Even if we have good products and an increased number of stores, we cannot serve customers without good logistics. I continuously review the sites planning to improve productivity through logistics. The starting point in the reformation of logistics was the procurement of the 14,850 ㎡ distribution warehouse at the headquarters. Until that time, we had different warehouses for plastic products, stationery, and cosmetics, and each store ordered from the respective warehouses. The new warehouse could stock about 4,000 items, so those stores could order a variety of different items at the same time.

We integrated our many warehouses throughout Japan into eight regional distribution centers (RDCs), including those in Hokkaido and Kyushu. Compared with the system where each warehouse needed to ship nationwide, the eight-RDC-system reduces the lead time and shipment costs. We are developing a global logistics plan that permits worldwide shipments from super large warehouses overseas as well.

The real value of logistics at Daiso is the scale. We can build nationwide and worldwide logistics networks. To deliver good products rapidly to customers, we strive to construct and then continuously streamline distribution flows.