REVITALIZING

Message From the Management

The Yamato Group is dedicated to refining its
Takkyubin (door-to-door parcel delivery)
service, developing revolutionary approaches
to logistics, and providing ever-moreconvenient services.

the first time in the Group’s history. Reflecting expenses

stand-alone units, and pursued greater administrative

related to restructuring of Takkyubin operations and invest-efficiency, all with the aim of creating a system capable ofment to strengthen Kuroneko Mail, operating income de-generating sustainable growth. And although costs

clined 17.9% to ¥46,659 million (U.S.$441 million).

associated with structural reforms and renewing ourHowever, this was offset by write-backs from the reserve

Kuroneko Mail service put pressure on earnings, wefor retirement benefits associated with the switch to a newremained true to the corporate philosophy that has guided

Yamato Transport Co., Ltd. again faced an extremely

corporate pension system. Consequently, net income rose

operations for three decades: “Service First.” Ultimately, we

competitive operating environment in fiscal 2004, ended

2.6% to ¥49,783 million (U.S.$471 million).

chose to give priority to maintaining the quality of ourservices, even if that meant higher costs on the year.

March 31, 2004, as personal consumption remained weakdespite signs of economic recovery in Japan, and fees in thetruck transport industry showed no prospects for recovery.
Under these conditions, we refined our core delivery

Progress in Achieving
Medium-Term Plan Targets

We look forward to your continued support inthese endeavors.

In fiscal 2004, the Yamato Group continued to refine its

business under a plan to “reengineer our Takkyubin

Takkyubin business and strengthen Group management asnetwork” and further segment it to provide more detailed

called for in its current medium-term business plan,and satisfactory service to our customers. We also demar-inaugurated in April 2002. As part of this effort, wecated lines of responsibility more clearly in each of ourincreased the number of our Takkyubin delivery centers toKeiji Aritomi

deepen the roots of our service network in local

Chairmanbusinesses and spun off some business units to increase
the speed and accuracy of management

communities and to ensure that our services are always

decision-making. These activities resulted in aclose at hand for our customers. We also shifted toward a

4.0% rise in consolidated operating rev-

personnel structure based on small groups to better allow

enues to ¥1,011,344 million (U.S.$9,569

our employees to demonstrate their full abilities, sought toAtsushi Yamazaki

million), breaking the ¥1 trillion mark forensure that all of our businesses are capable of operating as

President

Atsushi Yamazaki
President

Keiji Aritomi
Chairman

2YAMATO TRANSPORT CO., LTD.

Annual Report 2004

YAMATO TRANSPORT CO., LTD.

Annual Report 2004

3

REVITALIZING

Message From the Management

The Yamato Group is dedicated to refining its
Takkyubin (door-to-door parcel delivery)
service, developing revolutionary approaches
to logistics, and providing ever-moreconvenient services.

the first time in the Group’s history. Reflecting expenses

stand-alone units, and pursued greater administrative

related to restructuring of Takkyubin operations and invest-efficiency, all with the aim of creating a system capable ofment to strengthen Kuroneko Mail, operating income de-generating sustainable growth. And although costs

clined 17.9% to ¥46,659 million (U.S.$441 million).

associated with structural reforms and renewing ourHowever, this was offset by write-backs from the reserve

Kuroneko Mail service put pressure on earnings, wefor retirement benefits associated with the switch to a newremained true to the corporate philosophy that has guided

Yamato Transport Co., Ltd. again faced an extremely

corporate pension system. Consequently, net income rose

operations for three decades: “Service First.” Ultimately, we

competitive operating environment in fiscal 2004, ended2.6% to ¥49,783 million (U.S.$471 million).

chose to give priority to maintaining the quality of ourservices, even if that meant higher costs on the year.

March 31, 2004, as personal consumption remained weakdespite signs of economic recovery in Japan, and fees in thetruck transport industry showed no prospects for recovery.
Under these conditions, we refined our core delivery

Progress in Achieving
Medium-Term Plan Targets

We look forward to your continued support inthese endeavors.

In fiscal 2004, the Yamato Group continued to refine its

business under a plan to “reengineer our Takkyubin

Takkyubin business and strengthen Group management asnetwork” and further segment it to provide more detailed

called for in its current medium-term business plan,and satisfactory service to our customers. We also demar-

inaugurated in April 2002. As part of this effort, wecated lines of responsibility more clearly in each of ourincreased the number of our Takkyubin delivery centers toKeiji Aritomi

deepen the roots of our service network in local

Chairmanbusinesses and spun off some business units to increase
the speed and accuracy of management

communities and to ensure that our services are always

decision-making. These activities resulted in aclose at hand for our customers. We also shifted toward a

4.0% rise in consolidated operating rev-

personnel structure based on small groups to better allow

enues to ¥1,011,344 million (U.S.$9,569

our employees to demonstrate their full abilities, sought toAtsushi Yamazaki

million), breaking the ¥1 trillion mark forensure that all of our businesses are capable of operating asPresident

Atsushi Yamazaki
President

Keiji AritomiChairman

2

YAMATO TRANSPORT CO., LTD.

Annual Report 2004

YAMATO TRANSPORT CO., LTD.

Annual Report 2004

3