Like many other sectors, India’s tyre industry is undergoing a massive digital transformation. Companies like CEAT have been at the forefront of this shift, adopting state-of-the-art technology.

The company was recently included in the World Economic Forum’s Global Lighthouse Network due to its impactful digital transformation using Fourth Industrial Revolution (4IR) technology.

The leading tyre manufacturer has also planned to extend its technological advancements to its Nagpur plant. “CEAT’s vision for a smart factory dates back to 2015, when it commissioned its Nagpur plant. The groundwork, however, was laid earlier at Halol, where barcode tagging was introduced for traceability and error-proofing. While Nagpur became the first facility to implement a manufacturing execution system (MES), deeper analytics and machine learning capabilities were not yet in focus between 2015 and 2020,” revealed Jayasankar Kuruppal, Sr Vice President –Manufacturing, during an exclusive interview with Tyre Trends.

As Halol expanded and exports to Europe surged by the early 2020s, CEAT had to rethink its manufacturing strategy, shifting from a high-volume, low-variant model to a high-variant, low-volume approach. Once limited to 60-70 stock-keeping units (SKUs), the company's passenger car segment expanded nearly fivefold to meet European demand, requiring a complete overhaul of production workflows. 

At the same time, the adoption of silica-based compounds, which is critical for wet grip and rolling resistance, posed new challenges. These materials inherently increased cycle times, impacting capacity utilisation. While Halol was not initially designed for high-silica production, the company’s Chennai plant incorporated necessary corrections. However, tighter OEM specifications and European market requirements led to higher scrap and yield losses. 

Recognising the limitations of conventional manufacturing, CEAT turned to 4IR technology to optimise its processes. The 4IR technology refers to the advanced digital and automation-driven technologies transforming industries today. It builds on the Third Industrial Revolution by integrating AI, IoT, big data and robotics to enhance efficiency and decision-making.

“The digital transformation began at the Halol plant, expanded to Chennai and is now planned for Nagpur. Between 2020 and 2022, CEAT developed and deployed over 80 digital use cases, earning its first Lighthouse Factory designation. This data-driven manufacturing approach is now being systematically rolled out across its entire production network,” added Kuruppal.

Intelligent factories

4IR plays a crucial role in tyre manufacturing and recycling by enhancing predictive maintenance through IoT sensors, increasing energy efficiency via AI, production optimisations and advancing smart tyres with real-time monitoring.

On the other hand, an intelligent or smart factory in tyre manufacturing is defined by two core pillars, namely automation and digital intelligence. Traditionally, the tyre industry has been labour-intensive, but the shift towards smart factories is transforming operations through seamless machine-to-machine communication, real-time data sharing and AI-driven decision-making. 

The first layer of an intelligent factory is pure automation. This includes automated machines for tyre handling, programmable logic controllers for managing machine operations and automated warehousing systems to ensure smooth flow.

“For a plant to be truly smart, data must move seamlessly across all these systems, creating a connected ecosystem. This integration extends to ERP systems and advanced AI/ML-powered analytics, optimising throughput and efficiency,” said Kuruppal.   

The next stage is where operations run end-to-end with minimal human intervention. CEAT has already implemented elements of this, particularly through curing-to-dispatch automation, where tyres move untouched from uniformity testing to segregation, grading, storage, retrieval and final dispatch. It also has AI-driven IoT integrations that enhance energy efficiency, yield optimisation and first-time-right accuracy across all processes.

“The fusion of AI, IoT and automation is enabling tyre manufacturers to move from traditional manual-heavy processes to a digitally orchestrated, high-efficiency production model,” quipped Kuruppal.

CEAT’s production capacity spans multiple plants, each specialising in different tyre categories. The Chennai and Halol plants both produce 20,000 passenger car tyres daily. The Nagpur plant, India’s largest two-wheeler tyre manufacturing facility under one roof, with a capacity of close to 78,000 two-wheeler tyres daily.

Digital implementation

Curing operations in CEAT’s passenger car and truck tyre segments are almost entirely automated. While the curing medium remains unchanged, continuing with a combination of steam and nitrogen across Halol, Chennai and other facilities, the company is also exploring radical new processes, though still in the proof-of-concept stage. 

One key digital use case implemented in Chennai focused on reducing steam consumption through real-time process monitoring. Traditionally, mould heating followed fixed time cycles (e.g. 120 or 150 minutes). CEAT optimised heating based on actual temperature data, cutting steam consumption by almost 30 percent by integrating sensors and applying a machine-learning model.

