Value Chain Transformation Through Digital Technologies
First written in FY2019. 6 of 7 entries say "Advanced", first in FY2020. Latest entry: FY2026.
The whole theme swung hardest in 2024: 1 of 11 companies on the "Worse" side.
5 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Through these initiatives, the Group is reducing operating time and shifting the resources freed up to work that generates greater corporate value. In fiscal 2025, it carried out more than 600 initiatives to stop, reduce or change existing work.」
The Group developed rolling forecasts and FP&A analysis using DX and AI, together with improvements to stop, reduce or change existing work, and carried out more than 600 such initiatives in fiscal 2025. - FY2024AdvancedAnnual report
「Examples of such standardised practices include: (i) initiatives to improve management quality through monthly rolling forecasts; (ii) improving cash flow from a new perspective through cross-functional procurement; (iii) automated programmes for regularly reviewing credit-management limits; and (iv) multifaceted, thorough profitability management including logistics costs for each SKU.」
The Group developed DX and management-accounting reform into Group-standard practices including monthly rolling forecasts, automated credit management, SKU-level profitability management and cross-functional procurement. - FY2023AdvancedAnnual report
「By updating its performance outlook in a timely manner and using rolling forecasts, a process spanning the understanding of performance trends, consideration of measures and confirmation of their effectiveness, the Group will make continued business growth more certain.」
The Group advanced digital and management-accounting reform into a continuous decision-making process based on rolling forecasts, monitoring TDC margins and updating KPIs. - FY2022AdvancedAnnual report
「Against this backdrop, the Group began initiatives in fiscal 2021 at some businesses and Group companies to introduce rolling forecasts, updating performance outlooks in a timely manner to accelerate the process from understanding performance trends and considering measures to confirming their effectiveness.」
The Group developed DX and management-accounting reform into the company-wide rollout of rolling forecasts, an ROIC tree, standardised management accounting and Operational Excellence. - FY2021AdvancedAnnual report
「The Group is steadily advancing internal implementation, including standardising management accounting, establishing operating guidelines and embedding Operational Excellence (OE) as a common business-management approach across all Group companies, while also focusing on developing digital talent.」
The Group developed DX beyond the CDO, CXO and CIO structure into standardised management accounting, an ROIC tree, Group-wide deployment of OE and digital talent development. - FY2020AdvancedAnnual report
「To steadily implement these basic strategies, the company will launch the Business Model Transformation Task Force and the Enterprise-wide Operations Transformation Task Force, both reporting directly to the Chief Executive Officer. It will also establish the CIO (Chief Innovation Officer) and CXO (Chief Transformation Officer), incorporate the digital transformation led by the CDO (Chief Digital Officer), and advance transformation through the concerted efforts of the 2 business headquarters and the Corporate Headquarters.」
The Group developed its policy for using big data, AI and robotics into a company-wide digital and business transformation structure led by the CDO, CXO and CIO, together with a task force reporting directly to the CEO. - FY2019First statedAnnual report
「In addition, for ICT-related initiatives, the Group is using a range of technologies, including big-data utilisation, simulation, artificial intelligence and robotics, and is working to advance digital marketing and manufacturing-process control. It will accelerate digital transformation through the use of ICT across the entire value chain.」
The Group identified the use of big data, artificial intelligence and robotics in digital marketing and manufacturing-process control as a new theme for advancing digital transformation across the entire value chain.