Vietnam’s shrimp exports to Japan: Maintaining an edge in processed products, capturing opportunities from new consumption trends

According to Vietnam Customs data, as of March 15, 2026, Vietnam’s shrimp exports to Japan reached USD 89 million, up 2% year-on-year, accounting for 10.4% of Vietnam’s total shrimp exports. Japan is currently Vietnam’s third-largest shrimp market, after China and the EU.

Whiteleg shrimp dominates, black tiger shrimp holds premium segment

The structure of Vietnam’s shrimp exports to Japan remains relatively stable. Whiteleg shrimp continues to be the main product. In 2025, exports of whiteleg shrimp to Japan reached USD 386.7 million, accounting for around 65–70% of total export value. Black tiger shrimp ranked second at USD 93.2 million, maintaining its role in the premium segment. Other shrimp varieties—such as red shrimp, tiny shrimp, mantis shrimp, brown shrimp, fermented shrimp paste, and others—account for smaller shares.

Notably, in the Japanese market, segmentation by species clearly aligns with consumer segments. Whiteleg shrimp is well suited for mainstream, stable products widely used in retail and foodservice. Meanwhile, black tiger shrimp retains a niche in higher-end products, although its scale has declined compared to 4–5 years ago due to weaker purchasing power amid rising living costs in Japan.

Japanese consumers favor processed, convenient shrimp products

When viewed by HS codes, Japan’s import trend becomes clearer. In 2025, Vietnam’s exports of processed whiteleg shrimp to Japan reached USD 205.8 million, exceeding exports of live, fresh, and frozen whiteleg shrimp at USD 180.9 million. For black tiger shrimp, frozen products still dominate, but processed items also hold a significant share. This indicates that Japan is increasingly prioritizing higher value-added products, not just raw materials.

By product category, Vietnam’s shrimp exports to Japan in 2025 included: raw materials (HS03) at USD 151.8 million; cooked/ready-to-eat products at USD 116.9 million; breaded/tempura products at USD 107.2 million; Nobashi/sushi ebi at USD 68 million; and PD/PDTO products at USD 49.2 million. These product groups require strict specifications, high uniformity, and advanced processing capabilities.

This trend aligns with shifts in Japanese consumer behavior. According to the USDA’s Retail Foods Annual 2025 report for Tokyo, Japanese consumers are becoming more price-sensitive while placing greater emphasis on convenience. Convenience store networks remain extensive, and ready-to-eat, frozen, and easy-to-prepare foods continue to play a key role in retail.

Vietnam leads, but competition is intensifying

In 2025, Japan imported a total of USD 2.08 billion worth of shrimp globally. Vietnam led with USD 524.3 million, followed by India (USD 329.7 million), Indonesia (USD 319.4 million), and Thailand (USD 287.6 million). Most notably, Ecuador surged from USD 31.8 million in 2021 to USD 142.6 million in 2025.

This indicates a shift in competitive dynamics. While competition previously came mainly from India, Indonesia, and Thailand, Ecuador is emerging as a significant new competitor.

For Vietnamese shrimp exporters, Japan will remain a strategic market in 2026 and beyond. Japan’s population is aging rapidly, with those aged 65 and over now accounting for nearly 30% of the population. Combined with trends toward smaller households, faster-paced lifestyles, and cautious spending, this market is increasingly suited to value-added shrimp products that are convenient, portion-controlled, and meet high food safety standards.

Accordingly, Vietnamese companies should focus on strengthening their advantages in processed products such as tempura, cooked items, Nobashi, sushi ebi, PD/PDTO, and ready-to-eat lines. These products align closely with current consumer demand in Japan. In addition, deeper investment in traceability, quality management, and product consistency is essential. Building stronger relationships with Japanese importers, distributors, and retail chains will also help companies penetrate specific market segments more effectively, rather than relying solely on short-term orders.