Building Shared Infrastructure and Product Supply Systems through a Group Food Strategy
First written in FY2021. 9 of 13 entries say "Advanced", first in FY2022. Latest entry: FY2027-H1.
The whole theme swung hardest in 2022: 1 of 6 companies on the "Worse" side.
3 other companies' latest entry also says "Advanced".
- FY2027-H1AdvancedAnnual report
「株式会社セブン-イレブン・ジャパン is strengthening its appeal by expanding freshly prepared products, centered on “7 Cafe Bakery” and “7 Cafe Tea,” under the “Live-Meal” brand as part of efforts to improve the customer experience and achieve steady growth amid increasing uncertainty in the business environment.」
The Group’s food strategy has progressed from initiatives centered on shared infrastructure to growth initiatives involving the rollout of freshly prepared CVS products under the Live-Meal brand. - FY2026AdvancedAnnual report
「Regarding products, from May 2025, under the new structure, "Differentiation in fresh foods"」
The Group's food strategy progressed from a framework centered on shared infrastructure with the SST business to one centered on differentiating the CVS business through fresh foods, live meals, and freshly prepared products as growth drivers. - FY2025-Q1AdvancedAnnual report
「Ito-Yokado has made planned progress in its fundamental transformation to improve profitability. Using strategic investment infrastructure such as process centers and central kitchens, including the Peace Deli Chiba Kitchen, which began operations on 27 February 2024, it has worked to improve product quality and store operating efficiency, including by launching the new prepared-food brand “YORK DELI.”」
The Group's food strategy took concrete form through the launch of a new prepared-foods brand using the operating Peace Deli Chiba Kitchen and other facilities, and through improvements in quality and operating efficiency. - FY2024AdvancedAnnual report
「In addition, strategic investment infrastructure, including processing centers, central kitchens, and online supermarkets, began operating.」
The shared infrastructure under the Group's food strategy progressed to the operating stage for processing centers, central kitchens, and online supermarkets. - FY2024-Q3RestatedAnnual report
「In addition, we are developing strategic investment infrastructure, including processing centers and online supermarkets.」
The development of shared and supply infrastructure under the Group's food strategy, including processing centers and online supermarkets, is continuing. - FY2024-Q2AdvancedAnnual report
「As part of this initiative, Peace Deli Nagareyama Kitchen, the first shared infrastructure facility of the Seven & i Group, began supplying fresh foods and meal kits processed at the facility to stores in the Tokyo metropolitan area on 28 March 2023. In addition, the Ito-Yokado Net Super Shinyokohama Center began operating in August 2023.」
In addition to the supply of fresh foods and meal kits from the shared Peace Deli Nagareyama Kitchen facility, the Ito-Yokado Net Super Shinyokohama Center began operating in August 2023. - FY2024-Q1AdvancedAnnual report
「As part of this initiative, Peace Deli Nagareyama Kitchen, the first shared infrastructure facility of the Seven & i Group, began supplying fresh foods and meal kits processed at the facility to stores in the Tokyo metropolitan area on 28 March 2023.」
Regarding shared infrastructure under the Group's food strategy, Peace Deli Nagareyama Kitchen began operating and started supplying fresh foods and meal kits to stores in the Tokyo metropolitan area. - FY2023AdvancedAnnual report
「Using the strengths in food that the Group has cultivated to date as its foundation, we will focus on a growth strategy for convenience-store businesses in Japan and overseas, allocate management resources optimally, and grow into a global retail group centered on food.」
The Group's food strategy was repositioned as a core strategy supporting the growth of convenience stores in Japan and overseas by integrating the procurement capabilities and expertise of the supermarket business with the product development and sales capabilities of convenience stores. - FY2023-Q3RestatedAnnual report
「Going forward, we will combine the broad procurement capabilities, diverse expertise and information resources of the supermarket business companies centered on Ito-Yokado Co., Ltd. across fresh foods, processed foods and other categories, together with their long-standing relationships of trust with business partners, with the product development process and sales capabilities of Seven-Eleven Japan Co., Ltd. In this way, we will expand sales of competitive private brands, develop last-mile initiatives, and advance the Group's food strategy.」
The Group's food strategy, which integrates the procurement capabilities and expertise of the supermarket companies with Seven-Eleven's product development and sales capabilities, and advances private-brand expansion and last-mile initiatives, has been reaffirmed. - FY2023-Q2RestatedAnnual report
「Going forward, we will combine the broad procurement capabilities, diverse expertise and information resources of the supermarket business companies centered on Ito-Yokado Co., Ltd. across fresh foods, processed foods and other categories, together with their long-standing relationships of trust with business partners, with the product development process and sales capabilities of Seven-Eleven Japan Co., Ltd. In this way, we will expand sales of competitive private brands, develop last-mile initiatives, and advance the Group's food strategy.」
The Group's food strategy, which integrates the procurement capabilities and expertise of the supermarket companies with Seven-Eleven's product development and sales capabilities, and advances private-brand expansion and last-mile initiatives, has been reaffirmed. - FY2023-Q1AdvancedAnnual report
「Going forward, we will combine the broad procurement capabilities, diverse expertise and information resources of the supermarket business companies centered on Ito-Yokado Co., Ltd. across fresh foods, processed foods and other categories, together with their long-standing relationships of trust with business partners, with the proprietary product development process and overwhelming sales capabilities created by Seven-Eleven Japan Co., Ltd. In this way, we will develop competitive private brands and last-mile initiatives and advance the Group's food strategy.」
The Group's food strategy is taking concrete form through the integration of the procurement capabilities and expertise of the supermarket companies with Seven-Eleven's product development and sales capabilities, competitive private brands, and last-mile initiatives. - FY2022AdvancedAnnual report
「In September 2021, we established an Overseas Procurement Department to respond to changes in society and changes in customer needs and purchasing behavior.」
The Group's food strategy took concrete form through the establishment of an Overseas Procurement Department in September 2021 and the promotion of direct imports, in addition to the use of shared infrastructure. - FY2021First statedAnnual report
「Food serves as the common foundation of the Group's businesses. Going forward, we will use the benefits of the Group's scale to develop shared infrastructure, including central kitchens and processing centers, and aim to establish a high-quality and efficient product supply system. We will continue initiatives that leverage Group synergies to contribute to our customers' richer food lifestyles.」
Based on Group-wide food sales of approximately ¥4.7 trillion, a sales mix of more than 60%, and an approximately 6% sales share in the food sector including food service, the Company presented a new growth strategy to develop central kitchens and processing centers as shared infrastructure.