Six currencies, with an estimated population of 184 million - the East African community exists around the Great Lakes Region. “The Cradle of Mankind” is what it is called. This region lies in the heart of Africa and is home to both flora and fauna as it may have existed in the primordial times, undisturbed – SMART.

Mobility has changed considerably in this region by the way the tyres here have found their way into this market. In 1998, Truck Tubeless Tyre Conversions began in Kenya and quickly spread out to the neighboring regions. Presently 95% of the tyres found in fleets are tubeless and there is 100% conversion rate on Passenger and 4x4 range of vehicles. It was the SMART thing to do. The millennium saw an influx of Fleet Management softwares, Tyre Management Contracts, with the help of Budini Tyre Management Software. Unprecedented tyre training, growing investments in tyre machinery, tools and accessories investments. Technology and processes peaked and the bubble burst.

On the tyre spectrum 12.00R20, which was the predominant tyre size, was replaced by the low profile 315/80R22.5 (not the 13R22.5) which continues to hog 60% of the truck tyre market. The 8.25R16 was replaced by the 265/70R19.5 and 295/80R22.5 (together with 12R22.5) replaced 11.00R20. On the tyre spectrum and front we were ahead of developed, space (nuclear) age countries like India and the Gulf where tubeless conversions were less and the predominant sizes remained to be 10.00R20 and 12.00R24 respectively.

Tubeless rims became the order of the day and even when Trilex Split rims (80 years technology) are still in use in the Gulf. For a market that churns out approximately 600,000 trucks tyre casings per year, tyre retreading is the environmentally SMART thing to do. The cold procured tread process replaced the hot casing damaging process.  East Africa has not been left  SMARTing in this field either.

What went wrong:

1.  Intelligent Organisations. Any intelligent system must be data-driven

The primary objective of any successful organisation is to analyse large pools of data accumulated over long periods of time in their areas of operations (This includes transporters, tyre importers and distributors and tyre manufacturers). Increasingly organisational decisions are NOT taken by managers’ intuition and common sense but algorithms and data derived electronically from recording of our interactions and experiences with customers. Selling tyres has ceased to be a contact sport it has degenerated in some quarters into a Nintendo like encounter.

Intelligent organisations normally SCALE (Sense, Comprehend, Act, Learn and Explain) their environment with managers/ owners / directors ceding authority over certain decisions while acquiring new capabilities and roles for themselves. As conjoined twins, SMART (Specific, Measurable, Achievable, Realistic, Timely) and SCALE goals must be matched.

Let me give illustration with a story. In Africa we love to do so. Reader’s discretion is advised!

A (SMART) priest arrived late at the foot of Mt. Kilimanjaro, Africa’s tallest mountain, for a climbing expedition the following day. Exhausted, he searched for a room in the nearest inn. Only one room was available which he was requested by the motel owner to share with a beautiful lady wearing a stunning fishy (SCALEy) dress who had arrived late for the same expedition. To make matters worse, there was only one mattress. The exhausted lady prepared and slept on one side of the mattress, while the honorable  priest laid the sheet and slept on the cold floor two meters away. The following morning at the breakfast table the priest formally introduced himself to the beautiful lady as asked her where she was from. She on the other hand enquired of the priest as to his mission at the Kilimanjaro. “ I have come to climb and conquer this greatest mountain in Mother Africa,” he said proudly trying to impress her. She paused and after a sigh said to  the priest in a low voice, “Tell me exactly how you intend to climb this mountain when you cannot SCALE up a six-inch mattress?!”  Moral of the story: No matter how good your SMART goals are, you must act on SCALE-ing the heights.

2. Smart Technologies portend a smart working force

Tony Nicolini – Founder of the Budini Tyre Software and Systems, puts it beautifully when he says “Technology is only as smart as the users want it to be.”  The exponential growth of data capturing capability has not been matched by its harnessing and channeling into useful avenues largely because investments are low in the field of tyre education and  tyre infrastructure. Having experience Tyre related trainings in different parts of the world, our region receives but a trickle of the much-needed skill laced training that would sharpen their senses in order to tyre SCALE better.

The three aspects related to Smart Tyre Technology are:

Smart transporters

Zul is a transporter who runs a successful bus company. Operating from the heart of Nairobi, to most parts of Kenya. He keeps meticulous records on all his tyre records. These records were the basis for decision making for a transport company that has had the least number of fatalities in the country. Zul represents about 5% of transporters in this region who have scrupulous, readily available  data that is open to scrutiny not only by his own company but can be used by suppliers.

