Inventory Management and Logistics Reform Under a Four-Region Structure
First written in FY2016. 12 of 17 entries say "Advanced", first in FY2017-Q1. Latest entry: FY2026.
The whole theme swung hardest in 2020: 1 of 10 companies on the "Worse" side.
6 other companies' latest entry also says "Other".
- FY2026Increase in inventories and decrease in operating cash flowAnnual report
「This was mainly due to an increase in merchandise and finished goods, among other factors.」
Inventories, including merchandise and finished goods, increased by ¥1,795 million from the end of the previous fiscal year, while cash flow from operating activities was ¥4,622 million, down ¥3,238 million year on year. Against the backdrop of a stated goal of optimizing inventories, the increase in inventories emerged as a source of cash outflow. - FY2026-H1Decrease in operating cash flow due to inventory build-upAnnual report
「Change in inventories (△ indicates an increase) △2,387,247」
During the current interim consolidated accounting period, inventories increased by ¥2,387 million, and cash flow from operating activities decreased from ¥4,507 million in the same period of the previous year to ¥1,720 million. - FY2024AdvancedAnnual report
「During the current consolidated fiscal year, the amount increased by ¥6,016 million from the end of the previous consolidated fiscal year, due to an increase in pretax net income and a decrease in inventories, among other factors, reaching ¥14,218 million at the end of the current consolidated fiscal year.」
In connection with inventory optimization and supply chain rebuilding, inventories decreased from the end of the previous fiscal year, and operating activities generated ¥9,563 million in cash flow. The company has moved from a phase of building up inventories amid supply constraints to a phase of reducing inventories and recovering cash. - FY2024-Q2AdvancedAnnual report
「Cash generated from operating activities was ¥3,770 million, compared with ¥767 million used in the same period of the previous year. This was due to pretax quarterly net income of ¥2,016 million, among other factors.」
Compared with ¥767 million used in operating activities in the same period of the previous year, the company generated ¥3,770 million in the cumulative second quarter of the current fiscal year. Operating cash flow improved from the previous period, when cash outflows resulted from inventory procurement and other activities. - FY2024-Q1Increase in inventories due to sales falling short of planAnnual report
「This was due, among other factors, to increases in merchandise and finished goods and in raw materials and supplies because sales did not grow as planned, as well as an increase in cash and deposits.」
The company states that, in addition to responding to longer transport lead times and shortages of materials, sales failed to grow as planned, contributing to the increase in inventories. - FY2023-Q3AdvancedAnnual report
「At the end of the third quarter of the current consolidated fiscal year, total assets had increased by ¥7,532 million from the end of the previous consolidated fiscal year to ¥68,390 million. Current assets had increased by ¥6,230 million from the end of the previous consolidated fiscal year to ¥53,725 million. This was due, among other factors, to an increase in cash and deposits and an increase in merchandise and finished goods resulting from inventory-procurement operations undertaken in response to longer transport lead times and the expansion of sales.」
The company continued inventory-procurement operations in response to expanding sales and longer transport lead times. Current assets increased by ¥6,230 million from the end of the previous fiscal year, while merchandise and finished goods totaled ¥17,428 million. - FY2023-Q2AdvancedAnnual report
「This was due, among other factors, to increases in cash and deposits and in merchandise and finished goods and raw materials and supplies as a result of the continued impact of longer transport lead times and inventory-procurement operations implemented in response to shortages of parts and raw materials to avoid lost sales opportunities. Cash used in operating activities was ¥767 million, down ¥1,315 million year on year. This was because, despite pretax quarterly net income of ¥1,768 million, there was a ¥1,266 million increase in inventories and ¥1,025 million in corporate income taxes paid, among other factors.」
The company continued inventory-procurement operations in response to longer transport lead times and shortages of parts and raw materials, resulting in a ¥1,266 million increase in inventories during the cumulative second quarter. - FY2023-Q1AdvancedAnnual report
「This was due, among other factors, to increases in cash and deposits and in merchandise and finished goods and raw materials and supplies as a result of the effects of longer transport lead times and inventory-procurement operations implemented in response to shortages of parts and raw materials to avoid lost sales opportunities.」
The company continues inventory-procurement operations to avoid lost sales opportunities in response to longer transport lead times and shortages of parts and raw materials. - FY2022AdvancedAnnual report
