Advancing Low-Cost Operations

「テクノロジーの活用を通じた付加価値の創造におきましては、生産性の改善によるサービスレベル向上を目的に、セルフレジの増設を進めました。また、発注業務の精度向上と負担軽減に向け、既に農産・畜産部門で導入している日本気象協会が提供する気象データを用いた自動発注支援システムを、新たに水産部門にも拡大しました。加えて、当社の取り組みや地域の情報をお客さまに売場でお伝えする、デジタルサイネージの導入も進めたほか、ミスタードーナツマックスバリュ名張ショップでは、レジの待ち時間解消に向け、自動で購入商品を読み取るＡＩスキャンレジを新規導入しました。」

「The Company continued to add self-checkout registers to improve service levels through greater productivity.」

「To improve service levels through productivity improvements, we newly introduced electronic shelf labels at 58 stores, bringing the cumulative total to 243 stores, and continued expanding self-checkouts. In addition, to improve ordering accuracy and reduce the burden of ordering work, we expanded to the livestock department an automated ordering support system using weather data provided by the Japan Weather Association, which had already been introduced in the produce department.」

「On the systems front, to improve operational productivity and service levels, we introduced electronic shelf labels at 185 stores, completed the rollout of cashless self-checkouts to all stores and continued adding units at individual stores. In addition, to provide fresher products and reduce the burden of ordering work, we used an automated ordering support system for produce that uses weather forecast data provided by the Japan Weather Association, improving ordering accuracy and optimizing inventory levels.」

「To improve both productivity and service levels, we introduced electronic shelf labels at 93 stores. Following completion of the cashless self-checkout rollout, we also introduced and expanded cash-operated full self-checkouts at 33 stores, working to improve convenience at checkout and reduce checkout-related work.」

「As a new initiative to create added value through productivity improvements, we introduced electronic shelf labels at 36 stores. We also introduced cashless self-checkouts at 9 stores to improve convenience at checkout and reduce checkout-related work.」

「We introduced cashless self-checkouts at 72 stores to improve convenience at checkout and reduce checkout-related work, bringing the total to 223 stores. We also introduced an automated ordering support system for fresh foods, using weather forecast data provided by the Japan Weather Association, in the produce departments of all stores. By improving ordering accuracy, we worked to optimize inventory levels, provide fresher products and improve productivity by reducing the burden of ordering work.」

「We introduced cashless self-checkouts at 50 stores to improve convenience at checkout and reduce checkout-related work, bringing the total number of stores with such systems to 201.」

「We newly introduced cashless self-checkouts at 25 stores, bringing the total number of stores with such systems to 176.」

「We newly introduced cashless self-checkouts at 81 stores, bringing the total number of stores with such systems to 151. This has improved convenience at checkout, while we are optimizing staffing by reducing checkout-related work.」

「In addition, we newly introduced cashless self-checkouts at 81 stores, bringing the total number of stores with such systems to 151. This has improved convenience at checkout, while we are also optimizing staffing by reducing checkout-related work. At the Nagaizumi Plant in Nagaizumi, Sunto District, Shizuoka Prefecture, the introduction of automated prepared-food portioning robots changed the portioning work on each line from a structure that had previously assigned 7 employees to one that can be performed by 4 robots and 3 employees. We will continue working to improve productivity, including by developing robots capable of handling new work processes.」

「We newly introduced cashless self-checkouts at 65 stores, bringing the total number of stores with such systems to 135. In addition to improving customer convenience at checkout, we are optimizing staffing by reducing checkout-related work.」

「In addition, as part of our efforts to improve productivity, we newly introduced cashless self-checkouts at 27 stores and worked to optimize staffing by reducing checkout-related work. At the Nagaizumi Plant in Nagaizumi, Sunto District, Shizuoka Prefecture, we also introduced automated prepared-food portioning robots. Whereas 7 employees had previously been assigned to each line for portioning work, the work can now be performed by 4 robots and 3 employees.」

「As part of efforts to improve operational efficiency, we introduced cashless self-checkouts at 70 stores during the year, reducing checkout-related work, shortening checkout waiting times and addressing demand for contactless services amid the COVID-19 pandemic. We also worked to improve productivity by introducing an automated temperature-monitoring system for refrigerated cases and auto-lift fryers in the prepared-foods department, and by further promoting the development of multiskilled employees who can optimize store operations across departmental boundaries.」

「To address demand for contactless services and cashless payments while improving operational efficiency, the company promoted the introduction of cashless self-checkouts, primarily at remodeled and newly opened stores.」

「To provide more convenient services, we introduced the company's first cashless self-checkout.」

「Promoting structural reforms to improve operational efficiency」

「We will standardize different operating practices, including manuals and business processes, reduce unnecessary work, and make forward-looking investments in digital capabilities and equipment, including promoting the introduction of RPA and installing self-checkouts and cashless self-checkouts.」

「Following the transfer of The Big stores, operating revenue in the standalone results fell 8.2% year on year, but we maintained a 0.2% year-on-year increase in operating profit. Amid a continuing challenging operating environment, we worked to control the balance of the business by improving the gross profit margin and reducing selling, general and administrative expenses.」

「We continue to control expenses by sorting work activities and transferring eligible tasks to short-hour employees, reducing costs by shifting from traditional print-based advertising to digital advertising, and thoroughly conserving electricity used by equipment.」

「We are also reducing and organizing back-room inventories to improve product freshness and productivity.」

「We are also actively pursuing more effective use of expenses to improve our profit structure, including by reducing store inventories to improve freshness, optimizing staff allocation and reviewing back-office operations.」

「In addition, we continue to implement measures to strengthen our management foundation, including the use of work schedules and workplace reforms aimed at enabling employees to perform 2 or 3 roles, improving delivery efficiency and leveling store workloads through a review of the logistics system.」

「At the same time, our expense-control initiatives improved the earnings power of existing stores, enabling us to achieve increases in both revenue and profit.」

「In expenses and administration, we have worked to strengthen our management foundation, including by using a flexible working-hours system and improving the ratio of personnel costs to sales through a higher proportion of part-time employees.」