Panasonic Holdings Corporation · TSE:6752
Panasonic — Investor Day (December 2025)
19 slides from Panasonic's investor day presentation, Dec 2, 2025
Slide 1: Panasonic Group IR Day 2025: SCM Software
Panasonic Group IR Day 2025 SCM Software December 2, 2025 Panasonic Connect Co., Ltd. Yasu Higuchi, President / CEO
Slide 2: Disclaimer Regarding Forward-looking Statements
Disclaimer Regarding Forward-looking Statements This presentation includes forward-looking statements about Panasonic Holdings Corporation (the “Company”) and its Group companies (the “Panasonic Group”). To the extent that statements in this presentation do not relate to historical or current facts,
Slide 3: Reasons for Focusing on SCM Solutions Business
Reasons for Focusing on SCM Solutions Business Reasons for Focusing on Solutions Business ● Revenue is "ongoing" rather than "one-time" — Subscription, operation and maintenance ● Customer “churn” costs rise — Data services, updates ● Less susceptible to price competition and boasts higher profit ma
Slide 4: Potential of SCM Software Market
Potential of SCM Software Market <1> Growth area, <2> Scalable with SaaS, <3> Standard package ratio and cloud ratio are still low SCM software market Cloud ratio by IT solution (M USD) 66,553 58,071 88% 50,726 44,438 76% 37,941 Salesforce 33,375 29,694 share 18% Workday share16% 46% Market cap $222
Slide 5: Blue Yonder in SCM Software Market
Blue Yonder in SCM Software Market <1> Largest pure SCM player, <2> Most comprehensive (E2E) solutions portfolio, <3> Broadest customer and industry coverage Revenue Suppliers Customers Delivery M USD Destination Blue Yonder’s FYDec’24 SCP WMS TMS RMS Customers （Customers/ Industry-Leading Companies
Slide 6: Advantages of Blue Yonder's Cognitive Solutions
Advantages of Blue Yonder’s Cognitive Solutions Cognitive = AI that is close to human cognitive abilities, at a level that understands the meaning of information and data Conventional SCM Blue Yonder’s Cognitive Solutions BY’s established Ability to perform ML / large-scale data Generative AI optimi
Slide 7: Requirements for Becoming a Top Player in SCM Software Industry
Requirements for Becoming a Top Player in SCM Software Industry <1> Cognitive AI, <2> Unified platform, <3> Supply Chain network, including end-to-end solutions Manage the entire supply chain Unified AI that is close to human on a single integrated data Platform cognitive abilities, at a level that
Slide 8: Strategic Investment Areas
Strategic Investment Areas Core platform and network development is complete Major solutions are largely finished, with full completion expected in FY2026 AI Orchestrator & Agentic AIs “Fractal” UX Agentic AIs BLUE YONDER SHELF NETWORK LOGISTICS WAREHOUSE OPS INVENTORY ORCHESTRATOR OPS AGENT OPS AGE
Slide 9: Blue Yonder's Priority Initiatives
Blue Yonder’s Priority Initiatives <1> Upfront investments including strategic investments in product development and tuck-in M&As <2> From 2026 onwards, a significant increase in Adjusted EBITDA is expected, driven primarily by migration acceleration to Cognitive/SaaS, fixed cost reduction measures
Slide 10: Blue Yonder Leadership Team
Blue Yonder Leadership Team A strong, proven team that has successfully launched businesses in the SCM software industry Mark Wayne Simona Salil Henry Usie Darjan Joshi Infor | JDA Software | Family Genpact | JDA Software | PRG | Deloitte Dollar Walmart | Manugistics Siemens Rebecca Collins Darren C
Slide 11: Blue Yonder's Revenue and Profit Performance / Expectations
Blue Yonder’s Revenue and Profit Performance / Expectations （Standalone, Blue Yonder’s Fiscal Year） Upfront Investment Profit Accelerated Profit Generation Transition 2022 2023 2024 2025 2026 2030 ■Revenue ■Total ARR ■Adj. EBITDA Adj. EBITDA% SW & Other GM% ※Graphs shown are for illustrative purpose
Slide 12: Blue Yonder's Strategic Investment for Product Development
Blue Yonder’s Strategic Investment for Product Development (Blue Yonder’s Fiscal Year) Strategic investment for product development will peak in 2025 and taper off through 2028 Significant improvement in Adjusted Operating Profit is anticipated Strategic Investment in % of Revenue (addbacks) Enhanci
Slide 13: Customer case: Honda End to End Value Chain
Customer case: Honda End to End Value Chain Value Chain Control Tower is one of the foundational elements to achieve Honda’s broader vision of integration with customers, dealers, suppliers powered by Future State Dealer Sales order Refinement Dealer S&OP Final Production Sequence Build Delay CBU Lo
Slide 14: Panasonic Group Internal Implementation Examples (Excerpt)
Panasonic Group Internal Implementation Examples (Excerpt) Planning and execution solutions have been introduced across multiple businesses within group Delivering management benefits such as increased productivity and improved delivery date response accuracy Panasonic Connect Panasonic Operational
Slide 15: Synergy with Blue Yonder
Synergy with Blue Yonder Leveraged Connect’s technologies to evolve Blue Yonder solutions, and released new solutions designed for seamless integration with Blue Yonder, with numerous implementations and inquiries Yard Management Robo Sync Automate trailer gate checks Intuitive, multi-vendor robot c
Slide 16: Panasonic Connect
Panasonic CONNECT
Slide 17: Adjusted EBITDA
Adjusted EBITDA Manage the business with a focus on adjusted EBITDA, adding back strategic investments, incentive compensation, and amortization related to growth investments (including M&A) as key resources for driving growth Adjusted EBITDA and Key Components (Illustrative) BY-led M&A related inta
Slide 18: Solutions Created Through Synergies with Panasonic Connect – Yard Management
Solutions Created Through Synergies with Panasonic Connect – Yard Management Optimizing entry and exit operations— the starting point of all activities in large logistics sites— through image recognition technology × WMS Auto-capturing trailer IDs Installing cameras at gatehouse via character recogn
Slide 19: FY25/3Q Fiscal Announcements
FY25/3Q Fiscal Announcements © 2025 Panasonic Connect , All Rights Reserved. 19