Print Page


Environmental Initiatives

Initiatives in Logistics

CO<sub>2</sub> reduction

Mazda promotes efficient use of energy while aiming to reduce CO2 emissions in the area of logistics.

CO<sub>2</sub> Emissions Reduced by 32% Compared with FY March 1991 Levels

Mazda is working with logistics companies, dealers, and other automakers throughout Japan to reduce CO2 emissions during product shipment.

CO2 Emissions and Reductions for Logistics (in Japan)
CO<sub>2</sub> Emissions and Reductions for Logistics (in Japan)

Since FY March 2011, Mazda has expanded tracking capability for CO2 emissions during import/export of finished vehicles and parts overseas.

FY March 2012 Results

Total domestic transportation volume (including the purchase and supply of materials, parts and finished vehicles) was 430 million ton-kilometer. This represents a 32% reduction in transportation CO2 emissions per ton-kilometer compared with FY March 1991 levels, far exceeding the Company's target of 24% or more.



Balancing Customer Satisfaction and CO<sub>2</sub> Emissions Reduction

Mazda is taking the following measures to provide customers with the volume they require, with the precise timing they expect, while reducing CO2 emissions.

Efforts to focus on the following three pillars of logistics are being taken by visualizing in detail the hidden logistics issues in each process on a global level.

1. Consolidation of logistics centers for completed vehicles (hub-and-spoke system)*1

In FY March 2010, while ensuring timely shipments, Mazda consolidated its nine logistics centers nationwide into seven locations with the aim of combining routes with low shipping volumes. In FY March 2012, these seven locations were further consolidated into five. This consolidation enabled the Company to improve loading efficiency for coastal cargo vessels and reduce the number of ships.

Hub-and-spoke System
Hub-and-spoke System

"Straightening" of logistics network

  • Logistics without distribution centers (Vanning at plant)
    After manufacture of KD*2 parts is complete, they are packaged and loaded into containers at the same location, eliminating the need for shipment between production and packaging locations.
Logistics without distribution centers (Vanning at plant)
  • Establishment of new supply bases for service parts in the Tokai region
    In place of the old system of consolidating shipments by sending parts to Hiroshima, Mazda set up a new supply base for efficient nationwide delivery operations.
  • Expanded packaging and shipping operations at repair-use bumper production locations
    By carrying out packaging and shipping operations near production centers, unnecessary shipping of bumpers can be eliminated.

3.Introduction of the Milk-Run System*3 for Purchasing Parts

Mazda has instituted the use of a system wherein trucks transporting production parts collect freight from several suppliers during the same run. This increases the load efficiency of delivery trucks and reduces the number of trucks that are needed. Deployment began in FY March 2004 in parts of Hiroshima Prefecture and in the Kyushu area, and was complete throughout Japan by FY March 2008.

Today, Mazda is looking at all purchasing and logistics processes, aiming for further efficiency improvements in the logistics chain.
Milk-Run System
Milk-Run System
Distribution Routes by Product
Distribution Routes by Product
  • *1In the "hub-and-spoke" system, distribution centers around the country (hubs) act as bases for delivering completed vehicles to dealerships (spokes).
  • *2A manufacturing method wherein parts are exported to overseas manufacturing bases, where they are assembled onsite.
  • *3A method in which a single truck visits multiple suppliers to collect supplies.
    Named after truck routes in rural areas, which picked up milk from each farm.

Font Size
S
M
L

Search by Purpose
Related information