Medium- to Long-Term Growth Strategy Led by the Corporate Planning Headquarters

「Against this backdrop, the Group has pursued initiatives addressing the three priority issues of establishing a revenue structure capable of consistently securing appropriate profits, responding to changes in the external environment, and strengthening compliance, management and governance, under the basic policy of its Medium-Term Management Plan 2028, “Be More LOGITEM. Do More LOGITEM.”」

「Against this backdrop, our group continued initiatives under the medium-term management plan for fiscal 2020 through fiscal 2022, whose themes were developing a robust earnings base and a structure capable of adapting to changes in the operating environment. In Japan, we focused on the stable operation of Sakado Sales Office and Hiratsuka Sales Office, both opened in April, and expanded our site network to grow the 3PL business, including by opening Aisai Center as a new site. We also introduced logistics equipment using advanced technologies such as AI to reduce labor requirements and improve efficiency at logistics sites. In addition, we established the Human Resources Development Office in September and strengthened talent development initiatives to address increasingly sophisticated and diverse logistics needs.」

「Against this backdrop, our group continued initiatives under the medium-term management plan for fiscal 2020 through fiscal 2022, whose themes were developing a robust earnings base and a structure capable of adapting to changes in the operating environment, while implementing measures to prevent infectious diseases with employee safety as our top priority. In Japan, we focused on the smooth launch of Sakado Sales Office in Sakado, Saitama Prefecture, and Hiratsuka Sales Office in Hiratsuka, Kanagawa Prefecture, both opened in April. In July, we newly opened Aisai Center in Aisai, Aichi Prefecture, and expanded our site network to grow the 3PL business. We also introduced logistics equipment using advanced technologies such as AI and IoT to reduce labor requirements and improve efficiency at logistics sites. In addition, we established the Human Resources Development Office in September, proceeded with revisions to our personnel systems, and formulated a BCP to further strengthen talent development and improve our organizational structure.」

「Against this backdrop, while responding to rapid changes in social conditions, our group continued initiatives under the new medium-term management plan for fiscal 2020 through fiscal 2022, whose themes were developing a robust earnings base and a structure capable of adapting to changes in the operating environment.」

「Against this backdrop, while responding to rapid changes in social conditions, our group continued initiatives under the new medium-term management plan for fiscal 2020 through fiscal 2022, whose themes were developing a robust earnings base and a structure capable of adapting to changes in the operating environment. In Japan, we focused on deepening transactions with customers, including those related to mail-order businesses, to expand sales, while working to stabilize the operations of sites opened in the previous fiscal year. We also prepared new sites planned for Sakado, Saitama Prefecture, and Hiratsuka, Kanagawa Prefecture, in preparation for expanding sales operations.」

「Against this backdrop, while responding to rapid changes in social conditions, our group began initiatives under the new medium-term management plan for fiscal 2020 through fiscal 2022, whose themes were developing a robust earnings base and a structure capable of adapting to changes in the operating environment.」

「Under the three-year medium-term management plan, for which the fiscal year ending March 2021 was the first year, we formulated a plan focused on strengthening corporate capabilities through the development of a robust earnings base and a structure capable of adapting to changes in the operating environment.」

「Against this backdrop, while seeking to improve the profitability of existing operations, our group worked together to implement the three basic strategies set out in the medium-term management plan: strengthening transportation capacity, shifting toward growth markets, and strengthening international logistics. In Japan, we expanded our own vehicle fleet and strengthened warehouse functions to deepen transactions with mail-order-related customers. Following the opening of Shinsuna Sales Office in September and Minami-Otsuka Center in Kawagoe, Saitama Prefecture, we opened Minami-Funabashi Center in October and other sites in connection with acquiring new customers, thereby expanding our site network to grow the 3PL business.」

「Against this backdrop, while seeking to improve the profitability of existing operations, our group worked together to implement the three basic strategies set out in the medium-term management plan: strengthening transportation capacity, shifting toward growth markets, and strengthening international logistics. In Japan, we expanded our own vehicle fleet and strengthened warehouse functions to deepen transactions with mail-order-related customers. In addition to opening Shinsuna Sales Office in September as a site for the moving business and other operations, we opened Minami-Otsuka Center in Kawagoe, Saitama Prefecture, in connection with the start of operations for a new customer, thereby expanding our site network to grow the 3PL business. Overseas, in Vietnam, we opened a new warehouse in Da Nang, developed the structure following the organizational reorganization, and worked to stabilize operations. We also focused on expanding international road transportation in the Indochina region, including by commencing transportation operations between Myanmar and Cambodia centered on Thailand.」

「Against this backdrop, while seeking to improve the profitability of existing operations, our group worked together to implement the three basic strategies set out in the medium-term management plan: strengthening transportation capacity, shifting toward growth markets, and strengthening international logistics. In Japan, we sought to deepen transactions with mail-order-related customers by expanding our own vehicle fleet and strengthening the functions of our sites. We also expanded our site network to grow the 3PL business, including by opening Iwafune Center in April in Tochigi City, Tochigi Prefecture. Overseas, we worked to stabilize operations following the organizational reorganization of the logistics and passenger automobile transportation businesses in Vietnam.」

「Regarding progress against the indicators set in the plan, operating revenue has been performing steadily and is expected to meet the numerical target for the final year. Operating profit is expected to fall short, but we will work toward achieving the target by advancing the rationalization and efficiency enhancement of existing operations and reviewing contract terms with customers.」

「In Japan, while focusing on the stable operation of Atsugi-Nishi Center, which opened in May 2018, we sought to deepen transactions with customers through a new sales structure. Overseas, we reorganized the logistics and passenger automobile transportation businesses in Vietnam and worked to strengthen their operating foundations. We also stepped up sales activities to expand business in the Indochina region.」

「In Japan, we changed the organisational structure and strengthened the sales organisation while actively developing facilities, including opening the new Atsugi-Nishi Center in line with customer needs, to expand the 3PL business.」

「Regarding progress under this plan, we actively pursued sales activities targeting customers related to mail-order businesses as a field expected to grow. We also opened a new site, Ota Center (Tokai, Ota-ku, Tokyo), and established a structure to meet demand for international logistics. Overseas, we promoted the development of demand for international road transportation in the Indochina region, centered on the Bangkok Representative Office.」

「In its medium-term management plan, for which the fiscal year ending March 2018 was the first year, our group established the following basic strategies and has been implementing various measures.」

「We will formulate and implement a medium- to long-term growth strategy led by the Corporate Planning Headquarters, which was newly established to plan and formulate a comprehensive group management plan.」