Integrated Sales and Logistics Reform

「In July, Toho Yakuhin also implemented a large-scale organizational change, reorganizing into 2 divisions: Sales and Logistics.」

「We worked to develop the diagnostic-reagent market through medical sales representatives specializing in pharmaceuticals by combining pharmaceuticals and diagnostic reagents, while further strengthening our business foundation through measures including upgrading management-control functions through DX, establishing an appropriate delivery system by visualizing distribution costs, and pursuing strategic approaches in highly profitable areas.」

「In terms of initiatives, we improved productivity by clarifying the roles of sales and delivery and introducing digital tools such as the Kyoso Mirai Portal and new delivery terminals. We also focused on various training programs, including customer-support business training, to improve the skills of sales personnel.」

「As part of the business transformation, we continued joint initiatives by pharmaceutical MSs and diagnostic-reagent MSs in preparation for the transition to a team structure centered on secondary medical care areas, scheduled to begin in April 2026. We also implemented organizational changes and personnel transfers in the sales and logistics divisions in July.」

「We also pursued sales and delivery efficiency improvements by consolidating and closing business locations and clarifying the roles of MS and EMS.」

「Regarding the consolidation and closure of business locations, we are developing an optimal structure suited to local circumstances. During the fiscal period, in October 2023, we integrated Hokuriku Toho Co., Ltd.'s Tsuruga Sales Office into its Fukui Sales Office. We are also actively reviewing delivery frequency, with customers' understanding, to improve operational efficiency and reduce CO2 emissions.」

「We are also pursuing sales and delivery efficiency improvements through the integration of pharmaceuticals and diagnostic reagents, the consolidation and closure of business locations, and clarification of the roles of MS and EMS.」

「Using designated planning areas, also known as secondary medical care areas, as the basis for our activities, we are reorganizing into an organizational and team structure to advance initiatives rooted in local communities, while also actively pursuing the integration of pharmaceuticals and diagnostic reagents and the consolidation and closure of business locations.」

「In logistics, pharmaceutical manufacturers have recognized the location and capabilities of TBC Dynabase, and we have received many requests for manufacturers' logistics in addition to wholesale logistics. We are therefore also pursuing manufacturers' logistics using TBC Dynabase. In addition, having recognized the Group's advanced logistics structure, emergency response capabilities and track record of contract work, Leo Pharma Corporation commissioned us from January 2023 to handle distribution operations for Daivonex® Ointment 50μg/g, a treatment for psoriasis vulgaris that Leo Pharma Corporation began selling directly.」

「In logistics, manufacturers have recognized the location and capabilities of TBC Dynabase, and we have received many requests for manufacturers' logistics in addition to wholesale logistics. We are therefore also pursuing manufacturers' logistics using TBC Dynabase. In addition, together with Sysmex Corporation, we began using the constant-temperature transport device Salum for dry-ice-free transportation of quality-control samples requiring advanced frozen transport. In July, we substantially reviewed the organization, including the consolidation and closure of sales locations, with the aim of improving productivity through optimized Group management and a leaner organization.」

「To improve profitability and corporate value, we substantially reviewed the organization and personnel structure, including the consolidation and closure of sales locations, with the aim of improving productivity through optimized Group management and a leaner organization.」

「In logistics, operations at the TBC Dynabase logistics center in Ota Ward, Tokyo, which opened in September 2020, have stabilized, and we further advanced an efficient delivery structure, including no-inspection deliveries and direct shipments from the center. Productivity has also improved because the introduction of world-class automation technology has made it possible to operate with fewer employees. We also continued construction of TBC Hokuriku in Kanazawa, Ishikawa, as the logistics hub for the Hokuriku region.」

「For logistics, construction of TBC Hokuriku in Kanazawa, Ishikawa, is under way with a target to commence operations in 2022. At TBC Dynabase, which commenced operations in September 2020 in Heiwajima, Ota Ward, Tokyo, we are working to establish a low-cost, efficient delivery structure by promoting no-inspection deliveries and strengthening direct shipments of products to customers.」

「As cost-reduction measures through operational efficiency improvements and staffing optimization, we are reviewing the delivery structure, including increasing direct shipments from the operational TBC Dynabase facility to customers, consolidating and closing sales offices, establishing an efficient sales structure and operating with an appropriate staffing level.」

「We advanced a delivery business model that contributes to operational efficiency for both customers and the Group, including optimizing delivery frequency using the pharmacy headquarters system Mizaru and promoting “no-inspection” deliveries, in which products are not inspected upon delivery.」

「In September this year, the comprehensive logistics center TBC Dynabase in Tokyo's Ota Ward commenced operations at the Keihin Truck Terminal, a wide-area disaster-relief transport base designated by the Tokyo Metropolitan Government. The company is establishing a delivery structure centered on the no-inspection system, which will contribute to greater operational efficiency for both customers and the Group by further automating operations, including through the introduction of state-of-the-art robots, and ensuring shipping accuracy as close as possible to 100%.」

「We advanced a contactless delivery business model designed to reduce infection risks and the operational burden for both customers and the Group, including optimizing delivery frequency using the pharmacy headquarters system Mizaru and promoting “no-inspection” deliveries, in which products are not inspected upon delivery.」

「We also pursued measures to improve profitability, including upgrading logistics capabilities, optimizing delivery frequency and consolidating generic pharmaceuticals through products supplied by 共創未来ファーマ.」

「We are also pursuing measures to improve profitability, including upgrading logistics capabilities, optimizing delivery frequency and consolidating generic pharmaceuticals through products supplied by 共創未来ファーマ.」

「We are also pursuing measures to improve profitability, including upgrading logistics capabilities, optimizing delivery frequency and consolidating generic pharmaceuticals through products supplied by 共創未来ファーマ.」

「We are also pursuing measures to improve profitability, including upgrading logistics capabilities, optimizing delivery frequency and consolidating generic pharmaceuticals through products supplied by 共創未来ファーマ.」

「Meanwhile, across the Group, we will seek to improve productivity and secure stable earnings and higher profitability by consolidating and standardizing operations and optimizing staffing.」

「In addition, we are working to secure stable earnings and improve earnings levels by consolidating and standardizing operations and optimizing staffing, thereby improving productivity.」

「In addition, we are working to secure stable earnings and improve earnings levels by consolidating and standardizing operations and optimizing staffing, thereby improving productivity.」

「In addition, we are working to secure stable earnings and improve earnings levels by consolidating and standardizing operations and optimizing staffing, thereby improving productivity.」

「We worked to improve profitability by advancing the optimization of personnel and organizational structures and improving operational efficiency.」

「The company worked to improve profitability by promoting workforce and organizational optimization and improving operational efficiency.」

「Meanwhile, the company will seek to improve productivity by consolidating and standardizing operations and optimizing staffing across the group, with the aim of securing stable earnings and improving earnings levels.」

「The company worked to reduce expenses by strengthening the functions of its distribution and call centers, reducing all operating costs from order receipt through delivery, further promoting integrated sales and logistics reform to improve operational efficiency, and optimizing staffing levels including indirect functions.」

「The company is further promoting integrated sales and logistics reform by strengthening the functions of its distribution and call centers, reducing all operating costs from order receipt through delivery, and improving operational efficiency.」