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Environmental Initiatives

Initiatives in Logistics

CO2 reduction

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

CO2 Emissions Reduced by 33% 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.

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

FY March 2013 Results

Total domestic transportation volume (including the purchase and supply of materials, parts and finished vehicles) was 450 million ton-kilometer. This represents a 33% reduction in transportation CO2 emissions per ton-kilometer compared with FY March 1991 levels, far exceeding the Company's target of 25% or more.

CO2 Emissions and Reductions for Logistics (in Japan)
CO2 Emissions and Reductions for Logistics (in Japan)

VOICE

Reducing Logistics Volume to Reduce CO2 Emissions

Munemichi Yokoyama, Tatsuo Fukuoka Parts Procurement & Logistics Department, Production Control & Logistics Division
Munemichi Yokoyama, Tatsuo Fukuoka
Parts Procurement & Logistics Department,
Production Control & Logistics Division

We are in charge of deciding the types of packaging for component transportation. Improvement in logistics efficiency through reduction of packaging material and package volume results in reduced CO2 emissions. In the past, we made decisions on the packaging types after the shapes and compositions of the components had been confirmed. However, we have just started coordination with the related divisions, like R&D, manufacturing, and purchasing at the onset of product development so as to deliberate together on the optimum component shape and composition for packaging, because component shape and composition greatly affects the type of packaging. During FY March 2013, we were able to influence the component design to allow reduction of the packaging material and volume for import/export. From now on, in view of the global increase of logistics bases, we accelerate the reduction of logistics volume from a global perspective.


Balancing Customer Satisfaction and CO2 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.Hub-and-spoke*1 system for transportation of completed vehicles and service parts

  • Reforming transportation by consolidating logistics centers for completed vehicles
    By the end of FY March 2012, Mazda consolidated its nine logistics centers nationwide into five locations with the aim of combining delivery routes with low shipping volumes while ensuring timely shipments. Continuously reviewing the operation of domestic vessels (car carriers) according to their shipping volumes has enabled the Company to improve loading efficiency.
  • Reforming transportation by reorganizing part suppliers
    In line with the consolidation of parts supply bases, Mazda has been reviewing its transportation methods and routes to make them most appropriate. In FY March 2012, starting with consolidation of parts supply bases in eastern Japan and the Tokai region, the Company promoted shared transportation of completed vehicles and parts on car carrier vessels and expanded use of JR transportation. In FY March 2013, starting with integration of parts supply bases in the Chugoku, Shikoku and Kyushu regions, the Company expanded the range of large-volume transportation and reduced the range of small-volume transportation, so as to increase the load efficiency of trucks and reduce the number of trucks needed.
Hub-and-Spoke System
Hub-and-Spoke System

2. "Straightening" of logistics network

  • Straight logistics without distribution centers (Vanning at plant, packaging 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. At present, the coverage of this logistics system is expanding to engines, transmissions and auto body parts produced at Hiroshima Plant and Hofu Plant.
Logistics without Distribution Centers (Vanning at plant)
Logistics without Distribution Centers (Vanning at plant)
  • Closely locating production and packaging bases for repair-use bumpers to reduce losses in transportation
    Mazda continued reducing losses in transportation by setting up packaging bases for bumpers as close as possible to their production bases, and increased the number of available shipping destinations.

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

In purchasing production parts, deployment of the Milk-Run System began in FY March 2004 in parts of Hiroshima Prefecture and in the Kyushu region, and was complete throughout Japan by FY March 2008.

Today, Mazda is introducing the same system in overseas plants, aiming for further efficiency in the purchasing and logistics processes of the entire supply chain.

Milk-Run System
Milk-Run System
  • *1In the "hub-and-spoke" system, distribution centers around the country (hubs) act as bases for delivering completed vehicles to dealerships (spokes). In transporting service parts, parts suppliers serve as the hubs and car dealerships the spokes.
  • *2A manufacturing method wherein parts are exported to overseas production sites, 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.

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