Enhancing Competitiveness by Scaling Up Logistics Capabilities and Using Proprietary Delivery Systems
First written in FY2016. 22 of 28 entries say "Restated". Latest entry: 2026-09-11.
The whole theme swung hardest in 2022: 1 of 7 companies on the "Worse" side.
3 other companies' latest entry also says "Restated".
- 2026-09-11RestatedEarnings
「We will improve transport efficiency and demonstrate our logistics strengths by increasing carrying capacity through additional purchases of large delivery vehicles and other measures.」
A policy of strengthening logistics by increasing carrying capacity and transport efficiency through additional purchases of large delivery vehicles and other measures was presented, but this disclosure does not state that the purchases have been completed. - FY2026AdvancedAnnual report
「Against this backdrop, we will continue to place competitiveness in the logistics business at the center of our growth strategy and improve logistics density and efficiency through the introduction of large tank trucks and other measures.」
The introduction of large tank trucks and improvements in logistics density and efficiency have been newly identified as measures to strengthen logistics competitiveness. - FY2026-H1AdvancedAnnual report
「Segment profit fell below the same period of the previous year, affected by efforts to install ultrasonic meters for LP gas to improve safety and operating efficiency, higher depreciation expenses from acquiring large bulk tankers to strengthen logistics, and higher customer acquisition costs and personnel expenses resulting from intensifying competition.」
It is stated that the company acquired large bulk tankers to strengthen logistics, indicating that specific investment in logistics capabilities is progressing. - FY2025-H1RestatedAnnual report
「To prevail in this excessive competition, we are working to sell at appropriate prices that are lower than the industry average through cost reductions enabled by our proprietary logistics system, while also expanding our business platform by strengthening relationships with customers through the advantages of in-house delivery, among other measures.」
The explanation that cost reductions through proprietary logistics and stronger customer relationships through in-house delivery are means of responding to competition and expanding the business platform remains unchanged. - FY2024-Q3RestatedAnnual report
「Competition to acquire customers in the retail industry is intensifying, but to prevail in this excessive competition, we are working to sell at appropriate prices that are lower than the industry average through cost reductions enabled by our proprietary logistics system, while also expanding our business platform by strengthening relationships with customers through the advantages of in-house delivery, among other measures.」
The policy of responding to competition and expanding the business platform through cost reductions enabled by proprietary logistics and stronger customer relationships through in-house delivery remains in place. - FY2024-Q2RestatedAnnual report
「Competition to acquire customers in the retail industry is intensifying, but to prevail in this excessive competition, we are working to sell at appropriate and affordable prices through cost reductions enabled by our proprietary logistics system, while also expanding our business platform by strengthening relationships with customers through the advantages of in-house delivery, among other measures.」
The explanation that cost reductions through proprietary logistics and stronger customer relationships through in-house delivery are means of responding to competition and expanding the business platform remains unchanged. - FY2023RestatedAnnual report
「We will continue to place competitiveness in the logistics business at the center of our growth strategy, improve logistics density and efficiency, respond to diverse needs through integrated operations from manufacturing through logistics and retail, and further enhance services as a lifeline services provider.」
The policy of placing logistics competitiveness at the center of the growth strategy and pursuing greater efficiency and enhanced services through integrated operations from manufacturing through logistics and retail remains in place. - FY2023-Q3RestatedAnnual report
「Competition to acquire customers in the retail industry is intensifying, but to prevail in this excessive competition, we are working to sell at appropriate and affordable prices through cost reductions enabled by our proprietary logistics system, while also expanding our business platform by strengthening relationships with customers through the advantages of in-house delivery, among other measures.」
The explanation that cost reductions through proprietary logistics and stronger customer relationships through in-house delivery are means of responding to competition and expanding the business platform remains unchanged. - FY2023-Q1RestatedAnnual report
「To prevail in this excessive competition, we are working to sell at appropriate and affordable prices through cost reductions enabled by our proprietary logistics system, while also expanding our business platform by strengthening relationships with customers through the advantages of in-house delivery, among other measures.」
The explanation that cost reductions through proprietary logistics and stronger customer relationships through in-house delivery are means of responding to excessive competition and expanding the business platform remains unchanged. - FY2022ReframedAnnual report
「We will continue to place competitiveness in the logistics business at the center of our growth strategy, improve logistics density and efficiency, respond to diverse needs through integrated operations from manufacturing through logistics and retail, and further enhance services as a lifeline services provider.」
The explanation has expanded from its previous focus on logistics capabilities and in-house delivery to encompass strengthening competitiveness through integrated operations from manufacturing through logistics and retail. - FY2022-Q3RestatedAnnual report
「Competition to acquire customers in the retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening relationships with customers by leveraging the advantages of in-house delivery, among other measures.」
Efforts to respond to competition by reducing costs through proprietary logistics systems and strengthening customer relationships through in-house delivery are continuing. - FY2022-Q2RestatedAnnual report
「We worked to expand our business platform by reducing costs through our proprietary logistics system and strengthening relationships with customers by leveraging the advantages of in-house delivery, among other measures.」
Efforts to respond to competition by reducing costs through proprietary logistics systems and strengthening customer relationships through in-house delivery are continuing. - FY2022-Q1RestatedAnnual report
「Competition to acquire customers in the retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening relationships with customers by leveraging the advantages of in-house delivery, among other measures.」
Efforts to respond to competition by reducing costs through proprietary logistics systems and strengthening customer relationships through in-house delivery are continuing. - FY2021-Q3RestatedAnnual report
