1969年，菅原勇一郎誕生於一個經營餐飲事業的家庭。他的父親菅原勇繼於1975年創立「玉子屋」，以製作與外送仕出便當為核心業務。菅原自小耳濡目染，成長在家族企業的氛圍中。大學時期，他就讀於立教大學經濟系，畢業後進入富士銀行（現為瑞穗銀行）工作，累積寶貴的金融與市場行銷經驗。

1997年，菅原決定放棄穩定的銀行職位，回到家族企業玉子屋，擔任常務取締役（副總經理），正式展開他的企業經營之路。玉子屋的經營模式看似簡單：每天僅提供一款便當品項，但週一到週五的菜色天天不同，從不重複。這種單一化策略的背後，蘊藏著極高的經濟效益——公司能透過大量採購壓低食材成本，同時簡化生產流程，並將廢棄率控制在驚人的0.01%。

整體的物流效率也令人驚嘆。每位配送員每天需送達約400至450份便當，且幾乎都能在中午12點前完成所有配送任務。更特別的是，玉子屋一天的便當數量並非提前數天確定，而是當天上午9點至10點之間才接受訂單，訂單截止時才能確定最終數量。然而，便當所需的食材必須提前一天準備，甚至製作程序在接單前就已經展開。如何在保證供應充足的同時，避免浪費過多食材，成為經營上的一大挑戰。

為了解決這個問題，玉子屋建立一套極為精準的需求預測與顧客溝通機制。透過與長期合作的訂餐單位保持密切聯繫，並在回收便當盒時進行追蹤調查，結合歷史數據分析，便能準確預估每日需求。此外，玉子屋並不使用一次性便當盒，而是特製可回收的餐盒。這不僅能降低成本，也能替顧客省去處理垃圾的麻煩（尤其是在垃圾分類極為嚴格的日本），更隱含著一項戰略意義——掌握顧客的用餐反饋。

每天的下午，司機會再次前往客戶單位回收便當盒，並在現場打開盒蓋，仔細觀察與記錄剩菜的情況，再將資料回報給總部。這些資訊可用於改進菜單，並且在與顧客二次見面時，了解隔日的可能訂單量。回收過程中，玉子屋的工作人員常會提出四個經典問題：「您覺得便當的味道與份量如何？」「您希望我們在菜單中增加什麼菜色？」「附近有沒有比我們更好吃或更便宜的餐館或便當店？」「貴公司近期是否有大型活動？週末是否需要加班？」

透過這樣的持續互動與即時反饋，玉子屋得以在保有高效率與低浪費的同時，長期維持與客戶之間的信任與合作，也造就其在日本便當外送市場上的獨特地位。

In 1969, Yuichiro Sugawara was born into a family engaged in the food service business. In 1975, his father, Isamu Sugawara, founded “Tamago-ya,” a company specializing in the production and delivery of shidashi bentos (boxed meals for delivery). Growing up deeply influenced by the family business, Sugawara later studied economics at Rikkyo University. Upon graduation, he joined Fuji Bank (now Mizuho Bank), where he gained valuable experience in finance and marketing.

In 1997, Sugawara decided to leave his stable position at the bank and return to Tamago-ya, taking on the role of Managing Director (Vice President), marking the start of his true journey in business management. Tamago-ya’s business model may seem simple: offering only one type of bento each day, with the menu changing daily from Monday to Friday without repetition. Behind this single-product strategy lies remarkable economic efficiency—the company can lower ingredient costs through bulk purchasing, streamline its production process, and keep its food waste rate at an astonishingly low 0.01%.

Its logistical efficiency is equally impressive. Each delivery driver is responsible for delivering around 400 to 450 bentos a day, with nearly all deliveries completed before noon. What makes Tamago-ya’s operation even more unique is that the number of bentos for the day is not determined days in advance, but rather finalized only between 9:00 and 10:00 a.m. on the same day when orders are accepted. Yet, the ingredients must be prepared a day ahead, and production often starts before orders are even placed. Balancing sufficient supply with minimal waste thus became a major management challenge.

To solve this, Tamago-ya developed an exceptionally accurate demand forecasting and customer communication system. By maintaining close, long-term relationships with ordering clients, conducting follow-up checks when collecting bento boxes, and combining these insights with historical data analysis, the company can accurately predict daily demand. Additionally, instead of disposable bento containers, Tamago-ya uses specially made reusable lunch boxes. This approach not only reduces costs and spares customers the trouble of disposing of waste (especially in Japan, where waste separation rules are strict) but also carries a strategic benefit—gathering feedback on customers’ meals.

Every afternoon, drivers revisit client sites to collect the used lunch boxes. During collection, they open the lids to carefully observe and record any leftovers, reporting the findings back to headquarters. This data is used to improve the menu and, through face-to-face interaction, gauge potential orders for the next day. During the collection process, Tamago-ya staff often ask four classic questions: “How do you find the taste and portion size of the bento?” “What dishes would you like us to add to the menu?” “Are there any restaurants or bento shops nearby that are tastier or cheaper than ours?” “Does your company have any upcoming large events, or will you need to work overtime on the weekend?”

Through this continuous interaction and real-time feedback, Tamago-ya has managed to maintain high efficiency and minimal waste while building long-term trust and cooperation with its customers—establishing a unique position in Japan’s bento delivery market.