Enhancing the Group’s Overall and Sales Capabilities and Restructuring the Organizational Structure
First written in FY2016. 14 of 31 entries say "Restated". Latest entry: 2026-09-29.
90 other companies' latest entry also says "Advanced".
- FY2026-H1AdvancedAnnual report
「In the logistics business, in addition to the full-scale operation of new warehouses at the Yokohama Port Distribution Center (Yokohama, Kanagawa Prefecture) and the Dangerous Goods Multi-Workstation Asakura Site (Asakura, Fukuoka Prefecture), we are working to strengthen the business structure through organisational reforms and collect appropriate fees for our various services.」
In addition to the full-scale operation of the new warehouses, working to strengthen the business structure through organisational reforms and collect appropriate fees for services. - FY2025AdvancedAnnual report
「In the logistics business, we brought new warehouses into operation at the Yokohama Port Distribution Center (Yokohama, Kanagawa Prefecture) and the Dangerous Goods Multi-Workstation Asakura Site (Asakura, Fukuoka Prefecture), and worked to strengthen our logistics services. In addition, to improve capital efficiency, we worked to strengthen the business structure through the sale of fixed assets and the reorganisation of affiliated companies, as well as to improve underperforming businesses, with the aim of establishing a foundation for sustainable growth.」
New warehouses were brought into operation at the Yokohama Port Distribution Center and the Dangerous Goods Multi-Workstation Asakura Site, and the business structure was strengthened through fixed-asset sales and the reorganisation of affiliated companies. - FY2025-H1AdvancedAnnual report
「In addition, to make effective use of management resources and improve capital efficiency, we worked on selling fixed assets, strengthening the organisational structure in connection with the reorganisation of consolidated subsidiaries, and improving operational efficiency through the use of ICT.」
Implementing specific measures, alongside fixed-asset sales, to strengthen the organisational structure following the reorganisation of the Group and improve operational efficiency through the use of ICT. - FY2024ReframedAnnual report
「Strengthening the sales divisions」
Under the new medium-term management plan, the Company has explicitly identified strengthening the sales divisions as a business strategy measure, replacing the previous focus on promoting the Group-wide sales structure. - FY2024-Q3RestatedAnnual report
「Regarding the promotion of the Group-wide sales structure, we worked to win new business.」
Continuing efforts to promote the Group-wide sales structure and win new business. - FY2024-Q1RestatedAnnual report
「Regarding the promotion of the Group-wide sales structure, we worked to win new business.」
Continuing efforts to promote the Group-wide sales structure and win new business. No new completion milestones have been indicated. - FY2023-Q3RestatedAnnual report
「Regarding the promotion of the Group-wide sales structure, we strengthened coordination among the sales divisions and worked to win new business in Japan and overseas.」
Continuing efforts to strengthen coordination among the sales divisions and win new business in Japan and overseas. - FY2023-Q2RestatedAnnual report
「Regarding the promotion of the Group-wide sales structure, we strengthened coordination among the sales divisions and worked to win new business.」
Continuing efforts to strengthen coordination among the sales divisions and win new business. - FY2023-Q1RestatedAnnual report
「Regarding the promotion of the Group sales structure, the Group worked to acquire new projects.」
Continuing efforts to promote the Group-wide sales structure and win new business. - FY2022AdvancedAnnual report
「Regarding the promotion of the Group sales structure, the Group launched a liquid transportation service using flexitanks and worked to acquire new projects.」
Regarding the promotion of the Group sales structure, the Group launched a liquid transportation service using flexitanks and also worked to acquire new projects. - FY2022-Q3RestatedAnnual report
「Regarding the promotion of the Group sales structure, the Group conducted sales activities aimed at creating optimized value-added services and effectively utilizing its owned assets.」
Regarding the promotion of the Group sales structure, the Group continues conducting sales activities aimed at creating optimized value-added services and effectively utilizing its owned assets. - FY2022-Q2RestatedAnnual report
「Regarding the promotion of the Group sales structure, the Group conducted sales activities aimed at creating optimized value-added services and utilizing its network.」
The Group continues promoting its sales structure and conducting sales activities aimed at creating optimized value-added services and utilizing its network. No new completion milestones have been reported. - FY2021AdvancedAnnual report
「(2) Regarding the strengthening of the Group's sales capabilities, the Group redeveloped and expanded the functions of its domestic warehouses, but was unable to create new growth businesses.」
Regarding the strengthening of the Group's sales capabilities, the company reports specific progress through the redevelopment of domestic warehouses and expansion of their functions. - FY2021ReframedAnnual report
「• Rebuilding the Group management structure: optimizing the functions of Group headquarters and strengthening governance」
