YAMATO HOLDINGS CO LTD Yamato Group IR Presentation Material
＜1st Quarter of Fiscal year ending March 2023＞
August 8, 2022
Yamato Holdings Co., Ltd.
Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.
1．Overview of the Medium-term Management Plan "One YAMATO 2023" Structural Reforms
- Established the "One YAMATO" structure, bringing together the Group's management resources（FY2021~)
→Reviewing the construct of the Group's management (structure & organization), while promoting reforms on both revenue and cost structure
- Promoting comprehensive value provision on an "End To End" basis, from the upstream to downstream of corporate clients' businesses, by positioning as opportunities the expansion of e-commerce in all industries as well as changes in the supply chain
→Developing an integrated last-mile network, strengthening account management, and promoting the reinforcement and expansion of CL・FWD*
【Value provision to corporate clients】
Grow revenue from TA-Q-BIN by making ＋α proposals to area customers based on our wide-ranging client platform
Revenue expansion through comprehensive value provision to the business supply chain of account clients
facilities) | Middle- | |
ＥＣ | TA-Q-BIN NW | |
NW | mile NW | |
Terminal (transportation / sorting), logistics center | |||
Operations / IT system | |||
① | Establish and deploy e-commerce logistics network | ||
② | Build middle-mile network | ||
③ | Launch facilities designated for temperature-controlled | ||
deliveries | |||
④ | Consolidation and enlargement of facilities（TA-Q-BIN | ||
network） | |||
⑤ | Operational reform and building of IT system | ||
Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved. | 1 | ||
2．Providing Value to Corporate Clients
-
Promote comprehensive value provision "End To End" to clients' business supply chains
(operating revenue expansion) - Provide optimal last-mile network and operations at reasonable cost (operating profit improvement)
Clients sales
representatives
Value provision
Management
resources
EC |
Major EC platform-
Provide value that supports the expansion of sales opportunities, such as diverse and simple services ways to receive and send (return) parcels, that are preferred by end users, simplifying the sorting process
Account |
ers
Healthcare,
Account manager
when shipping items and extending the cut-off time, and providing fulfilment services to EC merchants/retailers
Provide value that leads to reforming clients' supply chains and business processes, such as by optimizing
area Base area Growth
Global / |
national |
area |
Area
customer
automotives,
fashion,
electronic
appliances,
food, etc.
Corporate
All sales &
industries Sales
Drivers
logistics and inventory control on an "End To End" basis, covering the upstream to downstream of clients' supply chains
→Fully utilize parcel delivery, route pick-up & delivery, CL and FWD* functions in Japan and overseas
Provide "TA-Q-BIN + α" value through thorough services and proposals, made possible by the collaboration between corporate sales and Sales Drivers
Last-mile network
・TA-Q-BIN ・EAZY
・Middle-mile
Facilities
・TA-Q-BIN centers ・Terminals
・Logistics centers
International transportation・Global FWD*
・Asia cross-border land transport
Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.
*CL: Contract Logistics FWD: Forwarding | 2 |
3．Structural Reforms of Network Operations
Outline of Structural Reform
➀Establish and deploy EC logistics network（urban areas only）
- Set up EC sorting centers
- Deploy EC delivery centers
➁Establish middle-mile network（urban areas only）
- Establish route pick-up and delivery functions
- Functions including on-demand deliveries in an appropriate transport mode, from large to small lots, and delivering the exact amount needed when they are needed
③Launch facilities designated for temperature-controlled
deliveries（urban areas only）
- Set up 2 large-scale integrated facilities mainly in Tokyo and the 3 surrounding prefectures
- Minimize cost overlap by reallocating facilities and human resources in parallel
④Consolidation and enlargement of facilities（TA-Q-BINnetwork）
- Consolidation of small TA-Q-BIN centers that were spread out in multiple locations
- Integration of TA-Q-BIN centers with terminals
- Redefining the functions of our terminals
⑤Operational reform and rebuilding of IT system
- Establish mechanism to allocate and utilize resources in accordance with workload and to adjust operations in line with capacity
Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.
Aim / Objective
- Capture EC demand by improving service level
- Optimize costs by simplifying the operational process, and expand flexible capacity through alliance with partners
- Provide one-stop value to the client's entire supply chain linking with warehouses, transportation & delivery network (TA-Q-BIN, route pick-up and delivery, etc.), inventory management systems, etc.
- Capture demand by enhancing capacity for temperature-controlled deliveries, which is a growth area
- Optimize TA-Q-BIN network (consolidate and enlarge
facilities), based on the capacity of the network designated for EC, corporate (large cargo, route pick-up and deliveries, etc.) and temperature-controlled items
- Enhance safety, quality and work environment and improving productivity of the overall network through measures such as introducing automation equipment to the consolidated and enlarged facilities
- Enhance effectiveness of Reforms ➀～④
- Cost optimization through operations that are
adjusted in line with workload
3
4．Establish and Deploy EC Logistics Network
Highlights
- Establish and deploy EC logistics network in urban areas, in order to capture EC demand which continues to grow, and achieve profit growth
- Promote further efficiencies by directly linking EC sorting center (shipment terminal for EC) to the EC delivery center (last-mile facility for EC) and to the last-mile (EAZY CREW)
・Phase 1：Establish EC last-mile network（organize EAZY CREW） （1Q-4Q of FY2021/3）
・Phase 2：Establish EC sorting center（shipment terminal for EC） （2Q-4Q of FY2022/3）
・Phase 3：Deploy EC delivery center（last-mile facilities for EC） （3Q of FY2022/3～）
Expected effect Operating expenses
Down 24 bn yen
Final year of Medium-term management plan（FY2024/3）
Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.
EC sorting center:
Annual handling capacity and no. of locations
Status of establishment (2Q-4Q of FY2022/3)：4 centers (completed)
4 centers
8%* | 15%* | 20%* |
(180mm units) | (300mm units) |
FY2022/3 FY2023/3 FY2024/3
*Ratio of EC logistics network out of total volume
EC delivery center:
Annual handling capacity and no. of locations
(300 mm units) | ||
No. of EC | (100 mm units) | 50~70 |
delivery centers | 20~40 | |
1 | ||
FY2022/3 | FY2023/3 | FY2024/3 |
4
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Yamato Holdings Co. Ltd. published this content on 08 August 2022 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 08 August 2022 07:13:08 UTC.
