Optimization of Logistics Hubs, Delivery Areas and Store Locations
First written in FY2020. 12 of 20 entries say "Advanced", first in FY2021. Latest entry: 2026-09-04.
The whole theme swung hardest in 2022: 1 of 7 companies on the "Worse" side.
1 other company's latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「Going forward, the company will expand the coverage of this region-specific delivery network and provide customers in areas surrounding Tokyo, including Kanagawa, Saitama and Chiba, as well as in the Kansai, Kyushu and Sapporo areas, with the services currently available in Tokyo's 23 wards.」
The company is moving from the development of its existing three-tier logistics and delivery network to a policy of expanding region-specific delivery networks in the areas surrounding Tokyo, Kansai, Kyushu and Sapporo. - FY2026-H1Distribution center relocation costs incurredAnnual report
「Sales remained solid due to the acquisition of new customers and the revitalization of the market for major restaurant chains. However, higher rent resulting from the relocation of some distribution centers and increased administrative costs led to higher revenue but lower profit.」
Some distribution centers were relocated in the route-delivery business, while higher rent and administrative costs reduced profit. - FY2025-H1AdvancedAnnual report
「The purpose is to expand the earnings base of the Group and enhance corporate value by leveraging the company's delivery capacity to strengthen the Group's logistics capabilities and product offerings beyond alcoholic beverages and soft drinks.」
The company implemented a specific initiative to strengthen its logistics and product capabilities through the acquisition of all shares in Daiwa Kyuso, which has delivery capacity. - FY2024-Q3RestatedAnnual report
「Under these circumstances, based on the fundamental concept of "wanting to meet all our customers' needs," the Group worked to expand its business by strengthening its delivery network through new store openings and the establishment of new distribution centers, thereby capturing additional demand for alcoholic beverages from restaurants and households as the economy normalized and lifestyles changed.」
The company continues to enhance its delivery network through new store openings and the construction of new distribution centers. No specific milestones, such as the number of new hubs or completion dates, have been provided. - FY2024-Q2AdvancedAnnual report
「At consolidated subsidiary Kakuyasu Co., Ltd., preparations for the post-COVID-19 logistics system contributed to higher overall earnings. However, because some stores fell short of their initially planned targets, the company recorded an impairment loss of ¥286 million on store fixed assets as an extraordinary loss.」
The company states that preparations for the post-COVID-19 logistics system contributed to higher overall earnings, indicating the effectiveness of its logistics initiatives. - FY2024-Q1AdvancedAnnual report
「Customer numbers fell below the same period of the previous year due to a review of store locations and other factors resulting from the reorganization of operating areas associated with the establishment of three-tier logistics (Note).」
Operating areas were reorganized and store locations were reviewed in connection with the establishment of three-tier logistics, giving concrete shape to a reorganization of store locations aligned with the logistics system. - FY2023RestatedAnnual report
「The company strengthened delivery capacity by establishing a new home-delivery model, "three-tier logistics," in preparation for the post-COVID-19 environment.」
The company continues to strengthen its delivery network and capacity through three-tier logistics as part of its post-COVID-19 operating policy. - FY2023-Q2RestatedAnnual report
「To capture demand in the independent restaurant market as fully as possible, the company is promoting three-tier logistics (Note 1) to establish an efficient logistics system and is seeking further market penetration by increasing delivery density in its operating areas.」
The company continues to pursue market penetration by promoting three-tier logistics and increasing delivery density in its operating areas. No specific milestones, such as the number of new hubs, have been provided. - FY2022AdvancedAnnual report
「At 株式会社カクヤス, the Group's core company, we actively worked to increase shipping locations and secure delivery capacity to build the new "three-tier logistics" home-delivery model for the post-COVID era, renovate stores and open KAKUYASU SELECT, a new format specializing in over-the-counter sales, to further strengthen store sales, and expand the product range beyond alcoholic beverages to include caregiving products and household goods.」
The company increased shipping hubs and secured delivery capacity in preparation for establishing a three-tier logistics network, while also opening 22 new stores during the fiscal year. - FY2022-Q3ReframedAnnual report
「While focusing on strengthening household home delivery, where demand has expanded rapidly even during the COVID-19 pandemic, we will increase shipping locations and secure delivery capacity to build a new home-delivery model, the "three-tier logistics" model, for the post-COVID era.」
The company has organized its efforts to strengthen existing shipping locations and delivery capacity as an original home-delivery model called "three-tier logistics," explicitly setting out a three-tier structure comprising business-use centers, small warehouses, and household stores and small warehouses. - FY2022-Q2RestatedAnnual report
「With a focus on strengthening household home delivery, where demand has expanded rapidly even during the COVID-19 pandemic, we are working to increase shipping locations, secure delivery capacity, open "KAKUBETSU," a marketplace-style specialty e-commerce site focused on alcoholic beverages and snacks as a new sales channel, raise awareness through advertising such as television commercials, and expand our product range beyond alcoholic beverages to include pet supplies and household goods.」
The company continues to promote increasing shipping locations and securing delivery capacity, with a focus on household home delivery. - FY2022-Q1RestatedAnnual report
「With a focus on strengthening household home delivery, where demand has expanded rapidly even during the COVID-19 pandemic, we are working to increase shipping locations, secure delivery capacity, raise awareness through advertising such as television commercials, and expand our product range beyond alcoholic beverages.」
The company continues to promote measures to strengthen its delivery network, including increasing shipping locations and securing delivery capacity. - FY2021AdvancedAnnual report
「The Group achieved sustained business growth by actively investing in the development of a delivery network combining directly operated stores with small warehouse hubs that do not conduct over-the-counter sales and business-use centers.」
The Group will continue investing in a delivery network combining stores, small warehouses and business-use centers, and has also presented specific expansion plans, including opening 22 new stores and small warehouses. - FY2020First statedAnnual report
「We will pursue optimal efficiency through product volumes, delivery areas, store locations, operational changes and the introduction of systems, reduce effective purchase prices, and work to lower the cost of opening stores.」
The company has outlined measures to improve the efficiency of logistics and store openings by coordinating product volumes, areas, store locations and systems around the Heiwajima Distribution Center.