Promoting Cross-Functional Growth through the Establishment of a Sales Headquarters
First written in FY2018. 7 of 11 entries say "Advanced", first in FY2019. Latest entry: 2026-07-22.
1 other company's latest entry also says "Advanced".
- 2026-07-22AdvancedOther Disclosures
「This project was reviewed and reported by Konoike Transport's Logistics Strategy Committee from August 2025 to January 2026. As of January 2026, the TMS MVP (Minimum Viable Product) had been completed, and the project was at the stage of targeting deployment across 20 sites during 2026.」
A cross-divisional initiative considered by the Logistics Strategy Committee developed into a project involving completion of a TMS MVP and a target to deploy it across 20 sites during 2026. - FY2025AdvancedAnnual report
「Specifically, we established a Human Resources Strategy Committee to address the worsening labor shortage, develop human resources aligned with our business strategy, and build a new human resources management framework, while also strengthening efforts to create a more employee-friendly working environment. In addition, we established a Technology Strategy Committee to address innovative technologies such as AI, IoT, big data, and robotics. The Technology Innovation Headquarters and ICT Promotion Headquarters are collaborating to formulate a medium- to long-term roadmap covering technology as a whole and promote initiatives to resolve related issues.」
To promote cross-functional growth, we established the Human Resources Strategy Committee and Technology Strategy Committee and put in place a structure to advance human resources management and the technology roadmap, respectively. - FY2024AdvancedAnnual report
「The Logistics Strategy Committee is working to build a common platform system for dispatching vehicles, prompted by the “2024 problem,” and to establish new mechanisms that promote the use of switch centers in trunk-line transportation and collaboration with other companies. The Contract Services Strategy Committee is also working to create various business opportunities through interdepartmental collaboration and to develop a maintenance services business based on the current business platform.」
To promote cross-functional growth, we are advancing initiatives through the Contract Services and Logistics Strategy Committee covering a common vehicle-dispatch platform, switch centers, collaboration with other companies, and the development of a maintenance services business. - FY2024-Q1AdvancedAnnual report
「In April 2023, we newly established the Contract Services and Logistics Strategy Committees as advisory bodies to the Board of Directors. Both strategy committees consist of members from multiple business divisions. To resolve company-wide, cross-functional issues, including the so-called 2024 problem, and to develop and realize a future vision for the contract services and logistics businesses in anticipation of medium- to long-term environmental changes, we will seek to expand these businesses and improve their profitability through initiatives including optimal allocation of management resources, the provision of high-value-added services, and the acquisition of new business.」
We established the Contract Services and Logistics Strategy Committee, comprising members from multiple business divisions, and put in place a structure to address cross-functional issues, allocate management resources, and acquire value-added services and new businesses. - FY2022-Q3RestatedAnnual report
「Against this backdrop, our Group formulated a single-year “Policy for the Fiscal Year Ending March 2022” to focus on improving profit margins, and is pursuing initiatives in 4 areas: “improving profit margins,” “enhancing efficiency,” “strengthening competitiveness,” and “cross-functional collaboration.”」
We continue to pursue 4 initiatives, including cross-functional collaboration, as priority measures under the annual policy. - FY2022-Q2RestatedAnnual report
「Against this backdrop, our Group formulated a single-year “Policy for the Fiscal Year Ending March 2022” to focus on improving profit margins, and is pursuing initiatives in 4 areas: “improving profit margins,” “enhancing efficiency,” “strengthening competitiveness,” and “cross-functional collaboration.”」
We continue to pursue initiatives in 4 areas, including cross-functional collaboration, as priorities under the annual policy. - FY2022-Q1RestatedAnnual report
「We are pursuing initiatives in 4 areas: improving profit margins, enhancing efficiency, strengthening competitiveness, and promoting cross-functional collaboration.」
Cross-functional collaboration remains a priority under the annual policy. - FY2021AdvancedAnnual report
「As part of our cross-functional collaboration initiatives, we launched the Sales Planning Department in April 2021. As a cross-functional organization, it will promote the formulation of business strategies based on management strategy and the review of the business portfolio.」
As a cross-functional collaboration initiative, we launched the Sales Planning Department in April 2021 and established a structure responsible for formulating business strategies and reviewing the business portfolio. - FY2020AdvancedAnnual report
「As the culmination of the Konoike Rail Gate Project, we opened the Tokyo Rail Gate Sales Office in April 2020. We will continue to further strengthen collaboration within our Group, centered on the Sales Division.」
The cross-functional project centered on the Sales Division made concrete progress with the opening of the Tokyo Rail Gate Sales Office. - FY2019AdvancedAnnual report
「In April 2019, we also launched the India Operations Headquarters. We consolidated the India business, which had previously spanned the Overseas Business Division and the Medical Business Division, into a single headquarters, and will explore the potential for other domestic businesses to expand into India centered on this headquarters.」
As a cross-functional growth initiative, we launched the India Operations Headquarters and consolidated the India business, which had spanned the Overseas Business and Medical Business divisions. - FY2018First statedAnnual report
「To further strengthen collaboration within our Group, we established a Sales Division. Under the Sales Division, we will share strategies among business divisions, leverage resources across our Group without being constrained by departmental boundaries, and optimize output as a Group.」
We newly set out a measure to establish a Sales Division, share strategies among business divisions, and leverage Group resources across functions.