Vertical Streamlining and Distribution Structure Building through Supplier Collaboration
First written in FY2018. 13 of 16 entries say "Advanced", first in FY2020-Q2. Latest entry: FY2026.
5 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「In product procurement, we further increased the production ratio in the ASEAN region, led by the Trading Department, thereby limiting increases in procurement costs resulting from soaring raw-material prices and foreign-exchange fluctuations.」
Measures involving supplier collaboration and diversification of production countries progressed to a further increase in the proportion of ASEAN production, led by the trading division, and the suppression of purchase costs. - 2026-03-30AdvancedEarnings
「We will build a supply chain that combines competitive advantages and sustainability, rather than serving merely as a risk hedge, and promote “Shimamura-style ESG” through our core business.」
Supply-chain initiatives were reframed as efforts to build a supply chain with competitive advantages and sustainability, rather than focusing solely on procurement-cost responses. - FY2025AdvancedAnnual report
「In product procurement, the Company addressed increases in procurement costs by using its trading division to expand production in ASEAN through direct transactions with overseas suppliers.」
In addition to short-cycle production through supplier collaboration, we addressed rising purchase costs by expanding direct sourcing through the trading division and ASEAN production. - FY2024-Q2AdvancedAnnual report
「In product procurement, the Company expanded short production cycles for the additional production of best-selling products to practical apparel, where they were effective in increasing sales. The use of its trading division to transact directly with overseas suppliers and the review of the production-country mix helped contain increases in procurement costs.」
The initiatives were expanded from short-cycle production through supplier collaboration to include short-cycle production for everyday-use products, direct transactions with overseas suppliers and cost control through a review of the production-country mix. - FY2024-Q1AdvancedAnnual report
「In product procurement, the Company used short production cycles to produce additional quantities of best-selling products within a short period, contributing to higher sales. It also sought to contain increases in procurement costs by using its trading division to transact directly with overseas suppliers and reviewing the production-country mix.」
Supplier collaboration initiatives expanded beyond the use of short production cycles to suppressing increases in purchase costs through direct transactions with overseas suppliers and a review of the production-country mix. - FY2023AdvancedAnnual report
「For inventory management, we used short production cycles in collaboration with suppliers, including producing best-selling products in approximately 40 days and reintroducing them, to maintain an appropriate inventory mix and quantity.」
Short production cycles through supplier collaboration were operated throughout the year, with additional production and reintroduction of best-selling products in approximately 40 days, and used for inventory and markdown management. - FY2023-Q2AdvancedAnnual report
「While the lockdown in Shanghai caused delivery delays for some products, our response in collaboration with suppliers enabled us to prepare sufficient summer merchandise for the heatwave from late June onward, resulting in a substantial increase in sales in July.」
Collaboration with suppliers was put into practice to address delivery delays caused by the Shanghai lockdown and secure inventory of summer merchandise. - FY2022-Q2RestatedAnnual report
「In inventory management, expanding short production cycles in collaboration with suppliers, including producing best-selling products within a short period and reintroducing them, led to higher sales and efficient inventory control, while also reducing markdowns.」
The expansion of short production cycles in collaboration with suppliers, the reintroduction of best-selling products, inventory control and markdown reductions continued to be documented. - FY2022-Q1AdvancedAnnual report
「In inventory management, expanding short production cycles in collaboration with suppliers, including producing best-selling products within a short period and reintroducing them, led to higher sales and efficient inventory control, while also reducing markdowns.」
Short production cycles in collaboration with suppliers were expanded, leading to higher sales, inventory control and reduced markdowns. - FY2021-Q3AdvancedAnnual report
「In inventory management, the Company used short production cycles coordinated with suppliers and flexibly revised budget allocations by division to control inventory efficiently. As a result, autumn and winter merchandise was maintained at appropriate inventory levels, contributing to reduced markdowns.」
Collaboration with suppliers advanced to practical operations that included short production cycles and a review of budget allocations by division, and it was documented that appropriate inventory levels and reductions in markdowns were achieved. - FY2021-Q2AdvancedAnnual report
「By using short production cycles in collaboration with suppliers and managing inventory in a more granular manner, we were able to keep inventory levels below those of the previous year.」
Collaboration with suppliers advanced to the practical operation of short production cycles and inventory control, reducing inventory levels from the previous year. - FY2020AdvancedAnnual report
「We will rationalise brands across all divisions and further expand short-cycle production, centred on outerwear. We will also work to increase market share by expanding assortments by region. In addition, we will substantially increase merchandising staff to strengthen coordination with suppliers, which is essential to achieving each initiative.」
The initiatives expanded to short-cycle production based on supplier coordination, region-specific assortments and a substantial increase in merchandising staff. Short-cycle production expanded to 27% for women’s clothing and 52% for teens’ and young adults’ clothing. - FY2020-Q3AdvancedAnnual report
「The Company is reviewing its production cycle in collaboration with apparel manufacturers and local factories. In the current fiscal year, approximately 20% of women’s apparel was produced on short cycles of approximately 40 days, enabling additional production of best-selling products and inventory restraint.」
For short production cycles in collaboration with suppliers and local factories, the results of this year’s operations showed that approximately 20% of women’s clothing was produced on a cycle of around 40 days. - FY2020-Q2AdvancedAnnual report
「We also began reviewing the production cycle and, in collaboration with apparel manufacturers and local factories, established a method that incorporates short production cycles of approximately 40 days for a certain proportion of products, mainly women’s clothing, enabling additional production of best-selling products and inventory adjustments in response to changes in sales.」
Collaboration with suppliers and local factories was made more concrete through short production cycles of approximately 40 days, additional production of best-selling products and inventory adjustments, and the method was established. - FY2019RestatedAnnual report
「To this end, we are promoting close collaboration and coexistence with each supplier and building an efficient distribution structure without waste.」
Vertical rationalisation from product planning to sales and the construction of a distribution structure through collaboration and coexistence with suppliers have continued. - FY2018First statedAnnual report
「We are pursuing vertical rationalisation to achieve optimal conditions at every stage, from product planning through delivery to consumers. To this end, we are promoting close collaboration and coexistence with each supplier and building an efficient distribution structure without waste.」
Measures to vertically rationalise the process from product planning to sales and build a distribution structure through collaboration and coexistence with suppliers were consolidated and documented for the first time.