Generating Group Synergy and Building a Resilient Procurement Base

Mitigating Procurement Risks and Strengthening Supply Chains through Information Visualization

To reinforce its "One Shibuya" group strategy, Shibuya Corporation is actively driving the "SSGP (Shibuya Strategic Group Procurement) Strategy Meeting," which fosters close collaboration among group-wide procurement and purchasing departments. By establishing a cross-departmental information-sharing infrastructure using cloud technology, we have achieved full visualization of component data. This enables rapid cooperative purchasing and inventory sharing across the group. Furthermore, by building a collaborative system for supplying components to our supply chain, we proactively mitigate production stoppage risks and enhance supply chain resilience—a capability that proved highly effective during recent procurement challenges caused by instability in the Middle East.

Comprehensive Cost Reduction and Production Capacity Enhancement via Group-Wide Optimal Procuremen

By leveraging the combined strengths and expertise of group companies and divisions, we generate direct financial contributions. Through sharing supplier information and mutual introductions, we have executed radical supplier restructurings accompanied by Value Analysis (VA) for key components, achieving comprehensive cost reductions. Additionally, we promote both soft and hard collaboration—such as internal processing cooperation between in-house machining units and external suppliers, as well as optimizing machine tool utilization and sharing equipment selection expertise. By balancing production loads within the group and fostering mutual growth (co-evolution) through quality guidance, we achieve cost savings, shorter lead times, and enhanced overall group production capacity.

Further Evolution through Digital Business Infrastructure and Knowledge Sharing

To drive further efficiency and standardization in procurement operations, we are accelerating DX (Digital Transformation) initiatives across the entire group. We are expanding the adoption of Electronic Data Interchange (EDI) transactions to speed up procurement processes and evolve toward paperless operations group-wide. Furthermore, we eliminate operational dependencies on specific individuals by sharing operational expertise in RPA (Robotic Process Automation) and OCR (Optical Character Recognition)—which were pre-implemented in purchasing departments—alongside specialized technical insights throughout the group. Moving forward, we will continue to deepen this tight-knit collaboration to generate sustainable synergies and overwhelming market competitiveness.