Improving Productivity through Loss Reduction, Centralized Distribution and Stronger Logistics Functions

「Pursue greater logistics efficiency while leveraging the management resources and expertise of our Group」

「For logistics, we established the “RPG Miyazaki Logistics Center” in Miyazaki, Miyazaki Prefecture, during the previous consolidated fiscal year to stabilize and optimize logistics in southern Kyushu, and began operating it as a group-wide logistics hub. In addition, during the current consolidated fiscal year, 株式会社マルミヤストア acquired a business from a meat-processing company in Miyazaki and newly established the “Miyazaki Meat Factory” meat-processing center.」

「Furthermore, during the consolidated fiscal year, 株式会社マルミヤストア acquired a business from a meat-processing company in Miyazaki City and established the Miyazaki Meat Factory meat-processing center.」

「As a further initiative to strengthen the product supply system, during the interim consolidated fiscal period 株式会社マルミヤストア acquired a business from a meat-processing company in Miyazaki, Miyazaki Prefecture, and established the “Miyazaki Meat Factory” as a meat-processing center. Going forward, we will promote further use of the “RPG Miyazaki Logistics Center” and “Miyazaki Meat Factory” as logistics and meat-processing hubs in the region.」

「To maintain stability and optimize logistics in southern Kyushu, we acquired a logistics center in Miyazaki, Miyazaki Prefecture, and began operating the “RPG Miyazaki Logistics Center” as a shared logistics hub used by the 3 operating companies, 株式会社マルミヤストア, 株式会社ハツトリー and 株式会社戸村精肉本店, across corporate boundaries.」

「During the interim consolidated fiscal period, we acquired a logistics center in Miyazaki, Miyazaki Prefecture, to maintain stability and optimize logistics in southern Kyushu. We began operating the “RPG Miyazaki Logistics Center” as a shared logistics hub used by the 3 operating companies, 株式会社マルミヤストア, 株式会社ハツトリー and 株式会社戸村精肉本店, across corporate boundaries.」

「We are working to contain operating expenses by improving productivity and implementing cost-reduction measures.」

「In store operations, the increase in store operating costs, including higher electricity and logistics costs resulting from increased energy costs and higher personnel expenses associated with wage increases, remains a major challenge. We have worked to contain operating expenses by improving productivity and implementing cost-reduction measures, including reducing electricity consumption.」

「In store operations, the increase in store operating costs, including higher electricity and logistics costs resulting from increased energy costs and higher personnel expenses associated with wage increases, remains a major challenge. We have worked to contain operating expenses by improving productivity and implementing cost-reduction measures, including reducing electricity consumption.」

「In store operations, operating expenses have been trending upward due to increases in electricity and logistics costs resulting from higher energy costs, as well as higher personnel expenses associated with wage increases. We have worked to contain operating expenses by improving productivity and implementing cost-reduction measures.」

「We sought to improve logistics income and expenses by reviewing product delivery routes for the Marumiya Store Group and consolidating logistics hubs from 8 to 3, among other measures, and began operating the new logistics structure in June 2022. Going forward, we will continue working to improve earnings by strengthening the system for supplying products to each store during disasters and promoting further use of the centers.」

「In June 2021, we launched a logistics restructuring project in cooperation with Chubu Kousan Co., Ltd., a subsidiary of VALOR HOLDINGS CO.,LTD. We reviewed product delivery routes for the Marumiya Store Group and consolidated logistics hubs from 8 to 3, among other measures, and began operating the new logistics structure in June 2022. As a result, logistics income and expenses are expected to improve by ¥38 million as of the end of February 2023, while revenue is expected to increase by ¥27 million from usage fees for leasing logistics equipment. Going forward, we will work to improve earnings by strengthening the system for supplying products to each store during disasters and promoting further use of the centers.」

「As part of our group-wide initiatives, since the previous consolidated fiscal year we have worked with subsidiaries under VALOR HOLDINGS CO.,LTD. to consolidate and reorganize logistics functions in the Kyushu region. We consolidated 8 logistics hubs into 3 and launched a new logistics structure for the Marumiya Store Group in June 2022.」

「株式会社丸久 began operating a new chilled distribution center, using the assets of the former delicatessen center as a new hub for product distribution.」

「Under “strengthening earnings power,” we reviewed the logistics structure to improve logistics efficiency and began operating the new chilled distribution center, while also pursuing initiatives to build a group-wide logistics system.」

