Trading company A, which imports and sells frozen foods from overseas, was a latecomer in the industry and was struggling to find new customers. Instead of delivering to a refrigerated warehouse (in front of the warehouse), the company delivered to the designated place of the sales destination, and sales started to take off. However, in general refrigerated warehouses, delivery was limited to an intermediary, and the answer to whether delivery was acceptable was slow, resulting in complaints from new customers.

By storing the frozen foods in Frigo's refrigerated warehouse and changing the delivery to Frigo's joint delivery service, arrangements for delivery and shipping were confirmed at the same time as the order was received. Delivery on the next day was guaranteed at the earliest, reducing the number of lost orders. The company succeeded in shortening the lead time from order to delivery compared to competitors, meeting the needs of food wholesalers, food manufacturers, and mass retailers who want to place orders by assessing demand to the last minute. The company succeeded in expanding sales channels and securing customers.

At a frozen food manufacturer, the import and sales division of frozen vegetables and frozen fruits produced and sold products that met the quality standards demanded by Japanese consumers at overseas partner factories. As the volume of orders from China and other emerging countries increased, overseas partner factories became reluctant to produce products for Japan, which required a high quality level but had a small quantity of orders, and the prices rose significantly. On the other hand, the distribution industry became more aligned with each other, and business negotiations for the supply of PB products by each distribution group increased.

By using Frigo's food processing, bulk raw materials were purchased from overseas in bulk, and production was established in Japan according to orders received each month with specifications (Standards, selection criteria, packaging materials, etc.) for each supplier. With the sense of security that the final product was manufactured in Japan, sales increased even though it was more expensive than overseas packaged products, and the rate of complaints such as contamination of foreign substances decreased significantly. On the other hand, it succeeded in minimizing the risk of inventory of defective products as the product life cycle was shortened, and the profit margin improved.

For food manufacturers that procure domestic fruits and process them, changes in procurement quantity and procurement cost due to a wave of poor harvest of raw fruits have been a major problem in product production planning and cost management.

After consulting with Frigo, it became possible to purchase large quantities of raw fruits at a low price in a good harvest year and use them as raw materials in a bad harvest year by rapidly freezing and storing raw fruits. At the suggestion of Frigo, Frigo supplied plastic containers to be used for fruit harvesting and used them for frozen storage. As a result, it was possible to omit the process of packing them in boxes at the farmers' cooperative fruit selection site after harvest. The rapid freezing of raw materials with high freshness also improved the quality of products. By securing raw materials with high freshness, it became possible to make products showing the raw fruits as well as the squeezed juice. At that time, it was necessary to wash the harvested fruits, but both farmers and agricultural cooperatives had no time to do so due to the busy harvest season. In response, Frigo installed a fruit washing line and washed the fruits before the rapid freezing. At the time of washing, it became possible to check if the fruits were in poor condition. As a result, the raw materials can be stored separately for squeezing and for making products, and the manufacturing process at the factory has been greatly improved.

A trading company engaged in the import and sale of meat distributes frozen meat to a group of mass retailers. The processing center of the mass retailer used to process frozen meat after thawing it, but the company had ordered a review of the process due to the shortage of manpower.

Using Frigo's high-frequency thawing machine, it became possible to deliver uniformly thawed raw materials to the processing center in a refrigerated state. The processing center used about three manpower every day to thaw frozen meat in running water, but all these manpower could be transferred to the cutting process. The mass retailer group took it up as a success case, and it decided to switch to procurement from this trading company with a view to expanding to other types of raw materials.

Company B, a mass retailer group, had established a logistics system in which fishery raw materials to be supplied to stores in the Kinki region were stocked at Frigo's center under the name of each vendor, and the name change was made at Frigo's center according to the number of orders placed daily, and the goods were delivered collectively to Company B's low-temperature center. By this system, the goods were delivered to the low-temperature center five hours after ordering from the store, and delivered to the store the next day, with a short lead time.

With the business expansion of Company B, it was decided to start opening stores in the Tokai area. Frigo selected a base that could provide stable supply with the same lead time to the new low temperature center to be established in the Tokai area, assigned Frigo's system and manager, and constructed a supply system from partner warehouses. As a result, Company B maintains a product supply system based on highly accurate order information, which was its strength, and leads to steady store expansion in the Tokai area.