Company-wide logistics reform
First written in FY2016. 8 of 15 entries say "Restated". Latest entry: FY2023.
The whole theme swung hardest in 2022: 2 of 10 companies on the "Worse" side.
6 other companies' latest entry also says "Restated".
- FY2023RestatedAnnual report
「The Group has established its own logistics facilities in Sennan, Osaka, and Kisarazu, Chiba. By operating a two-site network in eastern and western Japan, it is improving logistics efficiency and addressing logistics costs.」
Continues the two-site eastern and western Japan network in Sennan and Kisarazu as a measure to improve logistics efficiency and address logistics costs. - FY2021RestatedAnnual report
「The Group previously had its own logistics facility in Sennan, Osaka, but since 2017 it has also established its own logistics facility in Kisarazu, Chiba. By operating a two-site network in eastern and western Japan, it is addressing future increases in logistics costs.」
Continues the two-site eastern and western Japan logistics network in Sennan and Kisarazu as a measure against rising logistics costs. Reconfirms the role of the existing network rather than announcing the completion or launch of a new facility. - FY2020ReframedAnnual report
「The management strategy for the fiscal year ending March 2021 centers on advancing logistics reform, strengthening branding, strengthening overseas sales, and enhancing product development capabilities and product quality, with the aim of expanding both the development-driven and wholesale business models.」
Logistics reform was reorganised from “logistics reform based on the Company’s own logistics centers (cost reduction measures)” for the fiscal year ending March 2020 into “advancing logistics reform,” one of the four management strategies for the fiscal year ending March 2021. - FY2020-Q3RestatedAnnual report
「Against this backdrop, for its business strategy for the fiscal year ending March 2020, the Company is pursuing “strengthening product development capabilities and improving product quality,” “branding,” and “logistics reform based on its own logistics centers (cost reduction measures),” with the aim of expanding each of its product-development and wholesale business models.」
Continues the business strategies for the fiscal year ending March 2020, including logistics reform and cost reduction measures based on its own logistics centers. - FY2020-Q2RestatedAnnual report
「Against this backdrop, for its business strategy for the fiscal year ending March 2020, the Company is pursuing “strengthening product development capabilities and improving product quality,” “branding,” and “logistics reform based on its own logistics centers (cost reduction measures),” with the aim of expanding each of its product-development and wholesale business models.」
Continues logistics reform and cost reduction measures based on its own logistics centers as business strategies for the fiscal year ending March 2020. - FY2020-Q1RestatedAnnual report
「Against this backdrop, for its business strategy for the fiscal year ending March 2020, the Company is pursuing “strengthening product development capabilities and improving product quality,” “branding,” and “logistics reform based on its own logistics centers (cost reduction measures),” with the aim of expanding each of its product-development and wholesale business models.」
Continues logistics reform and cost reduction measures based on its own logistics centers as business strategies for the fiscal year ending March 2020. - FY2019ReframedAnnual report
「For its management strategy for the fiscal year ending March 2020, the Company is pursuing “strengthening product development capabilities and improving product quality,” “branding,” and “logistics reform based on its own logistics centers (cost reduction measures),” with the aim of expanding each of its product-development and wholesale business models.」
Logistics reform has been redefined as the next challenge, shifting from the construction and operation of new logistics centers to cost reduction measures based on the Company’s own logistics centers. - FY2019-Q2Specified measures to address rising logistics costsAnnual report
「Selling, general and administrative expenses exceeded the level in the same period of the previous year due to higher logistics costs and other factors, but going forward the Company will work to reassess the allocation of logistics centers, including those operated by partners, ship from appropriate locations, and upgrade its logistics management systems.」
Specifies additional measures following the launch of the logistics center: reassessing the allocation of logistics centers, shipping from appropriate locations, and upgrading the logistics management system. - FY2018AchievedAnnual report
「Since November 2017, the Company has operated the Kanto Logistics Center in Kisarazu, Chiba, its first in-house logistics facility in eastern Japan, while working to secure competitive advantages and achieve sustainable growth in each business and pursuing initiatives to “strengthen the business model” and “increase earning power by strengthening the business foundation.”」
Following completion of construction, the Kanto Logistics Center began operating in November 2017 as the first in-house logistics facility in eastern Japan. - FY2018-Q3AdvancedAnnual report
「The following major facility additions, which were under planning at the end of the previous fiscal year, were completed during the nine-month period ended 31 December 2017. Kanto Logistics Center (Kisarazu, Chiba) Total investment: ¥5,668 million Completion: November 2017」
The Kanto Logistics Center was completed in November 2017, marking progress in the development of specific facilities for logistics reform. - FY2018-Q2RestatedAnnual report
「Against this backdrop, the group adopted "Establish Doshisha from the consumer's perspective!" as its management policy for the fiscal year ending March 2018. To further enhance corporate value, it is leveraging group synergies to strengthen promotional activities, e-commerce and overseas sales, create new businesses and advance its logistics strategy. The group is seeking to secure competitive advantages in each business and achieve sustainable growth while strengthening its business model and improving profitability by strengthening its business platform.」
Continues advancing the logistics strategy as one of the three management strategies for the fiscal year ended March 2018. - FY2018-Q1RestatedAnnual report
「Against this backdrop, the group adopted "Establish Doshisha from the consumer's perspective!" as its management policy for the fiscal year ending March 2018. To further enhance corporate value, it is leveraging group synergies to strengthen promotional activities, e-commerce and overseas sales, create new businesses and advance its logistics strategy. The group is seeking to secure competitive advantages in each business and achieve sustainable growth while strengthening its business model and improving profitability by strengthening its business platform.」
Continues the three strategies for the fiscal year ended March 2018, including “Advancing the logistics strategy.” - FY2017ReframedAnnual report
「As its management strategy for the fiscal year ending March 2018, the company will pursue three initiatives: strengthening promotional activities, e-commerce and overseas sales; creating new businesses; and advancing its logistics strategy.」
Recasts “Company-wide logistics reform” as “Advancing the logistics strategy,” a management strategy for the fiscal year ended March 2018. - FY2017-Q1RestatedAnnual report
「As the management policy for the Group for the fiscal year ended March 2017, the Company set out “Enhancing the Doshisha brand through the ‘Four Investments’ that will lead to the future!” and has been advancing various initiatives aimed at further increasing corporate value by leveraging Group synergies, including “Taking on new products and services!”, “Further strengthening the sales structure!”, “Company-wide logistics reform!”, and “Promoting and strengthening human capital development!”」
Reiterates the four investment policies, including company-wide logistics reform, but does not describe any new milestone for the logistics reform itself. - FY2016First statedAnnual report
「③ Company-wide logistics reform!」
This was identified as one of the four investments for the fiscal year ending March 2017.