Environment and people friendly logistics
Aiming to realize a sustainable supply chain, the Calbee Group supports the White Logistics movement* to improve the productivity of trucking transport and create a comfortable working environment. We are actively working to improve working conditions for those involved in logistics. We strive for optimal logistics operations and are advancing efforts to promote warehouse automation, thereby reducing cargo handling and waiting times. For truck drivers and those working in logistics, the Calbee Group aims to achieve environmentally and people-friendly logistics.
* The White Logistics movement is an initiative that addresses the serious shortage of truck drivers and aims to ensure stable logistics services are provided for people’s everyday lives and industrial activities while contributing to economic growth. It is designed to improve the productivity of trucking transport, enhance logistics efficiency, and create a "white" (more worker-friendly) working environment in which women and drivers in their 60s, among others, can work more easily.
Pursuing optimal logistics operations
Optimizing logistics operations will lead to reductions in the environmental and social burden. As part of our ongoing improvement efforts, we are reviewing transportation and delivery routes and improving warehousing operations. In FY2024, we established three new logistics bases, bringing the total to 14 nationwide. We will continue to consider relocating existing bases and expanding some of them to optimize our logistics network. To guarantee both quality and cost efficiency for our customers, we carry out business operations under the guiding principle of "developing a system that ensures reliable product delivery and transportation."
Logistics bases across Japan
Distribution Center (DC): Inventory-based distribution center adjacent to a factory
Service Station (SS): Inventory-based delivery center adjacent to the area of consumption
Improving warehousing operations
At the Utsunomiya DC, we have adopted a zone picking method to standardize warehousing operations. Under this method, pickers are assigned to specific areas and a team of three workers share picking and shipping tasks for a single delivery vehicle. This method has the benefit of reducing the picking workload per person. Although we have seen reductions in working hours and improvements in productivity, some challenges remain. The progress made in standardizing operations has increased our work capacity and encouraged employees to proactively take on further challenges.
Reduction of waiting times at the Company’s logistics bases
We are addressing issues surrounding the inter-regional transportation of products, such as truck drivers’ working hours and vehicle utilization rates. To eliminate driver waiting times, we have worked with logistics companies to improve arrival scheduling and shorten loading times. We have also worked with the Calbee Group’s distribution centers and service stations to review delivery routes and schedules and improve transportation efficiency. As a result, we have largely achieved the target of keeping driver waiting times at our logistics bases under 30 minutes.
Reducing greenhouse gas emissions by improving load factor for deliveries
Through the restructuring of logistics bases, we have successfully reduced the frequency of product movement between storage and picking warehouses. We have also improved our delivery load factors by implementing various initiatives, such as forming collaborative delivery arrangements with other companies and reducing empty runs.
Truck unloader
Achieving a work environment with reduced burden through automation in the warehouse
At the Calbee Group’s logistics bases, various initiatives are underway to introduce the latest logistics equipment, including the use of remotely operated automated forklifts and automated warehouses where machines handle receiving, storage, and shipping operations. By utilizing these devices to mechanize operations such as loading and unloading cargo from trucks and moving and storing loads in warehouses, we are working to alleviate the physical burden on workers as well as the risk of occupational accidents and create an employee-friendly workplace.
A self-driving forklift
Namiyo Fujikura
Calbee Logistics, Inc.
Employee insight
Currently, I am responsible for the operation and maintenance of our automated warehouse. As our equipment becomes increasingly advanced, the level of automation steadily increases as well. When a new piece of equipment is introduced, malfunctions can occur unexpectedly. I therefore make effective use of AI and automated equipment, and also follow Sangen Shugi (the three actualities principle), which emphasizes genba (actual workplace), genbutsu (actual equipment), and genjitsu (actual situation). I am working to improve my ability to detect abnormalities and identify trends through close observation of the equipment, so that I can take appropriate action. I also take part in operator-led autonomous maintenance activities to keep our equipment operating reliably. I am learning new skills alongside my colleagues and sharing insights and experiences within our team. I feel I’m growing both personally and professionally every day. I will continue doing my part so that we can consistently deliver delicious products to our customers by combining technological capabilities and human expertise.