Use of outsourced personnel to support growth in SAP, cloud and other projects

「Against this backdrop, we continued to select projects strategically, with an emphasis on achieving an optimal resource balance between our own consultants and business partners. As a result, revenue and profit declined year on year, while the gross profit margin improved through rigorous cost management. Revenue from the consulting business was ¥316 million, down 40.7% year on year, and segment profit was ¥47 million, down 29.7%.」

「Against this backdrop, as part of our efforts to respond to changing market needs and improve profit margins by rebuilding our earnings base, we advanced recruitment of our own IT consultants and development of the training environment. As a result, revenue declined year on year, but profit increased due to higher profit margins.」

「Against this backdrop, revenue and profit increased year on year due to higher revenue from using partner companies and improved profit margins resulting from assigning our own IT consultants to projects. During the period, we set improving profit margins through the rebuilding of our earnings base as a priority, and proceeded with sales activities targeting existing client sites in coordination with our core solutions business, as well as preparations to secure our own IT consultants. While continuing to strengthen cooperation with long-term partner companies and develop new partners, we will work to secure profit through further margin improvement. As a result, revenue from the consulting business was ¥533 million, up 20.6% year on year, and segment profit was ¥67 million, up 82.2%.」

「To meet these market needs, we used outsourced personnel from partner companies in addition to our own IT consultants and established teams for each module and development teams. We also concentrated resources on consulting projects at higher upstream stages in the Tokyo metropolitan region, where demand is high, and worked to expand revenue. However, profit margins declined due to higher outsourcing costs for implementation projects and our temporary focus on training our own IT consultants, particularly new employees. As a result, IT consulting generated higher revenue but lower profit year on year.」

「To meet these market needs, we used outsourced personnel from partner companies in addition to our own IT consultants and established teams for each module. We also concentrated resources on consulting projects at higher upstream stages in the Tokyo metropolitan region, where demand is high, and worked to expand revenue. However, profit margins declined due to higher outsourcing costs for implementation projects and our focus on training our own IT consultants, particularly new employees. As a result, IT consulting generated higher revenue but lower profit year on year.」

「In response to these project conditions, we used outsourced personnel from partner companies in addition to our own IT consultants and established consulting and development teams for each module. We also concentrated resources on consulting projects at higher upstream stages in the Tokyo metropolitan region, where demand is high, and worked to expand revenue. As a result, IT consulting generated higher revenue and profit year on year.」

「In response to these project conditions, we used outsourced personnel from partner companies in addition to our own IT consultants and established a structure of teams organized by module. We also concentrated resources on large-scale projects in the Tokyo metropolitan region, where demand is high, and on consulting projects at higher upstream stages of SES projects, working to expand revenue.」

「In response to these project conditions, we used outsourced personnel from partner companies in addition to our own IT consultants and established a structure of teams organized by module. We also concentrated resources on large-scale projects in the Tokyo metropolitan region, where demand is high.」

「In response to these project conditions, we trained and increased our own IT consultants, used outsourced personnel from partner companies, established a team-based delivery structure and concentrated resources on large-scale projects. As a result, IT consulting generated higher revenue and profit year on year. Revenue from the consulting business was ¥691.007 million, up 11.0% year on year, and segment profit was ¥95.317 million, up 36.6%.」

「The IT consulting services market expanded, as the integration and rebuilding of IT infrastructure for existing large-scale core systems, including SAP, was a key corporate priority. Implementation projects for SAP S/4 HANA, a cloud-based core system in which we are involved, and for ERP systems other than SAP also tended to expand. In response to these project conditions, we trained and increased our own IT consultants, used outsourced personnel from partner companies, established a team-based delivery structure and concentrated resources on large-scale projects. As a result, IT consulting generated higher revenue and profit year on year.」

「In response to these project conditions, we trained and increased our own IT consultants, used outsourced personnel from partner companies, established a team-based delivery structure and concentrated resources on large-scale projects. As a result, IT consulting generated higher revenue and profit year on year. Revenue from the consulting business was ¥345.021 million, up 7.5% year on year, and segment profit was ¥43.571 million, up 35.4%.」

「The system consulting services market expanded, as the integration and rebuilding of IT infrastructure for existing large-scale core systems, including SAP, was a key corporate priority, while the impact of COVID-19 on the market was limited. Expansion centered on SAP S/4 HANA, a cloud-based core system in which we are involved. In response to these project conditions, we trained and increased our own IT consultants, used outsourced personnel from partner companies, established a team-based delivery structure and concentrated resources on large-scale projects. As a result, revenue and profit increased year on year. Revenue from the consulting business was ¥166.855 million, up 9.8% year on year, and segment profit was ¥19.211 million, up 115.8%.」

「Against this backdrop, orders for SAP S/4 HANA, a cloud-based core system in which we are involved, tended to expand. In response to these project conditions, we promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants. As a result, revenue from the consulting business was ¥441.213 million, up 20.1% year on year, and segment profit was ¥49.3 million, up 87.1%.」

「The system consulting services market remained solid, as the integration and rebuilding of IT infrastructure for existing large-scale core systems, including SAP, was a key corporate priority, while projects involving functional enhancements and global expansion continued to perform well. Against this backdrop, projects centered on SAP S/4 HANA, a cloud-based core system in which we are involved, expanded. In response to these project conditions and to meet demand, we promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants. As a result, revenue from the consulting business was ¥302.892 million, up 22.8% year on year, and segment profit was ¥33.049 million, up 40.0%.」

