Worth reading
58In focus
0–100. This measures how worthwhile something is to read, not how good or bad the company is.Direction
Improvement
Direction inferred from the company’s description.Scale
11
¥100 million (increase in net sales target)Wording
Conditional
How definitive the wording is.Items stated in the management plan
FormulatedNet Sales+11.1%
基準 99Target110hundred million
Operating profit-24.3%
基準 3.09Target2.3hundred million
Each line is the climb from the baseline the document states to the target it sets. The slope is scaled against the largest climb in this document. The increase shown by the dotted line is calculated from the two reported figures because the company did not provide the amount of growth.
Key initiatives
01Demand-driven merchandising reform → minimize initial production through AI-based demand forecasting
02SKU optimization → review low-volume and multi-size offerings, concentrate on best-selling sizes, and reduce inventories
03Narrowing the scope of business operations → focus on businesswear and deepen the dress-shirt business
04Diversification of sales channels → reduce dependence on wholesalers by strengthening the Company’s own e-commerce operations and private-label planning
05Improving domestic factory productivity → strengthen production capabilities through digital transformation, automation, and the transfer of technical skills
Segment targetBusiness and channel Specialty and mass retailers — SW Eastern Japan wholesale / Sales Target ¥24.7 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Specialty and mass retailers — SW Western Japan wholesale / Sales Target ¥12.8 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Specialty and mass retailers — small- and medium-sized wholesalers plus direct sales / Sales Target ¥15.3 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Department stores — Eastern Japan GB made-to-order / Sales Target ¥9.7 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Department stores — Eastern Japan GB shirts / Sales Target ¥8.4 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Department stores — Western Japan GB made-to-order and shirts / Sales Target ¥9.1 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Online sales and e-commerce plus directly operated stores — SW + GB / Sales Target ¥11.0 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Apparel and select shops — KX production management and SS production sales / Sales Target ¥5.4 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028
Non-financial targetsIndicator Inventory turnover / Target value 4.0 times per year / Timing Fiscal 2026, Indicator Inventory turnover / Target value 4.4 times per year / Timing FY2027, Indicator Inventory turnover / Target value 5.0 times per year / Timing FY2028, Indicator Nagasaki Factory production volume / Target value 130 thousand prescriptions / Timing FY2028, Indicator Koriyama Factory production volume / Target value 80 thousand prescriptions / Timing FY2028, Indicator Kagoshima Factory production volume / Target value 72 thousand prescriptions / Timing FY2028, Indicator Niigata Factory production volume / Target value 102 thousand prescriptions / Timing FY2028, Indicator Shanghai Sankiy production volume / Target value 250 thousand prescriptions / Timing FY2028, Indicator Lao Sankiy production volume / Target value 480 thousand prescriptions / Timing FY2028, Indicator Bangladesh production volume / Target value 2,000 thousand prescriptions / Timing FY2028, Indicator Southeast Asia production volume / Target value 1,900 thousand prescriptions / Timing FY2028, Indicator China production volume / Target value 250 thousand prescriptions / Timing FY2028
Risks identified by the company
Declining demand for dress shirts as businesswear becomes more casual
Changes in best-selling products due to climate change
Changes in the private-label product policies of major customers
Declining order volumes due to customers’ reductions in apparel sales-floor space
Deterioration in inventory turnover due to excessive SKUs and declining demand
Increased returns due to the closure of customer stores
Rising prices of raw and auxiliary materials
Higher costs due to foreign-exchange movements
Dependence on wholesalers
Declining orders due to a slowdown in the Chinese economy
Challenges in securing and developing human resources and advancing digital transformation
| Item | Details |
|---|---|
| Plan name | Medium-Term Management Plan (FY2026-FY2028) |
| Plan period | Fiscal years 2026–2028 / 75th–77th fiscal periods |
| Progress against the plan | Formulated |
| Sales Target | ¥99 hundred million → ¥110 hundred million（11.1%） |
| Operating profit target | △3.09 → ¥2.34 hundred million |