「As part of its efforts to rebuild global inventory management, the company is also proceeding with the establishment of NRI (Non-Resident Inventory) warehouses to improve the efficiency of area inventories. It will use these efforts to establish flexible inventory management going forward and work to minimize lost sales opportunities, secure cost competitiveness and achieve appropriate inventory levels.」
The company states that, in addition to rebuilding the supply chain, it is proceeding with the establishment of NRI warehouses to improve the efficiency of area inventories. - FY2022-Q3AdvancedAnnual report
「This was due, among other factors, to increases in raw materials and supplies and in merchandise and finished goods as a result of actively procuring and securing parts and other items under a policy aimed at supplying products to the market without being affected by global shortages of parts and raw materials or longer transport lead times, and maximizing sales opportunities by responding accurately to increased demand accompanying the economic recovery.」
In response to shortages of parts and raw materials and longer transport lead times, the company actively procured and secured parts and other items to maximize sales opportunities, resulting in an increase in inventories of raw materials, finished goods and other items. - FY2022-Q2AdvancedAnnual report
「This was due, among other factors, to increases in raw materials and supplies and in merchandise and finished goods resulting from inventory-procurement operations implemented in response to longer transport lead times caused by logistics disruptions and shortages of parts and raw materials, in order to avoid lost sales opportunities.」
The company implemented inventory-procurement operations in response to logistics disruptions and shortages of parts and raw materials, resulting in an increase in inventories. - FY2022-Q1AdvancedAnnual report
「This was due, among other factors, to increases in raw materials and supplies and in merchandise and finished goods resulting from inventory-procurement operations implemented in response to longer transport lead times caused by logistics disruptions and shortages of parts and raw materials, in order to avoid lost sales opportunities.」
In response to logistics disruptions and shortages of parts and raw materials, the company implemented inventory-procurement operations to avoid lost sales opportunities, resulting in an increase in inventories. - FY2021ReframedAnnual report
「To respond flexibly to global demand fluctuations, we are closely integrating the sales, logistics, production and procurement functions and establishing a system for weekly production management. In addition, we are rebuilding our supply chain through a project structure to produce each product at the optimal production site and achieve efficient and flexible logistics and inventory management, while working to secure cost competitiveness and appropriate inventory levels.」
The company is reshaping its previous four-region inventory and logistics reform to address demand fluctuations, including weekly production management, optimal production sites and supply chain rebuilding. - FY2021-Q3AdvancedAnnual report
「This was due to a decrease in merchandise and finished goods and in raw materials and supplies as a result of thorough inventory-reduction measures, including production adjustments, as well as a decrease in notes and accounts receivable, among other factors.」
The company reports that it continued inventory-reduction measures through production adjustments and other actions, resulting in a ¥1,710 million decrease in current assets from the end of the previous consolidated fiscal year, as well as decreases in merchandise and finished goods and in raw materials and supplies. - FY2021-Q2AdvancedAnnual report
「This was due to a decrease in merchandise and finished goods and in work in process as a result of thorough inventory-reduction measures, including production adjustments, as well as a decrease in notes and accounts receivable, among other factors.」
The company describes its results in reducing inventories, including a ¥3,109 million decrease in inventories, after implementing thorough inventory-reduction measures through production adjustments and other actions. - FY2017-Q1AdvancedAnnual report
「In terms of profit, the cost of sales ratio improved by 0.8 percentage points from the same period of the previous year to 54.1%, due to the effects of more efficient inventory management, among other factors.」
The company reports that the cost of sales ratio improved by 0.8 percentage points year on year as a result of more efficient inventory management. - FY2016First statedAnnual report
「We will further develop information systems so that sales and inventory management can be segmented across the four regions of Japan, Asia and Oceania, Europe, the Middle East and Africa, and North, Central and South America, and the production divisions can share this information. We will also reform our logistics system to enable timely product supply in line with demand trends in each of the four regions.」
The company will manage sales and inventory information by dividing its operations into four regions, share information with the production divisions and establish demand-driven logistics.