In 2012 I had a chance to visit Tyre Heaven, a company in Sao Paulo. They invited Nicolini (Budini) and me to visit their premises. With over 700 trucks and trailers, there were there only three persons working in the tyre department. Cradle-to-Grave tyre data is maintained for all tyres. Once or twice a year, like a pilgrimage, representatives major tyre suppliers congregate in the transport premises to tender openly for 8,000 tyres.

Smart processes

Special Sales approaches to the market determine the success or failure or a sales person. Many transporters, tyre importers or dealers approach to own products with little comprehension on the conditions of use. Mismatch between tyres and vehicles, tyre and routes, have only added to the chagrin on the end-user. Professional ethics prohibit me from dwelling too much into these sales processes to end-users and dealers, but to say the least, these methodical approaches have no substitute. As a result of tyres being treated as a commodity, where price is the only point of discussion, SMART tyres with lipstick and high-heels have found their way into a hostile market that has unpaved roads, untrained staff and uncaring drivers in some instances.

The readers of this article may have had access to better tyre optimisation processes than the ones I will mention below. Yet I can say without a doubt now will match the dedication and follow-up that is offered by the Budini Tyre Management Systems.

• The Tyre Optimisation Process is a non-patented process that was arrived at by a team of tyre experts on casing (yet not tyre optimisation) in order to achieve the lowest cost per Kilometer in a particular fleet. Pocket Suit, Survey Web and TMS are worth a glance.

Feature Benefits and Evidence (FABEs) is the way tyres were sold, sadly price has over-shadowed all three since both  the purchaser nor the seller are reluctant to discuss the matters relating to performance. Benchmarking of tyre mileages across fleets is more often than not misleading.

Smart sales people

Ajay, Yves, Mick and Tony belong to a fading rare breed of people who were tyre  fleet problem solvers. These gate-keepers and well-trained mentors in process described above played and continued to give solutions and on-site training in the harsh environments. What is common about this people in how  SMART or wise they are. It is the extremely long span of attention they dedicate in their line of duty. It is therefore worrying that today when the tyre is being treated as a commodity and not a Safety Engineering piece of equipment, Africa and Africans without secure gate keepers and anti-dumping laws will fall prey to fast talking sales persons with tik-tok attention spans. If I were to be the Chief Tyre General –  Certain Tyres would only be sold on prescriptions.

In  South Africa, it was uncommon for representatives of different companies to meet at a major transporter and conduct a joint scrap and claim analysis. Just like doctors conducting a post-mortem, sample casings from each brand would be analysed and reported before they would rest back for a Friday  Brae and Beer. SMART. I know this may be happening in other parts of the word any it is the reason we now have the Radial Tyre Damage Book.

RFID, push alerts, Translogic tools, TPMS (Tire Pressure Monitoring Systems) are all example of Smart technologies that many sales persons, managers, owners and directors are aware of but are not capable of implementing just yet. However, training might be that essential key that unlocks the thirst for the much-needed necessities.

I end this article with the SMARTest thing I have heard this year and maybe for a long time. It comes from a great mind in Tyre Management “It does not matter how you record (label) tyres in whatever system you have….what matters is what you do with that tyre after that. A basic tyre system understood by all is the best way to involve others and come out with shining success. It beats even the tyre RFID systems - Marcio Olievera (Budini Systems – SMARTyre SCALER).

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Tegeta Green Planet and Shine Energy brought an environmental education session to seventh-graders at Tbilisi Public School No. 142, aiming to deepen young people's understanding of sustainable development and environmental protection. The meeting was designed to make abstract ecological concepts tangible for early adolescents.

Led by representatives of the two organisations, the session unfolded under the theme ‘A Sustainable Future: Environment, Transport and Energy’. Presentations and discussions covered waste management, responsible resource use, environmental protection and the value of renewable energy, giving students a broad picture of how these issues interconnect.

The interactive format included team activities through which students explored the Extended Producer Responsibility (EPR) system, learning what it is for and how it contributes to environmental protection. Participants also considered how ordinary daily choices can curb pollution and conserve resources. An environmental game and a hands-on activity reinforced the lessons, helping students link environmental concerns to their own lives, and each participant received a certificate and a small gift at the close.

