DXONE to Release New Features Supporting "Expanded Product Handling" for Fruit and Vegetable Wholesalers in April - Also Compatible with JAN-Coded Foods, Promoting Differentiation and Profitability by Leveraging Existing Logistics Networks -

DXONE Inc. (Headquarters: Tokyo; hereinafter "DXONE") will release new features for fruit and vegetable wholesalers and food wholesalers in April 2026, which will also support JAN-coded food products.

In recent years, fruit and vegetable wholesalers have increasingly handled not only vegetables and fruits but also seasonings, processed foods, dried goods, and daily necessities. Especially for sales to supermarkets and retailers, expanding the range of products handled often leads to differentiation, deepening relationships with existing clients, and increasing the average customer spend.

Furthermore, fruit and vegetable wholesalers often already have daily distribution networks and relationships with delivery destinations, making it possible to expand their product range by leveraging existing logistics networks without significant new logistics investments.

On the other hand, as the number of products handled increases, managing orders, inventory, shipments, and invoices becomes more complex. To ensure that the field can support such business expansion without undue strain, DXONE has, in conjunction with this new feature release, organized the common pitfalls in DX implementation for fruit and vegetable and food wholesalers and how to overcome them.

The Growing Trend Among Fruit and Vegetable Wholesalers to Expand Product Offerings DXONE receives various consultations daily from presidents of fruit and vegetable wholesale companies. For example: * Phone, FAX, LINE, paper, and Excel are all mixed, leading to daily chaos. * Someone is connecting everything from order reception to invoicing in their head. * Work doesn't get done without experienced administrative staff. * Despite labor shortages, profits remain low relative to the workload. * They want to handle not only fruits and vegetables but also food products for supermarkets, etc. * They want to expand sales by leveraging existing distribution networks but are worried if the field can manage. * They want to change somehow, but the field is too busy with current work.

These concerns are not unique to a few companies. Rather, companies that have supported the field for a long time often prioritize keeping daily operations running, making it easy to fall into a state of "wanting to change but unable to."

Furthermore, in recent years, there has been a growing need to enhance value by handling not only fruits and vegetables but also JAN-coded food products to strengthen proposals to supermarkets and retailers. While expanding the range of products handled leads to differentiation from competitors and increased sales, it also rapidly increases the management burden on the field.

DXONE believes that the reason DX is not progressing in fruit and vegetable and food wholesale is not simply a system issue, but rather due to psychological anxiety in the field, internal organizational structure, methods of switching, and operations failing to keep pace with business expansion.

New Features Supporting JAN-Coded Food Products to Be Released in April 2026 In response to these changes in the field, DXONE will release new features supporting not only fruits and vegetables but also JAN-coded food products in April 2026.

Previously, operations in fruit and vegetable wholesale primarily focused on vegetables and fruits. However, in practice, to meet the needs of supermarkets, retailers, and restaurants, there has been an increase in cases where seasonings, processed foods, dried goods, and daily necessities are handled together.

For fruit and vegetable wholesalers, expanding the range of products handled is not just about increasing the number of items. It leads to differentiation by being able to propose and deliver not only fruits and vegetables but also necessary food products in one go to clients.

Moreover, since fruit and vegetable wholesalers already have daily distribution networks and relationships with delivery destinations, there is a possibility to expand their product range by leveraging existing logistics networks without significant new logistics investments. This is a significant strength when considering sales expansion and increasing the average customer spend.

On the other hand, as the range of products handled expands, the complexity of order placement, inventory management, shipment, and invoicing increases. That is why DXONE positions these new features not merely as food compatibility, but as strengthening the operational foundation to allow fruit and vegetable wholesalers to expand their business without overwhelming their operations.

Common Failure 1: The President Wants It, But the Field Doesn't Change In one company, even after a long time had passed since discussions about DX implementation began, it failed to take root.

The president said, "Let's do it." But the field, too busy with daily tasks, continued to use existing Excel sheets and old methods.

Even if it seemed positive on the surface, in reality, there was no switch to new methods. This situation continued.

In the fruit and vegetable and food wholesale industry, there is a history of somehow managing daily operations with inefficient methods.

That is why the field often strongly feels: * "I know it's better to change, but I don't want to change now." * "I don't have the time to learn new things." * "I'm worried if it will really make things easier than now."

What is needed here is not just explaining how to use it. A method that makes the field feel "we can actually make this work" is necessary.

