Deteriorating logistics efficiency as store-opening areas expand
First written in FY2016. 9 of 18 entries say "Restated". Latest entry: FY2026.
0 other companies' latest entry also says "Other".
- FY2026Additional logistics infrastructure developmentAnnual report
「The main items were capital expenditures including upgrades to bottled beverage manufacturing equipment and 4 trucks.」
Capital expenditures, including 4 trucks, have been made to expand logistics and manufacturing capacity. - FY2025RestatedAnnual report
「On the earnings side, profit declined due in part to higher costs from increases in land and building rents associated with aggressive new store openings, new warehouse and additional truck costs to optimise in-house logistics, and proactive investments related to M&A.」
Investments in warehouse and additional truck costs, among others, to optimise in-house logistics are continuing. - FY2025-H1Continued investment to optimise in-house logisticsAnnual report
「While procurement costs continued to rise throughout the first half, the Company operated with somewhat limited pass-through to selling prices in order to maintain its low-price strategy. In addition, proactive investments, including new warehouse and vehicle-related costs, to optimise in-house logistics were incurred ahead of schedule, resulting in a year-on-year decline in profit.」
States that investments in new warehouse and vehicle-related costs, among others, are being incurred ahead of schedule to optimise in-house logistics. - FY2025-Q1MaterialisedAnnual report
「Although sales of bottled beverages, the Company's core product, continued to perform well, revenue for the first quarter of the current consolidated cumulative period declined year on year because growth in sales fell below plan due to disruptions in the delivery of some products resulting from the higher proportion of beverages and an unbalanced product lineup. The Company is currently implementing specific measures to optimise its in-house logistics, including adding trucks and partially reviewing the delivery system.」
Delivery disruptions actually occurred as the proportion of beverages increased, causing sales growth to fall below plan. The Company is responding in its in-house logistics operations by adding trucks and reviewing the delivery system. - FY2024RestatedAnnual report
「Products are currently delivered to all stores by the Company's own delivery operations from logistics centres in Tsukubamirai, Ibaraki Prefecture, and Hidaka, Saitama Prefecture, and for the time being we are considering opening stores only in areas where products can be delivered from both logistics centres within 2 hours.」
Continues the approach of using company-operated deliveries from two sites and limiting store locations to areas within 2 hours of a logistics centre. - FY2023RestatedAnnual report
「Products are currently delivered to all stores by the Company's own delivery operations from logistics centres in Tsukubamirai, Ibaraki Prefecture, and Hidaka, Saitama Prefecture, and for the time being we are considering opening stores only in areas where products can be delivered from both logistics centres within 2 hours.」
Continues the approach of using company-operated deliveries from two sites and limiting store locations to areas within 2 hours of a logistics centre. - FY2022MitigatedAnnual report
「In November 2021, the Sayama-Hidaka Joint Distribution Centre was opened in Hidaka, Saitama Prefecture, as the number of Jason stores increased, and warehouse operations and delivery services were transferred from the Nishitama Joint Distribution Centre.」
Opened a new joint distribution centre and relocated a logistics base in response to the increase in stores, specifying the response to declining logistics efficiency as store locations expand. - FY2021MitigatedAnnual report
「Products are currently delivered to all stores by the Company's own delivery operations from joint distribution centres in Tsukubamirai, Ibaraki Prefecture, and Mizuho, Nishitama District, Tokyo,」
Shows a company-operated delivery system from two joint distribution centres. Bringing logistics operations in-house is progressing as a response to declining logistics efficiency as store locations expand. - FY2019RestatedAnnual report
「In addition, as a result of reducing logistics costs by bringing logistics operations in-house, an initiative undertaken in the previous consolidated fiscal year,」
Continues to describe the effects of reducing logistics costs by bringing logistics operations in-house during the previous consolidated fiscal year. - FY2019-Q3RestatedAnnual report
「In addition, we are reducing logistics costs by bringing logistics operations in-house, an initiative undertaken in the previous consolidated fiscal year,」
Continues to reduce logistics costs by bringing logistics operations in-house, an initiative undertaken in the previous consolidated fiscal year. No new stage, such as completion of the logistics system rebuilding, is indicated. - FY2019-Q2RestatedAnnual report
「In addition, as a result of progress in reducing logistics costs through bringing logistics operations in-house, an initiative undertaken in the previous consolidated fiscal year,」
Continues to describe progress in reducing logistics costs through bringing logistics operations in-house, an initiative undertaken in the previous consolidated fiscal year. - FY2019-Q1RestatedAnnual report
「In addition, as a result of progress in reducing logistics costs through bringing logistics operations in-house, an initiative undertaken in the previous consolidated fiscal year,」
The effects of bringing logistics operations in-house and reducing logistics costs, achieved in the previous consolidated fiscal year, continued to progress during the current quarter, indicating an ongoing response to the risk of declining logistics efficiency. - FY2018MitigatedAnnual report
「In addition, to reduce logistics costs, which were expected to increase, we rebuilt the logistics system and achieved reductions in logistics costs and the in-house operation of logistics activities almost as scheduled.」
States that rebuilding the logistics system achieved reductions in logistics costs and brought logistics operations in-house almost as scheduled, specifying the response to the risk of declining logistics efficiency. - FY2018-Q3RestatedAnnual report
「This was mainly due to increases of ¥404.279 million in merchandise, ¥102.302 million in cash and deposits, and ¥38.178 million in leasehold and guarantee deposits, reflecting preparations for the launch of the new logistics centre, among other factors.」
Discloses an increase in leasehold and guarantee deposits in preparation for the launch of the new logistics centre. It also continues to record initial costs associated with rebuilding the logistics system, but does not state that operations have begun or that logistics efficiency has improved. - FY2018-Q2RestatedAnnual report
「As a result of recording the initial costs associated with rebuilding the logistics system as scheduled」
Continues from the previous quarter to state that the company is at the stage of recording initial costs associated with rebuilding the logistics system. - FY2018-Q1AdvancedAnnual report
「As a result of recording the initial costs associated with rebuilding the logistics system as scheduled」
Describes specific progress in that the logistics system rebuilding proceeded as scheduled and reached the stage of recording initial costs. It does not state that the rebuilding was complete or that logistics efficiency had improved. - FY2017Changed the logistics network to a two-site systemAnnual report
「Products are currently delivered to all stores from joint distribution centres in Kashiwa, Chiba Prefecture, and Mizuho, Nishitama District, Tokyo, and for the time being we are considering opening stores only in areas where products can be delivered from the joint distribution centres within 2 hours.」
While the logistics bases are described as two sites in Kashiwa, Chiba Prefecture, and Mizuho, Nishitama District, Tokyo, rather than one site in Kashiwa, the logistics premise that store locations must be within 2 hours of a joint distribution centre remains unchanged. - FY2016First statedAnnual report
「Products are currently delivered to all stores from the joint distribution centre in Kashiwa, Chiba Prefecture, and for the time being we are considering opening stores only in areas where products can be delivered from the joint distribution centre within 2 hours.」
Sets the logistics premise that store locations must be within 2 hours of the joint distribution centre, identifying increased delivery times and costs as risks when expanding geographically.