「Regarding “strengthening profitability,” we are reviewing the logistics structure to improve logistics efficiency, planning the launch of a new chilled center, and implementing initiatives to build a group logistics system.」

「Following the start of operations at the 丸久 Process Center, newly established in October 2020, store operations became more efficient through labor-saving and manpower-saving measures. Improvements to facilities and equipment also strengthened food defense, enabling the provision of even safer products.」

「The new 丸久 Process Center, which had been under construction to strengthen and differentiate fresh products and improve store productivity, began operations on 25 October 2020. This centralized product manufacturing and optimized the logistics structure, and, in addition to the absorption merger of 株式会社中央フード and 株式会社四季彩 implemented on 1 March 2020, is expected to contribute to further efficiency improvements in the group’s management.」

「Under the new investment plan, we are advancing construction of the “丸久 Process Center,” scheduled to begin operations in late October 2020, to strengthen and differentiate fresh products and improve productivity at stores.」

「Under the new investment plan, we are advancing construction of the “丸久 Process Center,” scheduled to begin operations in October 2020, to strengthen and differentiate fresh products and save labor and manpower at stores.」

「We advanced construction of a new process center scheduled to begin operations in October 2020, with the aim of addressing future labor shortages, strengthening the fresh-foods department, and improving store productivity. ㈱丸久　New process center　Hofu, Yamaguchi Prefecture　Supermarket business　Construction of a new center　7,000　3,905　Borrowings and leases　March 2019　November 2020　14,016」

「We also worked to improve operating profit by reducing costs through focused expense management and improving productivity.」

「We also worked to improve operating profit by reducing costs through focused expense management and improving productivity.」

「㈱丸久　Delicatessen processing center　Hofu, Yamaguchi Prefecture　Supermarket business　Construction of a new center　7,000　336　Borrowings and leases　March 2019　November 2020　14,016」

「Construction of the new center is being undertaken under the medium-term management plan to reorganize the logistics structure and functions of the supermarket business with a view to the future. … Planned investment: ¥7,000 million … Planned construction start: March 2019 … Planned completion: May 2020 … Planned start of operations: September 2020」

「As another measure, we formed an expense-reduction project, lowered various expenses including electricity charges and selling commissions, and reviewed operating revenue from sources such as vending machines, thereby improving profitability.」

「As another measure, we formed an expense-reduction project and worked to lower various expenses, including electricity charges and selling commissions. We also reviewed operating revenue from sources such as vending machines, thereby improving profitability.」

「For the マルミヤストア Group Center, which began operations in July 2017, we are working to improve operations so that the center can operate stably while continuing to consider ways to make further effective use of it as a group center.」

「The ambient-temperature logistics center, which had been developed to strengthen the マルミヤ Group’s logistics functions and benefit from economies of scale, began operations as the マルミヤ Group Center in July 2017, as planned.」

「Focusing on group-wide operations, we are preparing for the planned launch of the ambient-temperature logistics center in July 2017 through a group project, with the aim of strengthening the logistics functions of the マルミヤ Group and benefiting from economies of scale.」

「On the expense side, we completed the conversion to LED lighting at all 22 stores whose lighting had not previously been converted, helping curb global warming and reduce utility costs. In addition, 株式会社マルミヤストア and 株式会社新鮮マーケット jointly launched a logistics project to strengthen future competitiveness and profitability by making effective use of existing resources in the supermarket business of the マルミヤストア Group.」

「For the 22 stores whose store lighting had not been changed to LED, we decided to complete the change to LED lighting during the current fiscal year to help curb global warming and reduce electricity costs.」

「We also worked to improve productivity through expanded early-morning replenishment systems, reduce expenses through energy-saving measures such as LED lighting and covers for frozen cases, and conserve electricity during the summer. … We launched a project to build a logistics structure for the future and are advancing reforms to strengthen the fresh-foods processing center, construct a new center jointly with 株式会社四季彩, the prepared-foods center, and strengthen ambient-temperature and chilled logistics functions.」

「On the administrative side, to improve profit, we worked to improve store profits and reduce expenses through higher productivity, including by reducing waste through full-scale use of ordering systems for prepared-food sales volumes, centralized distribution, and expanding centralized replenishment systems. We also launched a logistics reform project and are advancing reforms to strengthen the fresh-foods processing center and the prepared-foods center operated by 株式会社四季彩, as well as ambient-temperature and chilled logistics functions, to create a more advanced store-support structure.」