The manufacturer has invested approximately INR 450-500 million in capital expenditure across its three factories to implement automation and digital transformation initiatives. On the operational expenditure side, CEAT spends INR 60-70 million annually on software licenses, infrastructure upgrades, sensors and scanners to sustain these smart factory systems.

Adopting smart manufacturing technologies has led to significant cost reductions for CEAT. Factory conversion costs at Chennai and Halol have decreased by 20-30 percent, driven by lower energy consumption, improved yield, higher manpower productivity and throughput enhancements.

Lead times from order placement to tyre dispatch have been cut by 50-55 percent, significantly improving supply chain efficiency. Additionally, material wastage has been reduced with process scrap, both component-level and finished product waste, dropping by 25-30 percent, resulting in substantial raw material savings.

Alluding to how difficult was it to implement such extensive digital changes, the executive explained, “From an infrastructure standpoint, Chennai had a clear advantage over Halol since the latter was commissioned in 2010 and 2015, when network and digital infrastructure were not as advanced. Unlike Chennai, Halol still does not have a fully integrated MES, making digital transformation more complex.”

“However, the approach to smart manufacturing differed at both plants. At Halol, the primary focus was on efficiency improvements. In contrast, Chennai underwent a more comprehensive transformation, covering the entire manufacturing chain from design and production to dispatch and supply chain optimisation. The goal at Chennai was to reduce overall turnaround time, significantly cutting the cycle from customer order receipt to final dispatch,” he added.

While Chennai benefited from a stronger digital foundation, CEAT did not merely replicate Halol’s use cases but developed new ones tailored to Chennai’s specific needs, further driving end-to-end operational efficiency.

Commenting on the challenges surrounding this paradigm shift, the executive noted, “Integrating legacy systems with Industry 4.0 technologies posed a significant challenge as ensuring compatibility between older manufacturing infrastructure and new automation, IoT and AI-driven solutions required meticulous planning and phased implementation.”

“Another critical hurdle was maintaining data quality and governance, necessitating robust validation processes, data lineage tracking and an accountability framework to enhance data integrity and reliability,” he added.

Answering whether such transformation is possible on OTR production lines, he said, “Unlike passenger or two-wheeler tyres, OTR tyres have a longer cycle time and high levels of customisation, making digital automation less complex but highly specific. While digital transformation is feasible, CEAT plans to prioritise full automation at Nagpur in the next 18–24 months, before shifting focus to digitalisation in OTR production.”

Workforce re-alignment

CEAT is reshaping its workforce strategy to align with its digital transformation, ensuring that shop floor employees are equipped and actively involved in adopting new technologies. 

It has digitised over 100 operator touchpoints to secure operator buy-in. The programme simplifies shop floor tasks through digital tools, MES integration and real-time dashboards, allowing operators to make decisions independently and reducing reliance on supervisors. Every operator has undergone basic digital awareness training to facilitate this transition. 

A key move was the introduction of business translators, who are frontline supervisors with strong technical acumen. They bridge shop floor pain points with digital solutions. Working alongside data engineers and scientists, these individuals co-develop AI-driven use cases, such as reducing setup time in mixing processes to improve efficiency. 

The company also strengthened its talent pipeline, hiring computer science graduates, a rarity in the tyre sector just a few years ago.  It has pioneered hiring female operators in the tyre industry, beginning in Halol in 2009.

“Today, 24–30 percent of shop floor employees in Chennai and Nagpur are women. While digitalisation isn’t the primary driver of this shift, automation has made traditionally labour-intensive jobs more accessible. The company also enforces pro-women policies, including home pick-ups and drop-offs, designated rest areas, female security and an internal support forum (V Power) to address workplace concerns,” informed Kuruppal.   

When asked whether digitisation will lead to a cut in vacancies, Kuruppal stated, “Contrary to fears that digitalisation reduces shop floor jobs, we find ourselves grappling with the bigger challenge of talent attraction. Post-pandemic, fewer young workers are willing to pursue manufacturing roles, with many opting for finance, retail and IT-driven careers instead. This trend is evident across major tyre-producing states like Tamil Nadu, Maharashtra and Gujarat.” 

“While automation and AI reduce physical strain and deskill certain operations, a fully manless tyre plant remains economically impractical in the near term. However, with rising labour costs and shrinking workforce interest, a fully automated future – perhaps within 15–20 years – isn’t off the table,” he added.

Sustainability through digitisation

CEAT is driving sustainability through digital transformation, reducing energy and water consumption while lowering its carbon footprint. Energy efficiency measures have led to a 15 percent reduction in power consumption at Halol and 25 percent at Chennai.

