Strengthening competitiveness across the entire supply chain and pursuing thorough cost reductions
First written in FY2016. 15 of 19 entries say "Advanced", first in FY2018-Q2. Latest entry: 2026-08-07.
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
「During periods of high refinery utilization, we improved earnings by fulfilling our responsibility to ensure a stable domestic supply of oil products while flexibly exporting products in response to overseas market conditions.」
We advanced earnings improvements across the supply chain by combining high refinery utilization with flexible exports in response to overseas market conditions. - FY2024AdvancedAnnual report
「During the consolidated fiscal year, initiatives led by the dedicated Business Process Reform Department and carried out through more than 60 cross-functional working groups resulted in ¥27 billion in earnings improvements, or approximately ¥47 billion on a cumulative 2-year basis.」
Rationalization across the supply chain and business operations generated ¥27 billion in earnings improvements during the fiscal year and ¥47 billion cumulatively over 2 years through the dedicated organization and more than 60 working groups. - FY2022AdvancedAnnual report
「Following the previously implemented halting of manufacturing and refining functions at the Muroran Manufacturing Site and Osaka Refinery, the organizational integration of the refinery and manufacturing site in the Kawasaki area, and the decision to discontinue some equipment at the Negishi Refinery, we halted the manufacturing function of the Chita Manufacturing Site during the fiscal year and decided to halt the refining, manufacturing and logistics functions of the Wakayama Refinery around October 2023.」
Supply chain reform progressed to halting the manufacturing function of the Chita Manufacturing Site and deciding to halt functions at the Wakayama Refinery. - FY2021AdvancedAnnual report
「To strengthen competitiveness across the entire supply chain, we halted the refining function of the Osaka Refinery, which had been operated by Osaka International Refining Co., Ltd., a joint venture with China Petroleum International Japan Co., Ltd., and changed the operating refinery to the Chiba Refinery. We also decided to halt the manufacturing function of the Chita Manufacturing Site around October 2021 and to discontinue some crude oil processing units and the lubricating-oil base-oil production unit at the Negishi Refinery around October 2022.」
In addition to halting the Osaka Refinery's refining function and changing operations to the Chiba Refinery, the company decided to halt functions at the Chita Manufacturing Site and discontinue equipment at the Negishi Refinery, giving concrete form to its supply chain reforms. - FY2020AchievedAnnual report
「We generated ¥122.5 billion in integration synergies, exceeding the ¥100 billion target set in the First Medium-Term Management Plan.」
Integration synergies from rationalization and efficiency improvements in manufacturing, supply, procurement and other areas reached ¥122.5 billion, exceeding the ¥100 billion target. - FY2020-Q3AdvancedAnnual report
「To achieve and maximize integration synergies, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we are pursuing rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. During the first three quarters of the current consolidated cumulative period, we achieved ¥89.4 billion in earnings improvements.」
Earnings improvements from rationalization and efficiency measures in manufacturing, supply, procurement and other areas increased from ¥54.6 billion in the second-quarter cumulative period to ¥89.4 billion. - FY2020-Q2AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we are pursuing rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. During the first two quarters of the current consolidated cumulative period, we achieved ¥54.6 billion in earnings improvements.」
Earnings improvements from rationalization and efficiency measures in manufacturing, supply, procurement and other areas increased from ¥27.4 billion in the first-quarter cumulative period to ¥54.6 billion in the second-quarter cumulative period. - FY2020-Q1AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we are pursuing rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. During the first quarter of the current consolidated cumulative period, we achieved ¥27.4 billion in earnings improvements.」
Rationalization and efficiency improvements in the manufacturing, supply and procurement divisions generated ¥27.4 billion in earnings improvements in the first quarter toward the ¥100 billion target for fiscal 2019. - FY2019AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the First Medium-Term Management Plan, we continued to pursue thorough rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. As a result, we achieved ¥78.7 billion in earnings improvements during the fiscal year.」
Earnings improvements from rationalization and efficiency measures in manufacturing, supply, procurement and other areas advanced from ¥60.3 billion in the first three quarters to ¥78.7 billion for the full year. - FY2019-Q3AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we are pursuing rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. During the first three quarters of the current consolidated cumulative period, we achieved ¥60.3 billion in earnings improvements.」
Earnings improvements from rationalization and efficiency measures in the manufacturing, supply and procurement divisions increased from ¥37.6 billion in the second-quarter cumulative period to ¥60.3 billion. - FY2019-Q2AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we are pursuing rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. During the first two quarters of the current consolidated cumulative period, we achieved ¥37.6 billion in earnings improvements.」
Earnings improvements from rationalization and efficiency measures in manufacturing, supply, procurement and other areas increased from ¥17.3 billion in the first-quarter cumulative period to ¥37.6 billion in the second-quarter cumulative period. - FY2019-Q1AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we are pursuing rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. During the first quarter of the current consolidated cumulative period, we achieved ¥17.3 billion in earnings improvements.」
Rationalization and efficiency improvements in the manufacturing, supply and procurement divisions generated ¥17.3 billion in earnings improvements during the first quarter. - FY2018AdvancedAnnual report
「To achieve and maximize integration synergies at an early stage, defined as ¥100 billion in earnings improvements in fiscal 2019, the final year of the medium-term management plan, we pursued rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions. As a result, we achieved ¥44.1 billion in earnings improvements during the consolidated fiscal year.」
Earnings improvements from rationalization and efficiency measures in manufacturing, supply, procurement and other areas advanced from ¥33.8 billion through the previous quarter to ¥44.1 billion for the full year. - FY2018-Q3AdvancedAnnual report
「As a result of rationalization and efficiency improvements in manufacturing, supply, procurement and other divisions, we achieved ¥33.8 billion in earnings improvements during the first three quarters of the current consolidated fiscal year.」
Rationalization and efficiency improvements in the manufacturing, supply and procurement divisions produced ¥33.8 billion in earnings improvements. - FY2018-Q2AdvancedAnnual report
「As the environment surrounding the oil industry became increasingly challenging due to declining domestic demand for oil products and intensifying international competition, we repeatedly examined a new optimal production and supply structure for our refineries and manufacturing plants following the integration, and concluded that the Muroran Manufacturing Site needed to be converted into an operating site.」
The company advanced its review of the optimal production and supply structure following the management integration and decided on specific site reorganizations. - FY2017RestatedAnnual report
「We worked to strengthen competitiveness across the entire supply chain, from crude oil procurement through refining, logistics and sales.」
Efficiency improvements and earnings enhancement across the entire supply chain, including procurement, production, sales and exports, continue to be cited as initiatives. - FY2016First statedAnnual report
「We worked to strengthen competitiveness across the entire supply chain, from crude oil procurement through refining, logistics and sales.」
The measures cited include increasing the processing volume of heavy crude oil, improving refinery operating efficiency, profitable sales, reorganizing the service-station network and flexible exports.