Inventory Replacement and Optimization for New-Format Store Renovations
First written in FY2018-Q3. 8 of 13 entries say "Advanced", first in FY2018. Latest entry: 2026-08-06.
Yamada Holdings moved to the "Worse" side of this theme in 2023, 2 years before the typical company in this theme (2025).
The whole theme swung hardest in 2026: 7 of 56 companies on the "Worse" side.
40 other companies' latest entry also says "Advanced".
- 2026-08-06AdvancedEarnings presentation
「The inventory-reduction initiative is progressing steadily toward the target reduction of ¥20 billion.」
The company reported a ¥10.3 billion reduction in inventories of products for disposal against the full-year target of ¥20 billion, and made specific the use of new standard-category criteria, shifts from low-turnover to high-turnover products, and inventory coordination with manufacturers. - FY2026AdvancedAnnual report
「To maintain appropriate inventory levels, the company established new sales-promotion rules that allow stores to flexibly conduct sales promotions and sell down inventory. In addition to the existing method of valuing merchandise and finished goods, the company added a method of reducing their carrying value based on net realisable value estimated by appropriately reflecting the sales-promotion rules and inventory management policy.」
The company positioned its inventory strategy as one of the most important issues in its medium-term management plan and introduced new sales-promotion rules and valuation methods. As a result, cost of sales increased by ¥1,762 million. - FY2024-Q3ReframedAnnual report
「As part of efforts to further improve performance in the third quarter of the current fiscal year, the 2 initiatives we have promoted for some time, namely increasing market share and sales through proactive store development and ensuring appropriate inventory management and gross profit and deal profit based on sell-through management, have steadily produced results. We will continue these reforms aimed at business growth.」
The company reframed the previous focus on inventory optimisation and purchase controls as a business-performance improvement reform that includes inventory management based on sell-out management and the securing of gross profit and deal profit. - FY2023-Q3ReframedAnnual report
「⑦ Decrease in gross profit resulting from the impact of purchase restrictions under policy-driven balance-sheet reform initiatives」
The previous references to inventory optimisation and purchase controls were reorganised as purchase restrictions associated with policy-driven balance-sheet reform and described as a factor reducing gross profit. - FY2020-Q1ReframedAnnual report
「The primary factor was an increase in merchandise and finished goods resulting from purchases of strategic seasonal products and changes to the sales-floor configuration model.」
The company explained that merchandise and finished goods increased as a result of strategic purchases of seasonal products and changes to the sales-floor configuration model, in addition to its previous inventory optimisation measures. - FY2019-Q3AdvancedAnnual report
「Merchandise and finished goods decreased by ¥12,038 million year on year, and cash flow improved substantially.」
The company explained that, as a result of inventory optimisation, merchandise and finished goods decreased by ¥12,038 million year on year, which was reflected in improved cash flow. - FY2019-Q2AdvancedAnnual report
「The primary factor was a decrease in merchandise and finished goods resulting from the reduction in the absolute value of purchases associated with inventory optimisation.」
As a result of inventory optimisation, merchandise and finished goods decreased from ¥372,682 million at the end of the previous fiscal year to ¥359,669 million, also contributing to an increase in operating cash flow. - FY2019-Q1AdvancedAnnual report
「To further promote inventory optimisation, the company reduced the absolute value of purchases by ¥13.7 billion from the previous year.」
The company further advanced inventory optimisation and reduced the absolute value of purchases by ¥13.7 billion from the previous year. At the same time, this became a factor depressing gross profit for the quarter. - FY2018AdvancedAnnual report
「The company strategically replaced inventory and optimised inventory balances between divisions for the next fiscal year, significantly reducing the absolute value of purchases and disposing of policy-driven inventory. This resulted in a negative impact on gross profit.」
The company replaced inventory and optimised inventory levels between divisions ahead of the conversion to the new store format, and the negative impact on gross profit was reflected in actual results. - FY2018-Q3First statedAnnual report
「The company planned to convert approximately 100 stores to the new format, the 家電住まいる館 format, in the fiscal year ending March 2019, and strategically replaced inventory and optimised inventory balances between divisions in preparation for the future.」
With conversions of approximately 100 stores to the new format in view, the company strategically replaced inventory and optimised inventory balances between divisions. The filing stated that inventory levels had moved closer to appropriate levels by the end of the third quarter.