Renewable energy accounts for 40 percent of the company’s power mix, cutting Scope 1 and Scope 2 carbon emissions by nearly 30 percent. Water usage has been reduced by 30-35 percent over the past three years through steam optimisation, with future plans to eliminate steam in curing.

In green material adoption, integrating silica-based compounds in tyre manufacturing has required process adjustments as it increases cycle time. CEAT collaborates with equipment manufacturers to enhance efficiency. It has upgraded mixers to improve silica processing and support its shift towards sustainable materials.

Commenting on future plans to implement digital solutions, Kuruppal said, “We plan to integrate virtual and mixed reality into the manufacturing processes to enhance equipment maintenance and reduce mean time to service. We are also exploring AI-driven process optimisation, as these models will auto-correct processes in real-time, enhancing product consistency and accelerating decision-making. These technologies will also help identify and eliminate bottlenecks in manufacturing and planning, ensuring a more agile and efficient production flow.”

“The company is looking into GenAI to address complex operational challenges. AI-driven predictive maintenance will improve equipment reliability by forecasting potential failures before they occur. Additionally, GenAI will optimise supply chain and production planning, ensuring better resource allocation and efficiency,” he added.  

Titan International Inc. is embarking on an official partnership with NASCAR competitor Ross Chastain, who is also an eighth-generation watermelon farmer. This alliance extends far beyond traditional sponsorship, focusing instead on direct agricultural support. Titan is integrating its expertise into the daily operations of the Chastain family farm, where company specialists are collaborating alongside Melon 1 to address the distinct challenges of watermelon cultivation.

The farm’s diverse fleet, which includes everything from primary tractors to specialised sprayers and utility vehicles, requires a wide array of tyre specifications. Titan is supplying a comprehensive portfolio of products and tailored support for this entire equipment lineup, aiming to enhance operational efficiency and minimise potential downtime.

Chastain’s national profile uniquely bridges the worlds of high-speed racing and foundational farming. Leveraging his platform as NASCAR’s prominent ‘agriculture guy’, this partnership is designed to generate meaningful awareness for the broader farming community. The initiative underscores a shared mission to recognise the critical innovations and relentless effort of agricultural professionals who support global supply chains. Ultimately, it represents a functional fusion of motorsport visibility and tangible, on-farm problem-solving.

Chastain said, “I grew up farming watermelons with my family, and that will always be a part of who I am. What excites me about working with Titan is that they’re actually on the farm, looking at our equipment and helping us find real solutions. I trust Goodyear tyres on the track, and now I trust Titan and Goodyear Farm Tires on our farm. That’s what 'Ag to Asphalt' means to me.”

Scott Sloan, Global Ag/LSW Product Manager, Titan, said, “Watermelon farming has unique demands across a wide range of equipment. Our goal is to make each machine perform at its best. If Ross trusts Titan on his farm, that tells other farmers they can trust us too.”

Kim Boccardi, VP – Marketing, Titan, said, “For Titan, this partnership represents exactly what we stand for. We’re here to listen, to learn and to provide the service, support and expertise farmers want and need. Ross and his family welcomed us onto their farm, and together we’re showing the industry that if a machine needs tyres, whether it's tractors, trailers, ATVs or UTVs, we’ve got it handled.”

Radar Tyres has entered a strategic global partnership with celebrated Australian cricketer Michael Clarke, appointing him as the company's new brand ambassador. This alliance represents a significant step in the brand's ongoing development, aimed at bolstering support for its international network of distributors and retailers. Clarke’s worldwide recognition and respected legacy are intended to elevate Radar’s visibility and deepen its connection with consumers across key markets.

The brand emphasises that Clarke's professional attributes – encompassing peak performance, resilience and leadership – perfectly mirror its own core mission of delivering high-quality, premium performance tyres to everyday drivers globally. His celebrated career, which includes captaining Australia to a 2015 Cricket World Cup victory and achieving an iconic Test score of 329 not out, has cemented his status as a sporting legend. Beyond the field, his influence extends through media engagements, business ventures, and a substantial digital footprint, allowing him to connect authentically with diverse, worldwide audiences.

This collaboration is a cornerstone of Radar Tyres' long-term strategy to invest in meaningful brand elevation. By partnering with influential figures like Clarke, the company seeks to authentically amplify its message and mission. The initiative will be supported by a comprehensive series of online and on-ground activities, all designed to actively engage consumers and drive the brand’s presence into households worldwide, thereby providing substantive support to its retail partners.

