Building an SPA Model through Process Centers, Central Kitchens and Private-Brand Factories
First written in FY2024. 6 of 9 entries say "Advanced", first in FY2025. Latest entry: 2026-09-29.
The whole theme swung hardest in 2022: 1 of 6 companies on the "Worse" side.
4 other companies' latest entry also says "Restated".
- 2026-09-29RestatedManagement Planning
「グループ全体のPB売上高構成比を25%まで引き上げ。」
PB相互販売・共同開発とPB売上高構成比25％目標を再掲している。 - FY2026RaisedAnnual report
「The company will reorganize, cross-sell and jointly develop the two companies' brands, including Kohaku Honpo and Minna-sama no Osusum e, targeting a 25% private-label sales mix across the group.」
TRIAL and Seiyu will cross-sell and jointly develop their private-label products, and the company has set a new quantitative target of a 25% private-label sales mix across the group. - FY2026-H1AdvancedAnnual report
「We are also developing a framework to optimize the use of the process centers and central kitchens owned by both companies and improve operating efficiency, in preparation for strengthening prepared-food sales, TRIAL's core strength, and rolling them out fully at Seiyu stores.」
The company has moved to the stage of jointly utilizing both companies' process centers and central kitchens to expand prepared-food operations and improve manufacturing and logistics efficiency. - FY2025AdvancedAnnual report
「As of the end of the fiscal year ended June 2025, the company had 7 PCs and 6 CKs nationwide in Japan, excluding CKs located within stores. In the fiscal year ended June 2025, private-label products accounted for approximately 18.4% of retail distribution sales, an increase of 3.5 percentage points year on year.」
The number of CKs increased from 5 to 6, while private-label sales rose to 18.4% of the total. The company continues to pursue vertical integration through the expansion of PCs, CKs and factories. - FY2024First statedAnnual report
「The policy is to pursue a vertically integrated manufacturing-retail model by expanding the production capacity of its own factories and increasing the number of process centers (PCs) and central kitchens (CKs).」
The company has outlined a policy of strengthening the linkage between product manufacturing capacity and its store network, based on 7 PCs, 5 CKs and its own beverage factories and other facilities.