Common Failure 2: Keeping Existing Field Methods as They Are, Leading to Rework Later In another company, the initial implementation itself moved forward once. However, by adopting the existing field methods too much, significant rework occurred later.

The field has accumulated ingenuity over many years.

Therefore, listening to the field's opinions is very important. However, whether those methods are truly optimal for the entire company is not always the case.

In fruit and vegetable and food wholesale, old methods often include practices where: * Work doesn't flow if a person changes. * Product and inventory management become complex. * Confirmation and correction later take time. * Ultimately, it leads to double or triple work.

Furthermore, when handling not only fruits and vegetables but also JAN-coded foods, this complexity increases even more. Therefore, it is necessary to consider that listening to the field's voice and keeping existing methods as they are are separate things.

On the Other Hand, Some Companies Have Achieved Business Improvement and Profitability Through DX Reform Among the companies DXONE has supported, some have ultimately significantly reduced the burden of administrative tasks, leading to business improvement and revenue enhancement.

Even those companies did not have a smooth start. Rather, in the early stages of implementation, they faced common anxieties such as: * Setup seems troublesome. * I don't know how to work with a different flow than before. * I can't see who does what. * I'm worried if it will really make things easier than now.

Nevertheless, the big reason it ultimately succeeded was that management became deeply involved from the middle and pushed for the transition as a company.

When the president sees and understands it themselves, and can judge: * "We can proceed with this." * "This part should be changed." The atmosphere in the field changes significantly.

Another major point was that instead of leaving it entirely to one person in charge, the president and executives oversaw the whole process, organizing who does what and where to start the transition.

As a result, in that company, administrative tasks that previously required multiple people are now closer to being handled by fewer people.

DXONE believes that beyond such improvements lies not just efficiency, but the improvement of the profit structure and the creation of a foundation to embark on the next business expansion.

DXONE's Observations: Three Hurdles to Success DXONE believes that the hurdles repeatedly observed in implementation sites are mainly the following three:

### Hurdle 1: Setup is troublesome, and we're too busy with current work. The field is busy with daily orders, purchases, shipments, and invoices, and cannot spare time for implementation preparation itself. Therefore, even if the necessity of implementation is understood, the first step does not proceed.

### Hurdle 2: After setup, we don't know how to operate with a different flow than before. Even if the initial preparations are complete, the actual workflow changes, so if "what to do next" is unclear, the field becomes anxious.

### Hurdle 3: Even after organizing stakeholders, we don't know how to switch from existing work. When it comes to the transition phase, * "When do we change?" * "Who is responsible?" * "When do we stop the old way?" These questions often remain ambiguous, and many companies get stuck here.

DXONE believes that if these hurdles are left unaddressed, DX will not progress, no matter how well the necessity is understood.

DXONE's Accompaniment Support for Success DXONE believes that what is truly important in DX implementation for fruit and vegetable and food wholesalers is not merely explaining the system, but accompanying them through the transition while resolving the anxieties felt by the field one by one.

In actual implementation sites, the main person in charge and field members are likely to voice concerns such as: * Setup is troublesome, and we're too busy with current work. * After setup, we don't know how to operate with a different flow than before. * Even after organizing stakeholders and preparations, we don't know how to switch from existing work.

If these anxieties remain, even if the necessity of implementation is understood, the field will find it difficult to move forward.

DXONE Adopts the Following Accompaniment Support to Increase Success Rates

### 1. Initial setup is accelerated with "1-day hypercare." The initial setup process is what the field finds most burdensome. Therefore, DXONE emphasizes not just explaining how to set up, but conducting "1-day hypercare" to rapidly complete the setup work on the spot.

This prevents the main person in charge from feeling burdened with "I have to do it myself later," and makes it easier for them to feel: * "It's progressing faster than I thought." * "We can do this much."

### 2. Operational flow is organized on the spot by gathering stakeholders. Even after setup, if the actual workflow is unclear, the field remains anxious. Therefore, DXONE emphasizes gathering stakeholders to organize the operational flow on the spot, rather than leaving it solely to the main person in charge. * Who receives it? * Who confirms it? * Who inputs it? * At what timing is it passed to the next person?

By having all stakeholders confirm this flow, it prevents the main person in charge from bearing anxiety alone and creates a shared understanding that "this flow can work within the company."

### 3. The transition date is decided by everyone, and the migration is done all at once. The most ambiguous aspect of DX implementation is when to stop the old methods and switch to new ones. If this remains ambiguous, it is easy to revert to the original Excel or paper operations.

Therefore, DXONE ensures that the transition date is decided by all stakeholders.