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Medium-term Management Plan
2022
MARUWA UNYU KIKAN CO., LTDThe first section of the Tokyo Stock Exchange Securities code 9090
Contents
1. Medium-term Management Plan 2022
2. Business Strategy
3. Functional Strategy
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 1
Medium-term Management Plan 20221
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 2
Medium-term Management Plan 2022
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 3
3PL&Platform Company3PL(Third-party Logistics)
FY2019/3FY2018/3 FY2020/3(Forecast)
FY2021/3(Forecast)
FY2022/3(Forecast)
4,752
6,046
7,300
8,600
10,000
6.4% 7.1% 7.3% 7.5% 7.7%
15.8%17.9%
19.0% 19.5% 19.7%
0.0%
5.0%
10.0%
15.0%
20.0%
25.0%
0
2,000
4,000
6,000
8,000
10,000
12,000
74,359 85,590
100,000 115,000
130,000
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
Consolidated net sales(million yen)
Consolidated ordinary income(million yen) ROE(%)Ordinary income ratio
(%)
Outline of Business Strategy
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 4
~3PL&Platform Company~
Network Platform
Multi-Platform
Single Platform
Single CustomerSingle Operator
Multiple CustomersSingle Operators
Multiple CustomersMultiple Operators
A platform where a single logistic carrier bears the logistics of a single customer.
A platform that uses standardizeddata resources in the logistics of multiple customers
A platform to share the logistics of multiple customers with multiple logistics operators
SinglePlatform
Multi-Platform
Expansion of 3PL business field
NetworkPlatform
Outline of Functional Strategy
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 5
For the achievement of sustainable growth by exploring new markets, the improvement of productivity by use of human resources and technology are needed
in an environment of deteriorating labor market and technological innovation.
Securing/DevelopmentHuman Resources
Utilization of advanced technology
New market development
Proactively recruit diverse human resources
Strengthen human resource
development
AZ-COM MARUWA Suppot Network
Construction of BCP logistics business
foundation
Standardization within the supply chain area
Share data resources among logistics
companies
Business Strategy2
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 6
① E-commerce・Ordinary temperature
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 7
By achieving stable quality and strengthening Momotaro (MQA) brand
MQA&Model DS Strategy
By vehicle request system linking AZ-COM network
National co-distribution network strategy
By systematization of delivery, allocation and billing services
Aggressive expansion Strategy
15,383 16,088
21,098
29,166
61,970
2016.03 2017.03 2018.03 2019.03 2020.03 2021.03 2022.03
CAGR28.6%
(million yen) FY2019/3FY2022/3
(Forecast)Change Growth rate
Revenues 29,166 61,970 32,804 212.5%
① New Entrepreneur model MQA(Momotaro・Quick Ace)
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 8
Targeted Number: Above10,000 vehicles
Quick Ace aims to offer exceptional customer experience and satisfaction through pleasant smiles and thankfulness
Build our own platform in the last one mile
MQA Annual sales target
10million yen
Delivery quantityper day
Over150 pieces
Targetaverage age of
MQA 27
Sales guarantee
7.2million yen(According to our standard)
Start fund
FREEWithin in the
range of 1km
2days
full holiday
Fulfilling
BACKUP SERVICESafter opening
Specialized in
DELIVERY(No heavy goods or cash on delivery)
② Foods(low-temperature)
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 9
By strengthening upstream orders aimed at production areas and manufacturers for medium-sized supermarkets
By existing business (grocery supermarket) & new orders
Business expansion strategy
Vertical integration strategy
By developing new markets overseas by using our strengths
Cold chain global 3PL strategy
25,305
31,379 33,199
36,158
45,000
0
5,000
10,000
15,000
20,000
25,000
30,000
35,000
40,000
45,000
50,000
2016.03 2017.03 2018.03 2019.03 2020.03 2021.03 2022.03
CAGR7.6%
(million yen) FY2019/3FY2022/3
(Forecast)Change Growth rate
Revenues 36,158 45,000 8,842 124.5%
② Maruwa’s Logistics Reform through the“AZ-COM 7PL” Strategy
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 10
4
Support business profit menu for grocery supermarket
2 61 3 5 7
Further enhancement by homogenization and vertical integration of
supply chain domain
Improve store logistics efficiency
・Direct delivery of agriculture product・Detailed temperature control and food
quality management
Profit from Logistics Profit from Commercial distribution
Provide high value-added services without customers does not notice
Exploiting overseas markets by utilizing high-quality cold chains
Creation of environment where operators can concentrate on core business by using of 3PL know-how specialized in supermarkets
Improve profitability by visualizing purchase price structure and reducing total logistics costs
