YAMATO HOLDINGS CO LTD Yamato Group
Overview of Consolidated Results
＜2nd Quarter of Fiscal Year Ending March 2022＞
November 15, 2021
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1．Progress of Structural Reform
Steady progress in structural reform based on Mid-term Management Plan "One YAMATO 2023"
→Evolve from a business structure centered around "TA- Q-BIN", to one that can provide value from End to End, covering the entire process of customers' businesses
→A structure that can flexibly offer optimal operations that match the needs of customers
Accelerate structural reform, with the aim of achieving the targets for the final year (March 2024) of the Mid-term Management Plan, as well as the sustainable growth thereafter
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2．Establishing the "EC Logistics Network"
Establish a new "EC Logistics Network", with the aim of creating a business model
that can accommodate the diverse needs of the rapidly growing EC industry
No. of EAZY parcels & EAZY CREW staff | ||||||
Reform cost structure by establishing a new "EC | （1,000 parcels） | No. of EAZY CREW staff | No. of EAZY parcels（No. of staff） | |||
120,000 | 20,000 | |||||
Logistics Network"
・Create a logistics network dedicated to EC, covering the pick-up, sorting, transportation and delivery of EC parcels ・The "EC Logistics Network" will cover urban areas with high parcel density, while in areas where it is more efficient to use the TA-Q-BIN network for transportation and delivery, the parcels will be added on to the TA-Q-BIN network volume, thereby improving productivity
A network that can flexibly adapt to
demand volatility
100,000 | |||||||
15,000 | |||||||
80,000 | |||||||
60,000 | 10,000 | ||||||
40,000 | |||||||
5,000 | |||||||
20,000 | |||||||
0 | 0 | ||||||
1Q | 2Q | 3Q | 4Q | 1Q | 2Q |
2021/32022/3
Ratio of EC Logistics Network volume
against total volume (estimate)
20%
→Resource allocation based on customer demand | 12% | |||
→Making the delivery cost a variable expense, | ||||
through enhanced collaboration with partners | As of March 2024 | |||
As of March 2022 | ||||
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3．Reinforcing the Corporate Logistics Business
Strengthen One YAMATO account management, with the aim of
providing value not only in the last mile but also in the upstream areas
Functional | Business Divisions | |
Divisions | ||
EC | ||
Transport | Corporate | Account Sales |
Global | ||
Solution | ||
Control | SCM | |
Center | Account Sales | |
Digital | Corporate | |
Client | Account Sales | |
Mgmt. |
System
Platform
Aggregate,
analyze and Retail feedback
information
Professional | Sales Drivers |
services | Branch Managers |
Customers
Large
corporates
(approx. 200)
Mid-sized corporates (approx. 2,000)
Small
corporates
(more
than1mm)
Account sales structure (image)
Provide supply chain solutions integrated throughout Japan and overseas for each customer (account)
Regional axis
Tokyo | Kanto Kansai | ・・・ | ・・・ | |||
Japan | Asia | Americas Europe | ||||
C | Regional | |||||
Account Sales | ||||||
u | Customer | |||||
s | Controls account sales in each region | |||||
A | ||||||
t | ||||||
o | Account Sales | |||||
m | Leader | |||||
e | Customer | |||||
r | B | |||||
s | ||||||
・・・ |
From local sales in each country/region,
to cross-regional and comprehensive account sales
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4．Reinforcing Corporate Logistics Business
- Providing value to small corporates
・Create more time for Sales Drivers (SD) to face customers, and strengthen pick-up and sales operations ⇒Rise in the ratio of pick-ups among the SD's operational mix of pick-up VS delivery
⇒Steady growth in operating revenue from external customers of the Retail Division
Operating revenue from Unaffiliated Customers | |||||||||||||||
Mix of No. of parcels handled by SD | （Millions of Yen） | (Retail Business Unit) | |||||||||||||
2021/3 | 2022/3 | ||||||||||||||
225,000 | |||||||||||||||
■ | Delivery | ■ Pick-up | 220,000 | ||||||||||||
3.9％ YoY | |||||||||||||||
＋4.2pts | 215,000 | ||||||||||||||
Compared to 1st half | 210,000 | ||||||||||||||
of FY 2021/3 | 205,000 | ||||||||||||||
3.4％ YoY | |||||||||||||||
200,000 | |||||||||||||||
195,000 | |||||||||||||||
190,000 | |||||||||||||||
185,000 | |||||||||||||||
1st half of 2021/3 1st half of 2022/31Q2Q
Provide value to regional corporates | Revenue from logistics support | |||
・Corporate Sales teams unified under One YAMATO will face | （Millions | of Yen） | (Corporate Business Unit) | |
（as of 2022/3） | ||||
customers, in consideration of regional characteristics, deepen | ||||
understanding of their businesses, and provide solutions | ＋2.9％ | |||
Provide value to global corporates | Compared to | |||
・Global SCM Business Division will take the lead in integrating | 1Q of 2022/3 | |||
Yamato's domestic facilities and transportation & delivery network | ||||
with the resources of our international offices and partners, thereby | 2022/3 1Q | 2022/3 2Q | ||
providing globally integrated supply chain solutions | ||||
4 | ||||
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Yamato Holdings Co. Ltd. published this content on 12 November 2021 and is solely responsible for the information contained therein. Distributed by Public, unedited and unaltered, on 12 November 2021 11:16:04 UTC.