「The system consulting services market remained solid, as the integration and rebuilding of IT infrastructure for existing large-scale core systems, including SAP, was a key corporate priority, while projects involving functional enhancements and global expansion continued to perform well. Against this backdrop, projects centered on SAP S/4 HANA, a cloud-based core system in which we are involved, expanded. In response to these project conditions and to meet demand, we promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants. As a result, revenue from the consulting business was ¥141.931 million, up 21.1% year on year, and segment profit was ¥8.943 million, up 14.6%.」

「In response to these project conditions and to meet demand, we promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants. However, during the consolidated accounting periods for the third and fourth quarters (April to September 2020), new implementation projects temporarily tended to stagnate due to the spread of COVID-19, and the utilization rate of members undergoing training or newly added to the workforce declined because of a shortage of projects and other factors.」

「In response to these project conditions, we promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants. However, during the consolidated accounting period for the third quarter (April to June 2020), new implementation projects tended to stagnate due to the spread of COVID-19, and the utilization rate of members undergoing training or newly added to the workforce declined because of a shortage of projects and other factors.」

「The system consulting services market remains solid, as the integration and rebuilding of IT infrastructure for existing large-scale core systems, including SAP, is a key corporate priority, while projects involving functional enhancements and global expansion continue to perform well. SAP implementation projects, centered on S/4 HANA, a cloud-based core system, are also expanding. Implementation projects for ERP systems other than SAP are likewise expanding steadily. In response to these project conditions, we have promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants.」

「In response to these project conditions, we have promoted a team-based approach to project delivery, using outsourced personnel from partner companies in addition to training and increasing our own IT consultants.」

「For SAP, implementation of S/4 HANA, a cloud-based core system, is expanding in both the Tokyo metropolitan and Kansai regions, and projects in the human resources area are also increasing. Meanwhile, implementation projects for ERP systems other than SAP are also expanding steadily. In response to these project conditions, we have actively brought in outsourced personnel from partner companies in addition to increasing our own IT consultants, and have promoted a team-based approach to project delivery.」

「The system consulting services market remains solid, as the integration and rebuilding of IT infrastructure for large-scale core systems, including SAP, is a key corporate priority, while projects involving functional enhancements and global expansion continue to perform well. For SAP, implementation of S/4 HANA, a cloud-based core system, is expanding in both the Tokyo metropolitan and Kansai regions, and projects in the human resources area are also increasing. Meanwhile, implementation projects for ERP systems other than SAP are also expanding steadily. In response to these project conditions, we have actively brought in outsourced personnel from partner companies in addition to increasing our own IT consultants, and have promoted a team-based approach to project delivery.」

「In the system consulting services business, integration and rebuilding of IT infrastructure for large-scale core systems, including SAP, are regarded as important corporate issues, and projects involving functional enhancements and global expansion continued to perform steadily. SAP projects increased as implementation in Japanese companies of S/4 HANA, a cloud-based core system, moved into full swing. In the human resources field, the scope of projects expanded from SAP HCM module implementations to SAP Success Factors implementations. In response, the company actively brought in outsourced personnel from partner companies in addition to its own IT consultants and promoted project execution through team-based structures.」

「In the system consulting services business, integration and rebuilding of IT infrastructure for large-scale core systems, including SAP, are regarded as important corporate issues, and projects involving functional enhancements and global expansion continued to perform steadily. SAP projects increased as implementation in Japanese companies of S/4 HANA, a cloud-based core system, moved into full swing. In the human resources field, the scope of projects expanded from SAP HCM module implementations to SAP Success Factors implementations. In response, the company actively brought in outsourced personnel from partner companies in addition to its own IT consultants and promoted project execution through team-based structures.」

「In the system consulting services business, integration and rebuilding of IT infrastructure for large-scale core systems, including SAP, are regarded as important corporate issues, and projects involving functional enhancements and global expansion continued to perform steadily. SAP projects increased as implementation in Japan of S/4 HANA, a cloud-based core system, moved into full swing. In the company’s main field of human resources, the scope of projects expanded from SAP HCM module implementations to SAP Success Factors implementations. In response, the company actively brought in outsourced personnel from partner companies in addition to its own IT consultants and promoted project execution through team-based structures.」

「In the system consulting services business, integration and rebuilding of IT infrastructure for large-scale core systems, including SAP, are regarded as important corporate issues, and projects involving functional enhancements and global expansion continued to perform steadily. As cloud implementation projects for small and medium-sized enterprises also increased, inquiries continued, centered on add-on development, and the company actively brought in outsourced personnel from partner companies in addition to its own IT consultants.」

「As cloud implementation projects for small and medium-sized enterprises increased, inquiries continued, centered on add-on development, and the company actively brought in outsourced personnel from partner companies in addition to its own IT consultants.」

「In the system consulting services business, demand remained strong for functional enhancements to and global expansion of large-scale core systems, including SAP, while cloud implementation projects for small and medium-sized enterprises also increased. As inquiries continued, centered on add-on development, the company actively brought in outsourced personnel from partner companies in addition to its own IT consultants.」