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Digital Transformation

Our Approach, Target and Result

Digital Transformation (DX) Strategy

We strongly promote digitalization strategies that use data and digital technology to strengthen three key pillars of business, which are “Business added-value,” “Business operations competitiveness” and “Management speed,” and thereby realize the Group's goal of being a “leading company.”

The Group is implementing DX strategies that will serve as the foundation that enables us to prevail in global competition. In April 2020, we established a Digital Transformation Management Office that pursues three missions: “Strengthening today: Using digital technology to reinforce existing business," “Creating tomorrow: Co-creation of new business and services,” and “Cultivating talent: Reinforcing human resources and systems to effect reform continuously” to work with each of our businesses toward our Group’s mission from 2030 to 2050. To materialize the three key pillars of our DX measures—business added-value, business operations competitiveness and management speed—we have chosen priority themes based on our key DX perspectives of "enhancement of customer touch points," "process coordination," and "increasing management decision making speed" as well as their foundation of "system and data infrastructure improvement" and "human resource and culture development", and we are carrying out joint activities that unite the business departments and our IT/digital departments. Through speedy implementation of these themes, the Group aims to achieve real-time management that is responsive to social changes, environmental changes, and our own transformation. These initiatives have been named Mitsubishi Materials Group DX, or “MMDX.” We have formulated a concrete six-year roadmap for the period from fiscal 2021 to fiscal 2026 and defined implementation measures, and over this period we will carry out our investment plans and implementation resource plans.

Digital Transformation

Points for Strengthening Operations in Fiscal 2023 and After

This is the third year of our MMDX activities, and each theme has progressed to the implementation stage. While specific results and efforts are already underway in several themes, visualization of overall movement of implementation, response to further strengthen the organization, review of themes and movement for the next Medium-Term Management Strategy and CX system have become challenges. Therefore, we will focus on the following three points for our strengthening efforts in fiscal 2023.
The first is strengthening the structure. In business digital transformation, we will accelerate the construction of DX organization within business divisions with the aim of introducing and utilizing digital solutions, while strengthening their maintenance and operations support. In addition, we are proceeding with in-house production for operation and development in areas that have relied heavily on external support until now.
The second is strengthening program management (PM). As we enter the execution phase, we need to be able to more accurately visualize our schedules, resources, costs and tasks, as well as strengthening the management. By establishing a PMO system across each theme in the DX Management Office, we will comprehensively manage and operate multiple themes.
The third point is reviewing our themes. The 21 MMDX themes have been organized into 19 themes according to progress. Furthermore, we are strengthening coordination with digitalization efforts in manufacturing departments, while also proceeding with integration of contact points and response, and considering the creation of new themes.

MMDX Themes and Aims

MMDX Themes and Aims
  • *1 Abbreviation of Sales and Operation Planning: Optimization of the entire supply chain through sharing information and accelerating decision-making between management, sales and manufacturing sites.
  • *2 MI: Market intelligence
MMC