Develop a SCM system through inter-companies collaborations and vertical alliances
Expand sales through perishables value chain
Improvement of store profit structure by store operation reform
Efforts to make effective use of limited human resources by strategic process center
Delivering safe, secure and fresh products by strengthening freshness management of products
Focus on core
competence
Increase the
logistics profit
(Logistics as a profit center)
Generate the
commercial
distribution
profit (value chain)
Fresh procurement
innovation
(improve of
attract customer)
Improve
operation efficiency
Resolve
labor shortage
Improve
logistics quality
③ Medicine & Medical
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Build a co-distribution base in the drug industry
DgS platform construction strategy
Realization of labor saving and efficiency improvement by advanced technology
Center function innovation strategy
Return logistics expansion strategy
Focusing on MK vendors
18,806 18,891 19,190 19,364
21,950
0
5,000
10,000
15,000
20,000
25,000
2016.03 2017.03 2018.03 2019.03 2020.03 2021.03 2022.03
CAGR4.3%
(million yen) FY2019/3FY2022/3
(Forecast)Change Growth rate
Revenues 19,364 21,950 2,586 113.4%
④ Restructuring of StrategicDistribution Network
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 12
Operation of new distribution center
■Merits
・Logistics efficiency improvement
Transfer to an expanded logistics center to cope with the increase in the number of stores handled and the increase in physical volume by further reform and evolution of logistics
Labor saving(Use of ICT)
Realization of【Efficiency of AI utilization】
and【No work injury】
Dissemination of work progress and optimization
of all workers
Piece Assort SystemAGV(Automatic Guided Vehicle)
Multi-shuttleAssist suits
Elimination of workers’ injury cause
Flexible relocation of all workers (Employees, Parts, Dispatch)
■AZ-COM Kita Kanto MK Logistics Center
・Investment profitability・Safe and comfortable
Functional Strategy3
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 13
① Securing/Development Human Resources-Aggressive recruitment of new graduates-
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 14
■Further visitation of high schools and universities near all centers
■Recruitment reform of Maruwa group reform
Promotion of recruitment by all employees
Widespread of corporate culture, business, etc. by visiting schools by young recruiters
Now In the futureRecruiting system led by Maruwa Unyu KikanRecruiting system formed by
group cooperating
Furthermore・・・
Phase1:Clarification of recruitment criteria
・Recruitment standard setting of Maruwa group unification
Phase2:Creation of a system for large-scale recruitment
・ Joint recruitment of Kanto area group companies
Phase3:Sufficient recruiters for recruitment of 500 employees
· Recruitment interviews with business managers and executives
Insufficient number of recruiters compared with new graduates
recruited
No implement recruitment by group companies
Increase the number of recruiters in each companies
Horizontal deployment of Maruwa Unyu Kikan’s recruitmentknow-how to all group companies
FY2019/3 FY2020/3 FY2021/3 FY2022/3 FY2023/3
400
280
500【People】
…
500500
■Five-year new graduate recruitment plan
① Securing/Development Human Resources-Strengthen education system-
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 15
Strengthen human resource development for generation change
1~2nd year
2~3rd yearCheif
4~5th yearSenior staff
5~10th yearSection Manager
10th year~Director
Above general
manager
M O M O TA R O C U LT U R E
Numerical Management Training
Mastering the basics of numerical management
Appropriate Job Development
TrainingPractice of improvement in each
department
Management Training(Basic)
Customer trends, BM analysis, compliance
Career-up Training
Acquisition of specialized skills in different
occupations
DispatchTraining
Discovery of new learning
Management Training
Excavation of next generation human
resources
Business Management
Training To be the manager
Officer Training
Successor training
Logistics Basic TrainingAcquisition of basics and
expertise in logistics
Humanity (human power) Training
Creation personalities such as adult manners
Principles of Business Persons
Basic actionsManagement of
“Same Voice Same Resonance”Management Idea
Supporting career improvement of each person by level-based training categorized and job title /
employment history
② Utilization of advanced technology
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 16
Supplier Logistic Center Delivery point Consumer
Standardization of data and resources (equipment, work, system, etc.) in the supply chain area
SEECONNECT CHANGEPREPARESUPPORT
Improving added value of logistics by linking supply chains and standardizing data resources
BIG DATA(Production information, cargo handling information, inventory information, vehicle information, product information,
sales information, weather information, traffic information, settlement information ...)