Clarke said, “I’m thrilled to join the Radar Tyres family. Radar Tyres is a dynamic, fast-growing brand whose mission to make high-quality, high-performance tyres accessible to everyday drivers around the world, truly resonates with me. They deliver premium products at an affordable price, and I’m excited to be part of their journey in bringing this mission to even more drivers globally.”

G S Sareen, President and CEO, Omni United, said, “We are thrilled to welcome Michael Clarke to the Radar family. Michael is a household name whose passion, accomplishments and global appeal make him an ideal ambassador to elevate our brand. His association will help us connect more meaningfully with everyday drivers who seek reliable, premium performance but at an accessible price. This partnership will expand our reach, strengthen our presence in key markets and further reinforce Radar Tyres as a trusted and fast-growing global brand.”

Bridgestone Americas is voluntarily recalling 1,742 Firestone Destination LE3 all-season tyres produced for the US market. The affected tyres, size 265/70R17, were manufactured at the company's Wilson, North Carolina, facility between 26 October 2025 and 8 November 2025. An internal review identified a production error that could lead to an increased risk of belt separation over the tyre's life, reducing its expected durability. As a result, these tyres may not meet the endurance specifications of the relevant U.S. Federal Motor Vehicle Safety Standard. The recall is being undertaken as a precautionary measure, and Bridgestone confirms it is not aware of any related accidents or injuries.

The company is contacting all known customers, distributors and dealers. Owners can bring their vehicles to any authorised Bridgestone or Firestone retail outlet for a complimentary inspection. If a tyre is confirmed to be part of the recall, it will be replaced at no cost with a comparable Bridgestone or Firestone tyre, or another suitable alternative. Bridgestone has formally notified the appropriate US regulatory agency in compliance with legal requirements. The recall pertains exclusively to replacement tyres used on light trucks, crossovers and SUVs.

The details are given below:

• Firestone Destination LE3 tyres in size 265/70R17 
• Plant ID: 1W2
• Size Code: 1Y 
• Optional Code: LE31 
• Beginning Date Code: 4325
• Ending Date Code: 4425

Anyline, a prominent provider of AI-driven mobile tyre inspection technology, achieved a significant landmark in 2025 by completing over 100 million digital tyre inspections globally in a single year. This milestone underscores the widespread integration of its software within automotive service environments, where dealerships, tyre retailers and repair shops rely on its precise and rapid performance under real workshop conditions.

The practical benefits of this technology are substantial for service technicians. It enhances operational consistency on the shop floor, leading to greater overall efficiency and increased customer satisfaction while also creating avenues for additional revenue. Its proven effectiveness at an enterprise level is demonstrated through its adoption by major aftermarket players like Discount Tire and partners such as Tire Storage Solutions.

On a practical level, digital tyre inspection standardises procedures and record-keeping in the service bay. This contributes directly to safety by facilitating the early detection of worn treads and potential hazards. It also improves regulatory compliance through the consistent digital capture of tyre details, including identification numbers. Furthermore, the technology provides valuable performance insights by tracking wear patterns over time, builds customer trust with clear visual documentation and drastically cuts down on manual labour. Cumulatively, these millions of inspections represent immense time savings, helping businesses address ongoing workforce challenges and operational demands.

To further broaden its reach, Anyline has expanded its offerings beyond the ready-made TireBuddy App that it released earlier this year. The company now provides the TireBuddy ToolKit, a highly customisable software development kit. This toolkit allows enterprise and platform partners to embed sophisticated tyre inspection functionalities – including tread depth measurement, tyre identification and condition assessment – directly into their own existing mobile applications on both iOS and Android. Designed for seamless integration and real-world use, it features intuitive guidance to help technicians achieve reliable, uniform results across various locations.

Lukas Kinigadner, Co-CEO, Anyline, said, “Surpassing 100 million tyre inspections in a single year is a defining moment for Anyline and the industry. Tyre inspection isn’t a nice to have; it’s a safety-critical process that depends on consistency and accuracy at scale. We’re on a mission to transform that process with fast, accurate and dependable digital assessments that make technicians’ work easier and keep the customer experience at the centre. This milestone is a strong signal that we’re on the right track.”

Simon Brooks, Vice President – Product, Anyline, said, “With our TireBuddy ToolKit, our goal is to make advanced tyre inspection as easy as adding an SDK into an existing app. We’re excited to see how our customers customise it for their workflows, and we look forward to TireBuddy powering even more safe, consistent tyre inspections in 2026.”