Production Process Optimization, Logistics Network Restructuring and Commercial Logistics Reform
First written in FY2019. 14 of 20 entries say "Advanced", first in FY2021-Q2. Latest entry: 2026-08-13.
The whole theme swung hardest in 2025: 3 of 25 companies on the "Worse" side.
20 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「To further improve QSC (product quality, service and cleanliness) and profitability, we established a Field Capability Promotion Block at 9 stores in April 2026 to strengthen customer service and production capabilities. By improving customer service and producing soup in the stores, we aim to improve customer satisfaction and employee skills. We also aim to create new store value and improve profitability by combining these efforts with digital transformation initiatives, including the introduction of automatic fried-rice cooking machines.」
In April 2026, we established a Field Capability Promotion Block at 9 stores and began initiatives combining stronger customer service and production capabilities, in-store soup production and digital transformation measures including automatic fried-rice cooking machines. - FY2026-H1AdvancedAnnual report
「We are working to improve the operating profit margin by promoting digital transformation initiatives, including the introduction of automatic fried-rice cooking machines, and by upgrading employee skills as employee turnover declines following improvements in the working environment.」
Digital transformation initiatives, including the introduction of automatic fried-rice cooking machines, along with improvements to the working environment and employee skills development, are being implemented to improve the operating profit margin. - FY2025AdvancedAnnual report
「In both the domestic and overseas store operations businesses, we implemented measures including controlling store staff schedules and introducing mobile and tablet ordering.」
Digital transformation initiatives, including shift management, mobile ordering and tablet ordering, were implemented at domestic and overseas stores. - FY2024AdvancedAnnual report
「In both the domestic and overseas store operations businesses, we implemented measures including controlling store staff schedules and introducing mobile and tablet ordering. We also closed unprofitable stores, and both businesses reported higher profits as net sales increased.」
Shift management, mobile and tablet ordering, and the closure of unprofitable stores were implemented, resulting in higher profits and greater efficiency in the domestic and overseas store operations businesses. - FY2024-Q2AdvancedAnnual report
「We will continue to pursue digital transformation initiatives, including the introduction of mobile and tablet ordering, to improve profit margins.」
Digital transformation initiatives, including mobile and tablet ordering, continue in Japan and overseas, with efforts under way to improve profit margins and operational efficiency. - FY2023AdvancedAnnual report
「In both the domestic and overseas store operations businesses, we implemented various measures to reduce expenses and improve management efficiency, including controlling store staff schedules, introducing mobile ordering, simplifying head-office functions and reviewing business processes.」
Shift management, mobile ordering, simplification of head-office functions and reviews of business processes were implemented domestically and overseas, and both store operations businesses reported higher profits alongside the recovery in sales. - FY2023-Q2AdvancedAnnual report
「We are continuing to improve productivity through the introduction of mobile ordering, tabletop tablet ordering and ticket vending machines.」
Existing systemization initiatives have been made concrete through the introduction of mobile ordering, tabletop tablet ordering and ticket vending machines. - FY2022AdvancedAnnual report
「In both the domestic and overseas store operations businesses, we implemented various measures to reduce expenses and improve management efficiency, including controlling store staff schedules, introducing mobile ordering, simplifying head-office functions and reviewing business processes.」
Specific efficiency measures, including store staff scheduling, mobile ordering, simplification of head-office functions and reviews of business processes, were implemented in both the domestic and overseas businesses. - FY2022-Q3AdvancedAnnual report
「As a result of various cost-reduction measures implemented in the previous fiscal year, including the introduction of systems for store operations and administrative work and the closure of unprofitable stores, the business posted a profit of ¥423 million, compared with a loss of ¥466 million in the same quarter of the previous year.」
As a result of measures including the introduction of systems for store operations and administrative work and the closure of unprofitable stores, the domestic store operations business turned from a loss in the same period of the previous year to a profit of ¥423 million. - FY2022-Q1RestatedAnnual report
「A profit of ¥35 million was generated through various cost-reduction measures implemented in the previous fiscal year, including the introduction of systems for store operations and administrative work and the closure of unprofitable stores.」
Cost-reduction measures continued from the previous fiscal year, including the introduction of systems for store operations and administrative work and the closure of unprofitable stores. - FY2021-Q2AdvancedAnnual report
「In terms of profitability, we implemented various measures to reduce expenses and improve management efficiency, including controlling store staffing schedules, reducing transportation and business-trip expenses through the introduction of remote work, simplifying head-office functions, and digitizing communication tools and business processes.」
In addition to conventional measures to improve store operating efficiency and reform commercial and logistics operations, we simplified head-office functions and digitized communication tools and business processes. - FY2021-Q1RestatedAnnual report
「Although we implemented various cost-reduction measures, including the introduction of systems for store operations and administrative work, segment profit and loss was a loss of ¥293 million due to a substantial decline in net sales, compared with a profit of ¥104 million in the same quarter of the previous year.」
Cost-reduction measures, including the introduction of systems for store operations and administrative work, continued, but the domestic store operations business posted a loss due to a substantial decline in net sales. - FY2020RestatedAnnual report
「Although we continue to implement operational improvements, including the introduction of IT systems, aimed at improving domestic store operating efficiency and reducing logistics costs through commercial and logistics reforms and other measures,」
Commercial and logistics reforms and other measures, including the introduction of IT systems, continue with the aim of improving store operating efficiency and reducing logistics costs. - FY2020-Q3RestatedAnnual report
「Although we continue to implement commercial and logistics reforms and other operational improvements aimed at improving store operating efficiency and reducing logistics costs, the impact of higher labor and logistics costs continues to weigh on segment profit.」
Commercial and logistics reforms and other operational improvements aimed at improving store operating efficiency and reducing logistics costs continue. - FY2020-Q2RestatedAnnual report
「Although we continue to implement commercial and logistics reforms aimed at improving store operating efficiency and reducing logistics costs, the impact of higher labor, raw material and logistics costs continues to weigh on segment profit.」
Commercial and logistics reforms aimed at improving store operating efficiency and reducing logistics costs continue, although the impact of higher costs also persists. - FY2019First statedAnnual report
「We will prioritize measures to optimize production processes, restructure the logistics network and improve the efficiency of commercial flows.」
New measures have been explicitly presented to improve production processes, the logistics network and commercial flows as an integrated response to higher logistics and raw material costs.