution toward IT-driven and ultra-fast logistics.
2000
Early adoption of factoring to ensure secure accounts receivable.
Factoring is a service similar to insurance, in which a factoring company pays on your behalf if a customer fails to make payment.
By guaranteeing the receivables, the factoring company reduces the risk of uncollected invoices.
This creates an environment where the company can pursue sales activities more proactively and with confidence.
2008
Although the Japanese economy was severely impacted by the 2007 Financial Crisis, Okabe Valve, due to its many reliable clients, experienced only a slight decline in sales.
2011
The Great East Japan Earthquake.
Navigating through unprecedented national challenges.
2016
Despite the stagnation of the Japanese economy, Okabe Valve’s sales have doubled since 2000, reaching 30.125 billion yen.
2018
Ken Okabe assumed the position of President and Representative Director.
A new management philosophy was formulated to strengthen organizational unity and efficiency through system automation.
2019
A new distribution center will open in Kawasaki City, with the aim of further speeding up delivery and achieving 33 billion yen in sales.
Full-Scale Entry into Housing Equipment
Evolving our immediate delivery system into a critical infrastructure that supports professional construction sites, with product handling reaching hundreds of thousands of items.
2020s
2020
Abrupt business environment shifts
due to the COVID-19 pandemic.
Triggering the launch of
company-wide transformation.
(DX, Operational Standardization, and BCP)
2021
Breaking away from individual dependency.
Systematizing business operations to
transition into a reproducible organization.
2022
Full-scale operational automation
via DX (RPA & data utilization).
Initiated the foundational building of
OJT and team management systems.
2023
Shifting perspectives from mere efficiency
to “maximizing human value.”
Transitioning toward people-centric management,
positioning “people and organization” as growth drivers.
2024
Adapting to social environment changes
becomes a core management priority.
Moving from partial to company-wide optimization
(consolidation, efficiency, and infrastructure reinforcement).
Accelerating the integration of GenAI, DX, and other technologies.
2025
Embracing the vision of “Onko Soshin”
(innovating while honoring tradition)
to drive full-scale transformation.
Evolving into a “self-driven organization” via AI & automation.
Full-scale promotion of Connect30.
Enhancing work environments and health management.
Aiming for 40 Billion Yen in Sales
2026
Entering the “Next Growth Stage”
・Expanding housing equipment business (establishing a second core pillar)
・Advancing global expansion
(from the Philippines to Canada)
2030s & Beyond
Future Outlook
Logistics × IT × Field Support
Building upon our 90-year legacy to become an indispensable partner in the equipment industry.
Connecting the history that began in 1935 to the future.
