Our Corporate Vision
Kenichi Kimura / Representative Director & Chief Operating Officer
In the over fifty years since its foundation, Asagami Corporation has evolved into a total logistics company by fully leveraging its strategic site locations and strong expertise in heavy-duty transportation. Asagami is now extending its domain from “goods” to “information” through its move into the newsprint business. Both goods and information can realize its inherent value only if they are delivered to where and when they are needed. Recognizing this fact, we at Asagami have been working to achieve our corporate philosophy that we should help manufacturers and retailers to complete their value chains by delivering goods and information safely, reliably and efficiently to them.
Although there are signs that the current deflationary conditions are coming to an end, the trend toward cost reduction among manufacturers and retailers does not seem to be likewise. We analyze that this trend is actually the process of the survival of the fittest, a fierce shakeout to select services and companies that are truly needed, rather than being merely a result of the economic slump.
Changes in industrial structures triggered by the IT revolution have required companies to streamline their operations in every possible area, making what these companies expect from logistics providers largely different from the past. Perceiving this situation to be an opportunity, we have set forth our middle-term operational policies as follows:
- Complete all the necessary functions to make us ready to meet diverse demands from our customers.
- Attain a corporate size and a business portfolio that will allow us to stand any changes in the business climate.
- Establish a highly profitable structure.
1. Complete all the necessary functions to make us ready to meet diverse demands from our customers.
In order to meet demands from each customer, we must aim at total optimization rather than partial optimization. In other words, we should seek ways to exist as part of the customer’s business strategies rather than attempting to optimize in logistics only.
For example, the increasing implementation of SCM by manufactures and the consequent trend in the this industry toward lower inventory levels and high-mix low-volume production mean that manufacturers demand logistics providers to be able to handle goods in smaller lots. These manufacturers’ SCM objectives are to reduce inventory levels and operational costs and improve throughputs throughout their supply chains. Asagami will help them realize these objectives by becoming their 3PL provider in a true sense, a partner that will not worry about utilization rates for its own facilities and vehicles.
2. Attain a corporate size and a business portfolio that will allow us to stand any changes in the business climate.
While the process of the survival of the fittest is in progress, we cannot hope for a stable operating foundation as long as our business remains at the current size.
Therefore we will seek to grow further. We will also study and identify opportunities to extend to include new businesses, thereby establishing a business portfolio that will allow us to achieve both potential for growth and business stability.
3. Establish a highly profitable structure.
We will take the ABC/ABM (Activity Based Costing/Activity Based Management) approach to overall revenue/cost management and higher operating efficiency. Through this approach, we will aim to establish a highly profitable structure that will enable us to offer the highest-quality services to our customers while receiving appropriate profits.
Based on the three policies described above, we as a logistics provider will direct our primary focus on ensuring safety and offering top-class services and make keen efforts to accomplish the well-being of all the stakeholders, including our investors, customers, partners, employees and all the people affected by our businesses.