Logistics Firm with Zero Development Experience In-houses WMS: INTER-STOCK Logistics DX Case Study Published

On The Links, Inc. (Headquarters: Hiroshima City, Hiroshima Prefecture; CEO: Seiya Higashi) has released a case study of the implementation of its WMS, "INTER-STOCK," at Maruyoshi Co., Ltd., a provider of 3PL logistics services (Headquarters: Misato City, Saitama Prefecture).

Maruyoshi built an in-house development team by leveraging INTER-STOCK's source code disclosure and in-house development support model. This allowed them to consolidate systems previously scattered across departments, creating a foundation that links logistics data directly to management decisions. With the know-how accumulated, Maruyoshi has established a new software subsidiary, venturing into the entirely new business area of supporting logistics DX for peers.

Challenges Before Implementation: Proliferating Systems and Invisible Data

Maruyoshi faced structural issues where individual systems were built and operated for each client. Each time the number of clients or departments increased, systems were copied, leading to an inefficient cycle where identical bug fixes had to be applied to every system.

- Challenge 1: Infinite system proliferation. Databases and systems were fragmented by client and department, inflating maintenance costs. - Challenge 2: Inability to collect management data. Because systems were fragmented, company-wide logistics data could not be grasped. - Challenge 3: Multiple bug fixes. The same bugs had to be addressed individually in all systems.

WMS Selection Reason: "Source Code Disclosure" and "In-house Support" Were Key

Maruyoshi selected INTER-STOCK after comparing over 10 different WMS products. Because outsourcing costs and time for every modification, they chose a platform that allowed them to cultivate the system in-house to maintain speed.

Implementation Process: No Parallel Operation, Immediate Switch

Maruyoshi chose to forgo parallel operation, switching to the new system immediately. This was supported by careful training for field staff. The in-house development was led by Mr. Hiura, a former sales department employee who learned development skills from scratch to implement unique features like billing, expense management, and allocation logic.

Implementation Results: Gaining "Options"

1. Field Integration: Staff transitioned smoothly without resistance. 2. Organizational Transformation: The perception of the system department shifted to one that can build systems themselves. 3. Responsiveness to New Projects: Single system architecture allows immediate response to new clients. 4. Realization of Data-Driven Management: Shipping trends by client are now used for management decisions. 5. Faster Decision-Making: Elimination of waiting for external vendor response.