Recovery of the Osaka facility after Typhoon No. 21 and normalization of alternative production and logistics
First written in FY2019-Q2. 7 of 10 entries say "Advanced", first in FY2020-Q1. Latest entry: FY2026.
No other company in this theme has enough history to compare yet.
- FY2026AdvancedAnnual report
「Reporting company Head office Suminoe-ku, Osaka City Common functions Distribution warehouse 350 － Internal funds January 2026 January 2027」
The company disclosed a plan to build a new head-office distribution warehouse to strengthen its distribution functions, with planned investment of ¥350 million and completion scheduled for January 2027. - FY2022AdvancedAnnual report
「We worked to enhance services and reduce costs by improving the efficiency of our distribution functions, including by building a new distribution warehouse with approximately 2,850 tsubo of floor space.」
As part of efforts to strengthen our distribution functions, we built a new distribution warehouse with approximately 2,850 tsubo of floor space and pursued service enhancements and cost reductions. - FY2021-Q3AdvancedAnnual report
「In October, we will also open the Soka Distribution Center in Soka, Saitama Prefecture, as a new distribution hub, and are working to enhance our delivery services.」
As part of recovery and alternative production measures following the typhoon and efforts to strengthen our BCP, we opened a new distribution hub in Soka, Saitama Prefecture. - FY2021-Q2RestatedAnnual report
「During the cumulative second quarter of the current consolidated fiscal year, the company planned to construct a new logistics warehouse, scheduled for completion in October 2021, to strengthen logistics functions based on its BCP. The planned investment was ¥1.5 billion, to be funded with internal funds and borrowings from financial institutions.」
The plan to build a new distribution warehouse based on BCP considerations continues to be disclosed. Completion was scheduled for October 2021, with planned investment of ¥1.5 billion, and no new completion results have yet been reported. - FY2021-Q1AdvancedAnnual report
「During the cumulative first quarter of the current consolidated fiscal year, the company planned to construct a new logistics warehouse, scheduled for completion in October 2021, to strengthen logistics functions based on its BCP. The planned investment was ¥1.5 billion, to be funded with internal funds and borrowings from financial institutions.」
The response to recovery and alternative production following the typhoon was translated into a concrete plan to construct a new logistics warehouse based on the BCP. Completion was scheduled for October 2021, with planned investment of ¥1.5 billion. - FY2020-Q3AdvancedAnnual report
「The company is gradually recovering from the impact of the typhoon damage, although competition in sales between companies continues to intensify.」
The company disclosed a comparison of recovery after the typhoon with the immediately preceding quarter. Quarterly sales improved from ¥14,590 million to ¥14,881 million, operating profit from a loss of ¥215 million to profit of ¥110 million, ordinary profit from a loss of ¥224 million to profit of ¥184 million, and quarterly net profit from a loss of ¥407 million to profit of ¥144 million. - FY2020-Q2AdvancedAnnual report
「At the consolidated subsidiary 永大小名浜株式会社, the Company expanded the range of products manufactured, including interior finishing materials and storage products, and established a production system for system kitchens, thereby creating multiple production sites based on business continuity management. In addition to these initiatives, the Company worked in parallel to reform logistics and information systems, thereby rebuilding business continuity management across the Group.」
The response following the typhoon progressed from alternative production and recovery measures to the concrete rebuilding of company-wide business continuity management, including expanding the range of products manufactured, diversifying production sites, and reforming logistics and information systems. - FY2020-Q1AdvancedAnnual report
「Against this backdrop, based on the significant inconvenience caused to customers by last year's typhoon damage, the group made rebuilding company-wide business continuity management its top priority, including diversifying production sites and reforming its logistics and information systems.」
Following the typhoon damage, recovery efforts progressed from restoring a single site and arranging alternative production to rebuilding company-wide business continuity management, including multiple production sites and reforms to logistics and information systems. The impact of lower order backlogs remained, but recovery from the damage was gradually progressing. - FY2019-Q3Recovery prolonged, with partial order restrictionsAnnual report
「In the interior systems and housing equipment businesses, the Osaka facility in Nishi Ward, Sakai, the core production plant, suffered extensive damage from Typhoon No. 21. The company established a group-wide support structure and made every effort to restore production lines and build an alternative production system. Customers continued to experience inconvenience due to delivery delays, and for some products the company remained unable to accept orders.」
While recovery of the Osaka facility and the establishment of an alternative production system continued, delivery delays and the suspension of orders for some products also continued. - FY2019-Q2First statedAnnual report
「Production and shipments have resumed, including alternative production at group companies and other locations. However, for the affected products, logistics centers remain disrupted due to insufficient production capacity and a major imbalance between production and logistics volumes, and full recovery is expected to take some more time.」
Following the damage to the Osaka facility caused by Typhoon No. 21, production and shipments resumed, including alternative production. However, insufficient production capacity for the affected products and disruption at logistics centers continued, and full recovery had not yet been achieved.