Integrated Production-and-Sales Management and Faster Decision-Making Through Delegation of Authority
First written in FY2016. 8 of 12 entries say "Restated". Latest entry: FY2026.
The whole theme swung hardest in 2025: 1 of 7 companies on the "Worse" side.
4 other companies' latest entry also says "Advanced".
- FY2026AdvancedAnnual report
「The Company established a Business Hub responsible for business growth and earnings; a Region Hub responsible for strengthening the business and management foundations of local entities in each region; a Platform Hub responsible for enhancing global competitiveness, implementing leading-edge technologies and managing performance (KPIs) in individual areas of expertise; and a Model Development Hub responsible for creating and developing the next generation of dynamic competitive capabilities through to implementation.」
The delegated-authority model of integrated sales and manufacturing management was developed into a multi-hub execution structure comprising Business Hubs, Region Hubs, Platform Hubs and Model Development Hubs. - FY2025RestatedAnnual report
「The Company has delegated authority and responsibility to the headquarters, business entities and platforms, seeking to achieve integrated management of sales and manufacturing between the business divisions with MISUMI's sales organization and the manufacturing divisions of the Suruga production platform, while accelerating decision-making.」
The delegation of authority to the headquarters, business entities and platforms, integrated sales and manufacturing management, and faster decision-making continue. - FY2022RestatedAnnual report
「The Company has delegated authority and responsibility to the headquarters, business entities and platforms, seeking to achieve integrated management of sales and manufacturing between the business divisions with MISUMI's sales organization and the manufacturing divisions of the Suruga production platform, while accelerating decision-making.」
The delegation of authority to the headquarters, business entities and platforms, integrated sales and manufacturing management, and faster decision-making continue. - FY2021RestatedAnnual report
「The Company held 14 Board of Directors meetings. The Board of Directors and the Group Headquarters Executive Committee appropriately perform their roles in making important decisions for the Group and in reviewing, supervising and providing guidance on the execution of operations by the headquarters, business entities, platforms and subsidiaries.」
The authority-delegated management structure, including important decision-making and supervision of execution by the Board of Directors and the Group Headquarters Executive Committee, continues. - FY2020AdvancedAnnual report
「In addition, we strengthened our management structure by changing from 1 representative director to 2 representative directors in February 2020. By sharing oversight responsibilities and accelerating management decision-making, we will accelerate business model innovation and business growth.」
The Company describes specific organizational progress through the transition to a two-representative-director structure and faster decision-making through the allocation of responsibilities. - FY2019RestatedAnnual report
「The Company has delegated authority and responsibility to business entities and service platforms, seeking to achieve integrated management of sales and manufacturing between the business divisions with MISUMI's sales organization and the manufacturing divisions of the Suruga production platform, while accelerating decision-making.」
The delegation of authority to business entities and service platforms, integrated sales and manufacturing management, and rapid decision-making continue. - FY2018RestatedAnnual report
「The Company has delegated authority and responsibility to business entities and service platforms, seeking to achieve integrated management of sales and manufacturing between the business divisions with MISUMI's sales organization and the manufacturing divisions of the Suruga production platform, while accelerating decision-making.」
The delegation of authority and responsibility to business entities and service platforms, integrated sales and manufacturing management, and rapid decision-making continue. - FY2018-Q2RestatedAnnual report
「Following a review of the Group's organizational management structure, part of the FA business was changed from the FA business to the VONA business from the first quarter of the fiscal year.」
The change from part of the FA business to the VONA business resulting from the review of the organizational management structure continues to be disclosed in the segment information. - FY2017-Q3RestatedAnnual report
「Following a review of the Group's organizational management structure, part of the FA business was changed from the FA business to the VONA business from the first quarter of the fiscal year.」
The change from part of the FA business to the VONA business resulting from the review of the organizational management structure continues to be disclosed in the segment information. - FY2017-Q2RestatedAnnual report
「Following a review of the Group's organizational management structure, part of the FA business was changed from the FA business to the VONA business from the first quarter of the fiscal year.」
The change from part of the FA business to the VONA business resulting from the review of the organizational management structure continues to be disclosed in the segment information. - FY2017-Q1AdvancedAnnual report
「Following a review of the Group's organizational management structure, part of the FA business was changed from the FA business to the VONA business from the first quarter of the current fiscal year.」
Following a review of the organizational management structure, part of the FA business was changed from the FA business to the VONA business from the first quarter of the current fiscal year. - FY2016First statedAnnual report
「The Group established business entities and headquarters for its businesses, and service platforms for its business support and service functions. It has delegated authority and responsibility to the business entities, headquarters and service platforms, seeking to achieve integrated management of sales and manufacturing between the business divisions with MISUMI's sales organization and the manufacturing divisions of the Suruga production platform, while accelerating decision-making.」
The Company describes an organizational management structure that integrates sales and manufacturing and accelerates decision-making through the delegation of authority and responsibility to business entities, headquarters and service platforms.