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    9064   JP3940000007

YAMATO HOLDINGS CO LTD

(9064)
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Presentation[PDF:1.5MB]

11/12/2021 | 06:19am EST

Yamato Group

Overview of Consolidated Results

<2nd Quarter of Fiscal Year Ending March 2022>

November 15, 2021

Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.

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

1

Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.

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

2

Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.

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

3

Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.

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

Copyright© YAMATO HOLDINGS CO., LTD. All rights reserved.

This is an excerpt of the original content. To continue reading it, access the original document here.

Disclaimer

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.


© Publicnow 2021
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