Operating since 2022, Tegeta Green Planet ranks among Georgia's first authorised EPR organisations, advancing a circular economy by collecting and recycling waste tyres, waste oils and used batteries while helping reduce environmental harm and meet legal obligations. Environmental education for young people remains a priority for both organisations, which run school sessions on environmental protection, resource conservation and sustainable development.

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Dunlop Tyre Europe GmbH will hold Premium Partner status at the Erste Bank Open in Vienna, running 24 October to 1 November at the Wiener Stadthalle, under a three-year term from 2026 to 2028 with an extension option, and holds exclusive tyre-category rights. DUNLOP Sports separately serves as Official Ball Partner. The event lets Dunlop Tyre Europe spread the ONE DUNLOP message, as trademark rights for DUNLOP tyres across Europe, North America and Oceania now sit once more under Sumitomo Rubber Industries (SRI). A 25-square-metre stand will occupy the fan zone in the Wiener Stadthalle foyer.

The divisions have already collaborated at B2B events this year, including THE TIRE COLOGNE. At the Mondial de l'Auto in Paris, held 12 to 18 October, the DUNLOP brand joined DUNLOP Sports colleagues to display tyres, motorsport heritage and tennis, padel and squash racquets across 105 square metres. Vienna marks the first time both appear together at a sporting tournament.

Premium Partner status brings strong visibility. Television coverage includes Micro Wings, LED side banners, Close Calls and the ‘New Balls Please’ activation. Dunlop Tyre Europe also features at the ceremonial coin toss, in the tournament magazine, in the fan zone and via ‘Daily Highlights presented by Dunlop’. Hospitality packages at the Wiener Stadthalle and Marx Halle await customers and partners, with invitations to the Pro-Am tournament and official press conference.

At the DUNLOP stand, visitors can guess how many tennis balls sit inside a racing tyre, entering via iPad and a digital landing page, with newsletter sign-up optional. A set of tyres is the prize, and souvenir photos in a DUNLOP-branded frame can be downloaded via QR code. The brand and SRI trace their heritage to 1909, when Dunlop Far East was founded in Kobe. After a partner organisation held passenger car tyre rights in several markets, those rights were reacquired in 2025 and Dunlop Tyre Europe GmbH launched in early 2026, reuniting the brand under SRI. The goal is restoring DUNLOP among the world's leading, most innovative tyre makers.

Dennis Wilstermann, Marketing Manager, Dunlop Tyre Europe, said, “Through our Premium Partnership with the Erste Bank Open and with our colleagues from DUNLOP Sports serving as the tournament’s Official Ball Partner, we are appearing together at a sporting event for the first time, following successful collaborations in the B2B sector and at the Paris motor show. The dynamic environment of professional tennis and the world-class performances regularly seen on court provide the ideal stage for combining activation activities for DUNLOP Tyres and DUNLOP Sports. We work closely with DUNLOP Sports and our parent company, Sumitomo Rubber Industries in Japan, to unlock the full potential of the global ONE DUNLOP strategy.”

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Indian manufacturer invests in radial tyre capacity and electric vehicle products as it seeks growth in domestic and export markets

JK Tyre and Industries is expanding production capacity and pushing into higher-value tyres as the Indian manufacturer seeks to capitalise on strong vehicle demand, the shift towards premium cars and the growth of electric mobility.

The company plans to invest in additional truck and bus radial and passenger car radial capacity, while broadening its distribution network and developing products for overseas markets. The strategy comes as a sharp increase in raw-material prices threatens to erode the benefits of rising sales.

Nearly 30 percent of JK Tyre’s passenger car tyre volumes in the first half of the financial year came from premium products with wheel sizes of 16 inches and above, Managing Director Anshuman Singhania told analysts on the company’s second-quarter earnings call. The segment has grown at an annual rate of about 20 percent over the past two to three years.

The shift towards larger tyres reflects changing consumer preferences in India’s car market, where manufacturers are increasingly catering to buyers seeking more premium vehicles. JK Tyre is seeking to capture that demand while maintaining its position in commercial vehicle and agricultural tyres.

Electric mobility and premium products

Electric mobility is another area of growth. The company said its electric vehicle tyre volumes rose by more than 24 pe cent quarter on quarter. It also highlighted its position in electric trucks and buses, and said the MG Hector Tomahawk had been launched with its Ranger HPE electric vehicle-specific tyres.

JK Tyre is investing in research and development and using artificial intelligence and machine learning in product design, manufacturing and supply-chain management. The company is also expanding its range of specialist off-the-road tyres, targeting applications where product performance and specifications are important purchasing considerations.