Connected Logistics
Standardization within the supply chain area
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 17
Realization of safe, reliable and prompt transportation by data linkage
Utilization of the delivery management system(TMS:Transport Management System)
Delivery Management System
(TMS)
· Freight tracking・ Delivery support, etc.
・ Daily report /invoice issuance・ Claim, payment office work・ Tariff calculationetc.
・Matching of cargo request・Matching of car request
・ Fault diagnosis/Predictive・ SD working hours・ Operation analysis・ Accident history
·Driving situation·Vehicle dynamics・Delivery plan, etc.
■Delivery management■Operation management
■Billing and payment management■Safety management
■Seeking of cargo/car
Transportation optimization by sharing information on transportation
・Transport planning optimization・Transportation cost reduction due to elimination
of depend on dispatch personalities skills・Transport quality improvement
② Utilization of advanced technology
③ AZ-COM MARUWA Support Network
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 18
2019/5
2018/3
2017/3
2016/3
2015/4 139
367
660
850
1,139
Demand
Payment
Education and
training support
Provide vehicles by
special discount
Shortening payment
maturities
ETC discount
《Support menu (some excerpts)》
《Number of member firms of AZ-COM NET》
Maruwa
Partner firms
Registration
Nationwide network
Management supports
Management supports
Qualitybusinesses
・Expansion of business・Strengthen competitiveness・Stabilized financial base
Stable vehicle securing
A nationwide network supporting the management of partner companies in transportation and delivery
3,000 firms
for FY 2021/3
《Targeted number ofmember firms》
④ New nucleus “BCP logistics business“-Social contribution-
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 19
Support customers as BCP measures
Provision of vehicles and personnels necessary as disaster countermeasures
Comprehensive relief activitiesutilizing specialized knowledge and skills
Various service menus for market and customer needs
Customers/Markets
Offe
r Serv
ices
Now New
Now
New
BCP・BCM construction support service
Stable supply support service
Formulation of distribution center BCP manual for existing companies
Provides Corporate BCP development support service
Additional services to identify areas and industries for "guarantee stable supply support" even in emergency situations
Create a platform to expand to companies in a specific area
Development of BCP and BCM support consulting services
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 20
⑥ Corporate value improvement
SDGs(Sustainable Development Goals)
■"Corporate value" is the sum of economic value and social value
17 major goals and 169 specific targets to achieve them
①Determine the task
②Determine the goal
Efforts in consideration of SDGs
CORPORATE VALUE
Social responsibility
Economic value
Providing added value to society is essential to improve our corporate value
④Report outside④Integrate into
business
Copyright© 2019 MARUWA UNYU KIKAN CO.,LTD.All.Rights Reserved 21
【ENG】MTP-20194Q-V1
◼ This presentation contains forward-looking statements concerning future plans and business objectives of Maruwa Unyu Kikan Co., Ltd. These forward-looking statements are not statements of historical facts, rather they are based on certain assumptions involving our judgments and predictions with respect to our performance, business and future events as of today. The forward-looking statements are not guarantees of such assumptions and the results of which often differ materially from those expressed herein.
◼ Except by required by applicable disclosure laws, we undertake no obligation to publicly update or revise any forward-looking statements to reflect events or circumstances after the date on which it is made or the occurrence of anticipated or unanticipated events or circumstances
Any inquiries concerning this presentation and IR matters to be
directed to:
Business Strategy Dept., Maruwa Unyu Kikan Co., Ltd.
Phone: 81-48-991-1000
FAX: 81-48-991-0883
Website: http://www.momotaro.co.jp
MARUWA UNYU KIKAN CO., LTD.
Disclaimer