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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


Medium-term Management Plan 2022


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


~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


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


① E-commerce・Ordinary temperature


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）


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)


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%



Revenues 36,158 45,000 8,842 124.5%

② Maruwa’s Logistics Reform through the“AZ-COM 7PL” Strategy


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


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%



Revenues 19,364 21,950 2,586 113.4%

④ Restructuring of StrategicDistribution Network


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


① Securing/Development Human Resources-Aggressive recruitment of new graduates-


■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-


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


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


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


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-


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


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


【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

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