ENVALITH
株式会社ナフコ logo

NAFCO Co., Ltd.

2790Standard MarketRetail Trade

株式会社ナフコ logo
NAFCO Co., Ltd.2790

Business

Nafco Co., Ltd. was founded in 1970 and is headquartered in Kitakyushu City, operating as a suburban home center chain. The company is built around three core pillars—"building materials, DIY, and gardening supplies," "household goods," and "furniture and home fashion items"—while also offering complementary categories such as car accessories, pet supplies, and kerosene. Centered on the Kyushu and Chugoku regions, the company has expanded its trading area to the Kansai, Chubu, and Kanto regions, operating 359 stores across 34 prefectures as of the end of March 2026. Its operations are centered on large-format stores with ample suburban parking space, targeting a wide customer base ranging from general consumers to professional businesses. The corporate group consists of the company and two non-consolidated subsidiaries, with net sales of ¥174,477 million for FY2026 (ending March 2026).

Business Model

The company combines an extensive product lineup with competitive pricing at large-format suburban stores (ranging from approximately 300 tsubo to 3,000 tsubo), capturing sales from a broad customer base. As a profitability improvement measure, it is expanding the proportion of PB (private brand) products and increasing the number of imported product items and transaction volumes to improve markup rates. Reductions in logistics and delivery costs through the review of operations at logistics centers (6 locations nationwide) are also contributing to securing profits. Gross profit margin was 34.0% (FY2026, ending March 2026).

Company Strengths

Based in the Kyushu/Chugoku region and expanding into the Kansai, Chubu, and Kanto regions, the company operated 359 stores across 34 prefectures as of the end of March 2026. It has pursued dominant-area store openings in each prefecture, led by 73 stores in Fukuoka Prefecture, with its network of large-format suburban stores serving as a competitive advantage that supports access for a broad customer base.

The company has sequentially developed distribution centers in Kitakyushu, Fukuoka TC, Kuyama, Kansai, Wakamiya, Chubu, and Minami-Kyushu, establishing a nationwide six-center system with the opening of the Minami-Kyushu Distribution Center in April 2024. Through revisions to distribution center operations and store delivery logistics, the company achieved reductions in logistics and delivery costs in FY2026 (ending March 2026), cutting selling, general and administrative expenses by 3.8% year on year.

The company continues to promote expansion of the composition ratio and quality improvement of its original private-brand (PB) products, along with increasing the number of items and transaction volume of high-margin imported goods. In FY2026 (ending March 2026), gross profit margin rose 0.1 percentage point year on year to 34.0%, demonstrating that its product strategy is functioning effectively to maintain and improve gross margin even amid declining sales.

ENVALITH's Perspective

Sales revenue has declined for five consecutive periods, from ¥206,549 million in FY2022 (ended March 2022) to ¥174,477 million in FY2026 (ending March 2026), with cumulative revenue decline reaching ¥32,072 million. On the other hand, operating profit increased 29.2% year-on-year to ¥1,636 million in FY2026 (ending March 2026), showing signs of recovery from the trough of ¥1,266 million in FY2025 (ended March 2025). However, compared to operating profit of ¥12,002 million in FY2022 (ended March 2022), the level remains down 86%, suggesting that a full-scale recovery in profitability will require considerable time.

Factors behind the revenue decline in FY2026 (ending March 2026) included a rebound from the prior-period surge in demand for disaster-preparedness goods driven by the Hyuganada earthquake and Typhoon No. 10, sluggish sales of electric heating products due to a mild winter, and a rebound from the prior period's kerosene demand growth driven by cold weather. Volatility in the external market environment poses a challenge to business stability. On the other hand, the company demonstrated an ability to flexibly capture opportunities from the external environment, as seen in growth in demand for brown rice cold storage units and rice harvesting equipment amid rice shortages, as well as sales through negotiated contracts for government rice stockpiles.

The period-end balance of cash and cash equivalents stood at ¥8,907 million, down ¥6,700 million from ¥15,607 million at the prior period-end. In response, in April 2026 the company executed borrowings totaling ¥9,500 million for working capital, comprising ¥5,500 million from Nishi-Nippon City Bank, ¥2,000 million from The Bank of Fukuoka, and ¥2,000 million from Sumitomo Mitsui Banking Corporation (all under unsecured overdraft agreements). Short-term borrowings remained at ¥17,695 million at period-end, and given the projected net income of ¥1,270 million for FY2027 (ending March 2027), the scale of interest-bearing debt remains substantial, warranting attention to trends in financial costs.

Growth Strategy

Recovery of profitability and qualitative improvement of the store network through logistics reform, PB expansion, and selective store openings and closures

The Company reviewed operations at logistics centers and store delivery to realize reductions in logistics and delivery costs. In FY2026 (ending March 2026), this resulted in a confirmed reduction of ¥2,309 million in SG&A expenses year on year. The Company will continue to promote logistics efficiency improvements and enhance its fixed-cost structure.

The Company aims to improve gross profit margin by expanding the number of SKUs and transaction volume of private brand (PB) products and imported goods. The gross profit margin for FY2026 (ending March 2026) was maintained at 34.0%, and continuation of this merchandising strategy is key to improving profitability.

In FY2026 (ending March 2026), the Company opened 2 new stores and closed 3 stores, bringing the total store count at fiscal year-end to 359. By combining the elimination of unprofitable stores with new store openings, the Company aims to enhance the profitability of its store network spanning 34 prefectures. Impairment losses continue to be recorded, and optimizing the store portfolio remains a challenge.

Last updated: July 19, 2026