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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AZuR partner NEW LIFE has secured official recognition for its educational initiative, NEW LIFE macht Schule (NEW LIFE Makes School), following its inclusion in the national ESD (Education for Sustainable Development) actor index curated by the Federal Ministry of Education and Research and the German UNESCO Commission. This distinction positions the programme among Germany's prominent contributors to Education for Sustainable Development, underscoring its role in cultivating responsible environmental stewardship among younger generations.

Through a complimentary educational offering, the initiative bridges theory and practice by introducing students and trainees to the mechanics of circular economy models, resource efficiency and sustainable corporate conduct. Using tangible examples from mechanical tyre recycling, the programme illustrates how secondary raw materials directly support climate action and resource preservation while also highlighting the commercial and societal advantages inherent in circular systems.

Educators are equipped with an array of no-cost tools, including digital learning modules, project blueprints and vocational case studies tailored for trades such as landscaping, roofing, carpentry, administrative services and soon agriculture. The curriculum prioritises circular economy principles, secondary material flows, climate protection and judicious resource usage, with the aim of nurturing systemic thinking and empowering learners to devise and implement sustainable strategies in their future professions.

For AZuR, this achievement reinforces the conviction that educational institutions play a pivotal role in driving the transition to a circular economy. The recognition not only elevates the profile of NEW LIFE macht Schule among schools and educational bodies but also strengthens AZuR's ongoing commitment to advancing tyre circularity awareness in collaboration with the initiative.

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Bridgestone has expanded its long-term strategy of cultivating skilled professionals within the automotive aftermarket, with the fourth iteration of its development course drawing to a successful close. The programme, which unfolded over three intensive days, reaffirmed the manufacturer’s broader mission to fortify customer partnerships through hands-on education rather than passive instruction.

The latest cohort brought together a dozen delegates from major retail chains and wholesale operations, including Merityre, Tanvic Tyres, ETS and GT Wholesale. Known as the Bridgestone Champions initiative, the course has steadily matured into a flagship offering that transforms external partners into internal advocates, a role that participants are expected to carry forward within their home organisations long after the final session.

A dual-focused syllabus drove the experience, beginning with soft-skills development in areas such as retail marketing, telephone protocols, in-person sales negotiation and client relationship cultivation. The second half pivoted towards hard technical competencies, with considerable time devoted to the evolving ecosystem of mobility, including electric drivetrains and next-generation diagnostic methodologies. The final day relocated to the Delphi Academy in Warwick, a premier IMI-accredited facility, where delegates engaged with advanced hybrid systems and cutting-edge testing equipment under the guidance of sector specialists.

Senior Trade Marketing Manager for the North Region, Mark Fereday, positioned the curriculum as a forward-looking investment, stressing that the goal extends well beyond product familiarity. He pointed to the Warwick visit as a critical moment that exposed attendees to expertise rarely available in conventional retail settings while emphasising that ongoing upskilling remains non-negotiable as vehicle architectures grow more complex. Merityre’s Dan Mould characterised the week as exceptionally constructive, confirming that internal knowledge-sharing sessions are already being planned to elevate his team’s service standards. Similarly, ETS reception staff member Joanne Harrod noted that the technical insights gained would directly inform her daily customer consultations, enabling more precise tyre and service recommendations tailored to individual motoring habits.

Beyond the formal curriculum, the gathering fostered unexpected levels of peer-to-peer exchange, with competitors setting aside commercial rivalries to discuss operational challenges and successful tactics. Bridgestone has already confirmed that two further editions will run in the third and fourth quarters of 2026, maintaining the same structure and ensuring that a broader cross-section of the retail network can participate before the year ends.

Fereday said, “What always stands out is the collaboration. Despite representing different networks and businesses, there is a real willingness among everyone to learn from one another and share ideas. That spirit of togetherness is one of the reasons the programme has been such a success over the past four years.”

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Apollo Tyres has expanded its premiumisation strategy with the inauguration of a super-premium branded retail outlet in Jaipur. The flagship location, situated at Bhagwati Motors Nokha Pvt Ltd on New Sanganer Road in the Mansarovar Area, was officially opened by Rajesh Dahiya, the company’s Vice President and Business Head.

This retail concept transcends the traditional tyre store model by integrating high-end products, expert advisory services and digital technology with a community-centric atmosphere for car enthusiasts. Patrons can benefit from tailored tyre selections aligned with their specific vehicle and driving habits, alongside conveniences such as online scheduling, rapid installation and upscale waiting lounges.

Notable features include curated product ranges and service bundles designed for luxury and performance vehicles, alongside dedicated spaces for automotive hobbyists to participate in brand-driven events. This Jaipur facility represents the second such venture following a similar launch in Bengaluru, with Apollo Tyres planning to establish three to four additional outlets in other major cities shortly.

This new format underscores Apollo Tyres’ commitment to redefining customer engagement in the mobility sector, shifting focus from mere product sales to personalised, experience-oriented interactions. The initiative strengthens the company’s foothold in the premium mobility segment while reinforcing its ongoing journey toward elevated brand positioning across India.

Rajesh Dahiya, Vice President and Business Head, Apollo Tyres Ltd, said, "The expectation of today’s customers extend well beyond the product itself. With this new retail format, we are creating a premium destination that combines expert advice, convenience and personalised service while building stronger engagement with the automotive community."

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Triangle Tyre has secured a position on the 2026 China Auto New Supply Chain Top 100 list, released in Shanghai on 2 July alongside the Global Automotive Supply Chain Enterprise Competitiveness Analysis Report. The recognition highlights the manufacturer's sustained growth and strong overall capabilities within the domestic automotive sector.

The annual ranking evaluates companies based on business results, technological advancement, global support networks and sustainability efforts. Triangle Tyre's repeated inclusion signals industry acknowledgment of its competitive edge and international reach, reinforcing its commitment to long-term quality development.

Innovation remains central to the company's operations, supported by domestic and United States-based research centres. The firm holds 1,322 patents and has contributed to 155 national standards and 15 international standards. Research spending reached RMB 465 million (approximately USD 68.70 million) in 2025, marking a 7.62 percent increase from the prior year.

Key technological advances include an electromagnetic induction curing process that cuts energy use per unit by over 70 percent, backed by multiple patents including two from United States. The company has also introduced adhesion protection for giant OTR tyres and launched the e-Travel series for new energy vehicles, emphasising range, low noise and safety.

Triangle Tyre supplies over 60 domestic manufacturers and collaborates with global names like Caterpillar and Volvo. Shipments for new energy vehicle tyres rose nearly 40 percent in 2025, while OTR tyre volumes grew more than 20 percent. Exports reach over 180 countries, with overseas production projects currently advancing.

Sustainability achievements include national Green Factory status and energy efficiency recognition from the Ministry of Industry and Information Technology. The company earned an EcoVadis Gold Medal with a score of 81, ranking among the top five percent worldwide. Triangle Tyre continues to integrate renewable materials and reduce emissions while strengthening ESG practices to boost future competitiveness.

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