29/32 － Capital Investment > Logistics Investing 35.5 billon yen in logistics over a six-year period
When it comes to distribution, we have invested in a variety of facilities and equipment. Meanwhile, we have invested in operations for a long time as well. We have spent time analyzing the route planner, a system for vehicle assignment, and the real-time delivery check system for the real-time monitoring of where drivers arrive and depart. As a result, we make a variety of changes to the routes. The volume of the load per vehicle is on the increase. This means that the efficiency of the routes is rising. In addition, delivery time accuracy is improving. Currently, 75% or more of deliveries are made 15 minutes or less earlier or later than scheduled. The delivery efficiency of chartered services, which we call our private services, is consequently soaring. Accordingly, the unit delivery cost per case has begun to slide since three years ago. On the other hand, the cost of the load on general regular route services is constantly climbing, or raised. We deliver 96% of goods using private services provided by chartered vehicles. Only 4% of them are delivered using regular route services. We deal with at least 11,000 items from Hokkaido to Kyushu. And they are mostly available, even at the center in Hokkaido and at the center in Kyushu. If any product is not in stock at the Kyushu center, information on the customer's order and on the out-of-stock status will be sent to Fukuyama so that the goods ordered can be dispatched from Fukuyama. In a case such as this, the goods are delivered using a regular route service. Only 4% of goods are delivered in this manner. We control them and conduct an analysis of different factors, as mentioned earlier, to change the routes. As a result, we succeed in cutting costs as far as private services are concerned. As for picking, we have actually introduced voice picking. It is incredibly effective. It has been introduced to the secondary picking process from among all the processes. Statistically, it helps improve productivity by around 20% in total. Since we have no less than 1,100 picking personnel, it would enable us to reduce their numbers by 200, but we have not done so yet. Usually, at peak times during Japanese Golden Week, the Obon vacation and the year-end season, we temporarily increase the number of pickers to deal with peak demand. This leads to a drop in efficiency. In other words, we think about how much demand can be covered by the current staff numbers and what increase in demand they can handle. We estimate that voice picking produces roughly the effect I have just mentioned. In addition, it has helped improve accuracy. In the past, three or four of every 100 items were picked wrongly. Since its introduction, this rate has dropped to 0.7 out of one million, or 7 out of 10 million.