Establishing a Shipping System to Prevent Stockouts and Shorten Lead Times
First written in FY2022. 9 of 11 entries say "Advanced", first in FY2023-Q3. Latest entry: 2026-07-10.
5 other companies' latest entry also says "Advanced".
- 2026-07-10AdvancedEarnings
「This was due to increases of ¥378 million in inventories and ¥243 million in cash and deposits, respectively.」
Inventories increased by ¥378 million from the end of the previous fiscal year, quantitatively indicating the continuation of an inventory policy aimed at preventing stockouts and meeting delivery schedules. - FY2026-H1AdvancedAnnual report
「This was mainly due to a ¥199 million decrease in marketable securities, offset by increases of ¥308 million in inventories and ¥202 million in cash and deposits.」
The inventory policy for new and fast-selling products continued in order to establish a shipping system that would not keep customers waiting, and inventories at the end of the interim period increased by ¥308 million. - FY2025AdvancedAnnual report
「This was mainly due to decreases of ¥151 million in accounts receivable and ¥120 million in cash and deposits, while inventories increased by ¥282 million and marketable securities by ¥199 million.」
Inventories increased by ¥282 million as the inventory policy aimed at preventing stockouts and meeting delivery requirements continued. - FY2024AdvancedAnnual report
「This was mainly due to increases of ¥173 million in inventories, ¥171 million in accounts receivable and ¥127 million in marketable securities as inventory was strategically built up to establish a system that would not keep customers waiting.」
Strategic inventory build-up continued to prevent stockouts and shorten lead times, increasing inventories by ¥173 million. - FY2024-Q3AdvancedAnnual report
「This was mainly due to a ¥377 million increase in inventories resulting from the strategic build-up of inventory, particularly of new and fast-selling products, to establish a system that would not keep customers waiting.」
To prevent stockouts and shorten lead times, strategic inventory build-up, particularly of new and fast-selling products, progressed, increasing inventories by ¥377 million. - FY2024-Q2AdvancedAnnual report
「This was mainly due to a ¥299 million decrease in cash and deposits, while inventories increased by ¥306 million as inventory was strategically built up to establish a system that would not keep customers waiting, particularly for new and fast-selling products.」
Against the targets of preventing stockouts and shortening lead times, strategic inventory build-up, particularly of new and fast-selling products, progressed, increasing inventories by ¥306 million. - FY2024-Q1AdvancedAnnual report
「This was mainly due to a ¥196 million decrease in accounts receivable, offset by increases of ¥188 million in inventories and ¥39 million in contract assets as inventory, particularly of new and fast-selling products, was built up to establish a system that would not keep customers waiting.」
Against the targets of preventing stockouts and shortening lead times, inventory of new and fast-selling products continued to be built up, increasing inventories by ¥188 million. - FY2023AdvancedAnnual report
「This was mainly due to a ¥414 million increase in inventories as inventory was built up, particularly for new and fast-selling products, to establish a system that would not keep customers waiting.」
Against the targets of preventing stockouts and shortening lead times, inventory of new and fast-selling products was built up, increasing inventories by ¥414 million. - FY2023-Q3AdvancedAnnual report
「This was mainly due to a ¥200 million decrease in marketable securities and an ¥81 million decrease in contract assets upon maturity, while inventories increased by ¥378 million as products and other items were built up ahead of the peak demand season.」
Products and other items were built up ahead of the peak demand season, increasing inventories by ¥378 million. This indicated that inventory was being increased with a focus on preventing stockouts and meeting delivery requirements. - FY2023-Q2RestatedAnnual report
「Although inventories increased by ¥170 million and contract assets by ¥60 million as products and other items were built up ahead of the peak demand season,」
Products and other items were built up ahead of the peak demand season, increasing inventories by ¥170 million. This indicated that inventory was being increased with a focus on preventing stockouts and meeting delivery requirements. - FY2022First statedAnnual report
「③ Build a shipping system that does not keep customers waiting. ・Improve the accuracy of annual sales forecasts, establish an integrated system involving order intake, production control and procurement, formulate production plans based on sales forecasts, manage safety stock, and manage and optimize company-wide inventory. ・Build a system under which new products and A-rank products are continuously stocked, with the goal of clearing B-rank product back orders within 1 month. Consider in-house production of parts with long lead times and give top priority to delivery to customers.」
Preventing lost sales due to stockouts and shortening lead times were explicitly established as management targets, with sales forecasting, production planning, safety stock, in-house production of parts, continuous stocking of new and A-rank products, and clearing B-rank product back orders within 1 month identified as measures and targets.