In addition to rebuilding the Group's sales capabilities and organizational structure, the new medium-term management plan classifies the initiatives as rebuilding the Group management structure, including optimization of the functions of Group headquarters and stronger governance. - FY2021-Q3RestatedAnnual report
「Regarding the strengthening of the Group's sales capabilities, the Group worked to improve warehouse utilization rates.」
The Group continues working to improve warehouse utilization rates to strengthen its sales capabilities. - FY2021-Q2RestatedAnnual report
「Regarding the strengthening of the Group's sales capabilities, the Group worked to improve warehouse utilization rates.」
The Group continues working to improve warehouse utilization rates to strengthen its sales capabilities. - FY2021-Q1RestatedAnnual report
「Regarding the strengthening of the Group's sales capabilities, the Group continued operating under the new sales structure.」
The Group continues operating under the new sales structure. No new organizational changes or achievement milestones have been reported. - FY2020-Q3AdvancedAnnual report
「Regarding the transformation of the corporate culture and the strengthening of the Group's sales capabilities, the Group began operating under the new sales structure.」
The Group began operating under the new sales structure to strengthen its sales capabilities. - FY2020-Q2AdvancedAnnual report
「Regarding the transformation of the corporate culture and the strengthening of the Group's sales capabilities, the Group reviewed its sales organization to establish a more effective and agile sales structure.」
The Group reviewed its sales organization to establish a more effective and agile sales structure. - FY2020-Q1AdvancedAnnual report
「Regarding the strengthening of the Group's sales capabilities, a multi-workstation focused on handling hazardous materials was completed in Kitakyushu, Fukuoka, and began operations in April.」
A hazardous materials multi-workstation was completed, representing specific progress with operations commencing in April. - FY2019AdvancedAnnual report
「Regarding the strengthening of the Group's sales capabilities, the Group made clear progress by establishing new warehouses and developing services that organically connect its overseas locations.」
The company states that clear progress was made in establishing new warehouses and developing services connecting its overseas locations. - FY2019-Q3RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched from the current fiscal year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
The new medium-term management plan continues to position strengthening the Group's sales capabilities as one of its three key priorities. - FY2019-Q2RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched in April this year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
The new medium-term management plan continues to position strengthening the Group's sales capabilities as a key priority. - FY2019-Q1RestatedAnnual report
「As a more specific strategy toward the desired future state, the Group launched in April this year its new medium-term management plan, Azuma Challenge Next100 — Toward the Next 100 Years, based on the basic policy of making the plan a “three-year period” for steadily implementing awareness reform and building its foundation in order to create a new corporate culture that continues to “take on challenges” for the next 100 years, beyond the milestone year of the company's 100th anniversary. Based on three key Group priorities — (1) transforming the corporate culture, (2) strengthening the Group's sales capabilities, and (3) enhancing its 6 business domains — the Group is working together on initiatives aimed at enhancing corporate value.」
Strengthening the Group's sales capabilities continues to be positioned as one of the three key priorities of the new medium-term management plan. - FY2018RaisedAnnual report
「(2) Strengthening the Group's sales capabilities — expanding revenue through domestic and overseas cooperation in priority expansion businesses and growth-development businesses」
The focus and objectives of strengthening sales capabilities have expanded from cooperation within the Group and improving sales capabilities to increasing revenue from priority expansion businesses and growth-development businesses through domestic and overseas cooperation. - FY2018-Q1AdvancedAnnual report
「As Higashi Kaiun Shoji Co., Ltd., a consolidated subsidiary, ceased to exist through an absorption-type merger in which Kanto Air Cargo Co., Ltd., also a consolidated subsidiary, was the surviving company, it was excluded from the scope of consolidation from the first quarter of fiscal 2017.」
An absorption-type merger between consolidated subsidiaries was carried out on 1 April 2017, representing specific progress in rebuilding the organizational structure. - FY2017RestatedAnnual report
「The Group will work together to enhance corporate value.」
The Group has reaffirmed its commitment to enhancing corporate value as one integrated organization. - FY2016First statedAnnual report
「We will strengthen our sales capabilities by enhancing cooperation within the Group. At the same time, we will shift from optimizing individual divisions to optimizing the Group as a whole, with the aim of maximizing Group profits. We will also rebuild the organizational structure to bring our overall capabilities to bear.」
Cooperation within the Group, the shift from divisional optimization to overall optimization, and organizational restructuring are being pursued as an integrated set of initiatives.