Expanding distribution

The push into premium products is accompanied by an effort to widen the company’s reach among customers. During the second quarter, JK Tyre added more than 250 pit shops and more than 80 dealers and distributors, almost half of the latter in rural markets. It also expanded its fleet accounts.

The replacement market, in which vehicle owners buy tyres independently of new vehicle purchases, accounted for about 60 percent of standalone revenue.

Demand remained strong across several categories. Truck and bus radial tyre volumes supplied to original equipment manufacturers increased 76 percent year on year, while passenger car radial volumes rose 14 percent. Farm tyre demand also grew, although management warned that uneven rainfall in some agricultural regions could weigh on the farming season.

JK Tyre expects demand to remain healthy in the second half of the financial year, supported by infrastructure spending, freight movement and vehicle manufacturers’ year-end purchasing. It expects high-single-digit growth in the truck and bus replacement market and mid-single-digit growth in passenger car tyres over the medium term.

Raw-material inflation

The outlook is less straightforward on costs. Raw-material prices have risen by about 30 percent over the past six months, according to management, amid supply-chain disruption and geopolitical tensions linked to the conflict in West Asia. The company expects a further increase of 4–5 per cent in its raw-material cost basket in the third quarter.

JK Tyre plans to raise selling prices by a similar amount, but acknowledged that passing on higher costs is difficult in the replacement market, where customers are sensitive to price. Price increases under contracts with vehicle manufacturers are partly linked to input-cost indices, but take time to feed through.

The company is relying on higher selling prices, a more favourable product mix and cost efficiencies to protect profitability. Its ability to do so will be tested if commodity inflation persists.

Capacity and export plans

Capacity expansion is central to the growth strategy. JK Tyre said projects worth about INR 13 billion covering truck and bus radial and passenger car radial tyres were under implementation, following the completion of projects worth INR 14 billion. Utilisation at its Indian plants was above 90 percent across key segments, leaving the company looking to add capacity to meet demand.

JK Tyre is also looking overseas for growth. The company is assessing opportunities arising from the India-UK free trade agreement and has developed products specifically for European markets. Management said it was already supplying some European markets, but did not confirm any material increase in UK orders or shipments following the trade agreement.

Exports from India rose 14 percent sequentially in the second quarter.

Mexican subsidiary recovers

Its Mexican subsidiary, JK Tornel, is meanwhile continuing a recovery programme focused on operational efficiency, quality and modernisation. Management expects sales to move towards levels comparable with the previous year in the third and fourth quarters. It also reported triple-digit growth in shipments from Mexico to the US on a quarter-on-quarter basis, against a backdrop of uncertainty over US trade policy and the review of the United States-Mexico-Canada Agreement.

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Kuraray America, Inc. (KAI) returned as a sponsor of the Galveston Bay Foundation’s Bike Around the Island, with 21 cyclists completing a 43-mile ride on 17 October 2026. The event coincided with the 20th anniversary celebration of Bike Around the Bay, reinforcing KAI’s support for the Foundation’s conservation mission.

Although the ride spanned a single day, the cause continues year-round through initiatives such as the River, Lakes, Bays ’N Bayous Trash Bash and oyster reef monitoring at Sweetwater Nature Preserve. These programmes protect the Bay’s waters, restore coastal habitats and preserve regional biodiversity. KAI contributed to that mission by mobilising nine volunteers alongside participating employees, family members and friends, collectively raising more than USD 8,300 for GBF’s conservation efforts.

At the second rest stop, KAI volunteers welcomed cyclists with encouragement and a chance to reconnect before the next stretch. For cycling team captain Diana Maya, the stop became a meaningful moment of teamwork and connection, illustrating how employees and volunteers supported both the event and one another. Special recognition went to Maya and Johnny Alvarado, KAI’s volunteer lead, for coordinating this year’s participation, and the company expressed appreciation to every cyclist, volunteer, employee, family member and friend who contributed time, energy and encouragement.

The 20th anniversary marked two decades of bringing cyclists, volunteers, corporate partners and community members together for Galveston Bay. KAI congratulated the Foundation on the milestone and affirmed its commitment to community engagement and environmental stewardship, supporting efforts that protect natural ecosystems surrounding the communities where employees live and work. From cycling 43 miles to volunteering at rest stops and supporting year-round conservation, KAI’s participation reflected a shared commitment to protecting Galveston Bay for future generations.

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