「Competition to acquire customers in the LP gas retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening relationships with customers by leveraging the advantages of in-house delivery, among other measures.」
The policy of using proprietary logistics systems, in-house delivery and stronger customer relationships to respond to competition and expand the business platform remains in place. - FY2021-Q2RestatedAnnual report
「We worked to expand our business platform by reducing costs through our proprietary logistics system and strengthening relationships with customers by leveraging the advantages of in-house delivery, among other measures.」
The explanation that proprietary logistics systems, in-house delivery and stronger customer relationships are used to respond to competition and expand the business platform remains unchanged. - FY2021-Q1RestatedAnnual report
「Competition to acquire customers in the LP gas retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening relationships with customers by leveraging the advantages of in-house delivery, among other measures.」
The policy of using proprietary logistics systems, in-house delivery and stronger customer relationships to respond to competition and expand the business platform remains in place. - FY2020RestatedAnnual report
「Since our founding, we have placed logistics strategy at the core of management and have made continuous investments in expanding our logistics capabilities and developing proprietary logistics systems. To respond quickly to changes in customer needs surrounding the delivery business, our strategy for expanding the business platform is based on remaining committed to in-house delivery, enhancing services by leveraging the strengths of our employee-led face-to-face channel, and increasing supply density and cost competitiveness by concentrating our customer base in the Kanto region.」
The policy of making continuous investments in logistics capabilities and using in-house delivery, the face-to-face channel and customer concentration in the Kanto region as the foundations for expanding the business platform remains in place. - FY2020-Q3RestatedAnnual report
「Competition to acquire customers in the LP gas retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening our face-to-face channel by leveraging the advantages of in-house delivery, among other measures.」
The policy of using proprietary logistics systems, in-house delivery and the face-to-face channel to respond to competition and expand the business platform remains in place. - FY2020-Q2RestatedAnnual report
「Competition to acquire customers in the LP gas retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening our face-to-face channel by leveraging the advantages of in-house delivery, among other measures.」
The policy of using proprietary logistics systems, in-house delivery and the face-to-face channel to respond to competition and expand the business platform remains in place. - FY2020-Q1RestatedAnnual report
「Competition to acquire customers in the LP gas retail industry is intensifying, but to overcome this excessive competition, we are working to expand our business platform by reducing costs through our proprietary logistics system and strengthening our face-to-face channel by leveraging the advantages of in-house delivery, among other measures.」
The policy of using proprietary logistics systems, in-house delivery and the face-to-face channel to expand the business platform and respond to competition remains in place. - FY2019RestatedAnnual report
「We have placed logistics strategy at the core of management and have made continuous investments in expanding our logistics capabilities and developing proprietary logistics systems. To respond quickly to changes in customer needs surrounding the delivery business, our strategy for expanding the business platform is based on remaining committed to in-house delivery, enhancing services by leveraging the strengths of our employee-led face-to-face channel, and increasing supply density and cost competitiveness by concentrating our customer base in the Kanto region.」
The explanation that expanded logistics capabilities, proprietary systems, in-house delivery and supply density in the Kanto region are the foundations for expanding the business platform continues clearly as a management policy and strategy. - FY2019-Q3RestatedAnnual report
「Meanwhile, rising delivery charges caused by labor shortages and the resulting need for rationalization have become issues in the logistics industry. We have worked to expand our business platform under our medium-term management plan, positioning logistics competitiveness as a growth strategy. Both our LP gas and bottled-water businesses deliver to customers' doorsteps. Since our founding, we have viewed delivery not as a cost but as a service that enhances the added value of our products, and have continued to advance our proprietary logistics capabilities. As customer purchasing needs undergo major changes, we will work to enhance customer service and further demonstrate our logistics competitiveness by strengthening our face-to-face channel, whose strength is in-house delivery.」
The company continues to position logistics competitiveness as a growth strategy, while advancing its proprietary logistics capabilities and strengthening its face-to-face channel, whose strength is in-house delivery. - FY2019-Q2RestatedAnnual report
「Rising logistics costs and rationalization resulting from labor shortages have become issues in the logistics industry. Since our founding, we have placed logistics at the core of our business, built proprietary logistics functions and systems, and promoted in-house delivery based on direct customer contact, enabling us to acquire customers without being significantly affected.」
The explanation that proprietary logistics functions and systems and in-house delivery form the foundation of the logistics strategy, enabling customer acquisition even amid rising logistics costs, remains unchanged. - FY2018-Q3RestatedAnnual report
「Although we have sought to pass on part of the increase in transport costs resulting from labor shortages through selling price revisions, we believe our policy of relying principally on in-house delivery will strengthen our competitive advantage.」
The company indicates that its logistics structure, based principally on in-house delivery, will provide a competitive advantage as transport costs rise. - FY2017RestatedAnnual report
「The expansion of our logistics capabilities over many years, our proprietary delivery methods represented by direct delivery from coastal facilities, and customer development centered in the Kanto region have increased supply density, resulting in lower delivery costs and providing a source of cost competitiveness.」
The explanation that expanded logistics capabilities, direct delivery from coastal facilities and supply density in the Kanto region are sources of competitiveness remains unchanged. - FY2016First statedAnnual report
「The expansion of our logistics capabilities, proprietary logistics systems including direct delivery from coastal facilities, and rising supply density as our customer base has grown have reduced logistics costs. We will continue investing in logistics to strengthen our competitiveness.」
The company says it will continue investing in logistics, with expanded logistics capabilities, direct delivery from coastal facilities and higher supply density serving as sources of competitiveness.