| Segment target | Business and channel Specialty and mass retailers — SW Eastern Japan wholesale / Sales Target ¥24.7 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Specialty and mass retailers — SW Western Japan wholesale / Sales Target ¥12.8 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Specialty and mass retailers — small- and medium-sized wholesalers plus direct sales / Sales Target ¥15.3 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Department stores — Eastern Japan GB made-to-order / Sales Target ¥9.7 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Department stores — Eastern Japan GB shirts / Sales Target ¥8.4 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Department stores — Western Japan GB made-to-order and shirts / Sales Target ¥9.1 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Online sales and e-commerce plus directly operated stores — SW + GB / Sales Target ¥11.0 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028, Business and channel Apparel and select shops — KX production management and SS production sales / Sales Target ¥5.4 hundred million / Operating profit target Not disclosed / Target fiscal year FY2028 |
| Non-financial targets | Indicator Inventory turnover / Target value 4.0 times per year / Timing Fiscal 2026, Indicator Inventory turnover / Target value 4.4 times per year / Timing FY2027, Indicator Inventory turnover / Target value 5.0 times per year / Timing FY2028, Indicator Nagasaki Factory production volume / Target value 130 thousand prescriptions / Timing FY2028, Indicator Koriyama Factory production volume / Target value 80 thousand prescriptions / Timing FY2028, Indicator Kagoshima Factory production volume / Target value 72 thousand prescriptions / Timing FY2028, Indicator Niigata Factory production volume / Target value 102 thousand prescriptions / Timing FY2028, Indicator Shanghai Sankiy production volume / Target value 250 thousand prescriptions / Timing FY2028, Indicator Lao Sankiy production volume / Target value 480 thousand prescriptions / Timing FY2028, Indicator Bangladesh production volume / Target value 2,000 thousand prescriptions / Timing FY2028, Indicator Southeast Asia production volume / Target value 1,900 thousand prescriptions / Timing FY2028, Indicator China production volume / Target value 250 thousand prescriptions / Timing FY2028 |
| Key initiatives | Demand-driven merchandising reform → minimize initial production through AI-based demand forecasting, SKU optimization → review low-volume and multi-size offerings, concentrate on best-selling sizes, and reduce inventories, Narrowing the scope of business operations → focus on businesswear and deepen the dress-shirt business, Diversification of sales channels → reduce dependence on wholesalers by strengthening the Company’s own e-commerce operations and private-label planning, Improving domestic factory productivity → strengthen production capabilities through digital transformation, automation, and the transfer of technical skills |
| Risks identified | Declining demand for dress shirts as businesswear becomes more casual, Changes in best-selling products due to climate change, Changes in the private-label product policies of major customers, Declining order volumes due to customers’ reductions in apparel sales-floor space, Deterioration in inventory turnover due to excessive SKUs and declining demand, Increased returns due to the closure of customer stores, Rising prices of raw and auxiliary materials, Higher costs due to foreign-exchange movements, Dependence on wholesalers, Declining orders due to a slowdown in the Chinese economy, Challenges in securing and developing human resources and advancing digital transformation |
| Publication date | 8 May 2026 |
Items this document does not state (15)
Operating profit margin targetNet income targetROE targetROIC targetPayout ratio / DOE policyTreasury share acquisition policyCost of capitalSelf-assessment of PBR and share priceTotal investment planInvestment amount by sectorPlan assumptionsResults under the previous planReason for revision or withdrawalSize of the Target MarketDate of board resolution
These are items the company does not state in this document. We do not leave them blank, nor fill them in from other sources or by inference.
The reasons the company gives
The company's own explanation, not something inferred from the numbers.The Company has identified changes in the market, rising inventories, and declining profitability as key issues. Specifically, it cites the shift toward casual businesswear, the reduction of sales-floor space by business partners, excessive SKUs, declining demand, higher manufacturing costs, and challenges related to securing and developing human resources and advancing digital transformation.
How to read this page
This is not the documentKomori reads the disclosure the company filed and writes this summary. Figures are as stated by the company and are not audited.
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Corrections happenIf the company reissues this disclosure, the page is rebuilt from the corrected version and the revision number moves up.