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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Comerio Ercole has achieved a significant international milestone by securing the ‘Italian Company of the Year – Manufacturing’ title at the ACQ5 Global Awards 2026. This honour, conferred by a globally respected M&A magazine, recognises exceptional commercial performance and innovation on the world stage. The award is particularly meaningful as it results from a rigorous peer-driven nomination and voting process, establishing it as a credible benchmark for excellence. For Comerio Ercole, this accolade validates over 140 years of dedication to industrial reliability, quality and technological advancement in specialised calendering and mixing solutions, blending traditional engineering with modern innovation.

Concurrent with this recognition, the company is aggressively pursuing a strategy of global engagement and visibility in 2026. A key component of this strategy involves participation in major international trade shows, including several first-time appearances, to connect with new audiences and strengthen existing partnerships. This direct market engagement supports the company's international expansion and allows it to showcase its expertise while understanding regional industry demands. The upcoming Tire Technology Expo 2026 in Hannover, Germany, from 3–5 March, stands as a prime example. At this leading industry gathering, Comerio Ercole will occupy Stand 8006 in Hall 21 to present its latest advancements in rubber calendering, automated production systems and sustainable manufacturing solutions tailored for the tyre and rubber sectors.

Integral to these presentations will be the company's evolving focus on digitalisation and artificial intelligence. Attendees will be introduced to a suite of AI-based tools, including MINERV-AI, which is designed to digitally capture, structure and automate critical industrial procedures related to work, maintenance, quality and safety. This technology aims to preserve valuable operational know-how and enhance overall efficiency. The inclusion of such smart tools underscores Comerio Ercole’s commitment to merging its deep engineering heritage with cutting-edge digital solutions, offering clients future-oriented capabilities that boost productivity and process reliability.

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Goodyear Tire & Rubber Company reported a marked improvement in fourth-quarter profitability, as restructuring benefits and favourable pricing offset weaker demand and persistent cost pressures across global tyre markets.

The US-based group said fourth-quarter net sales were USD 4.9 billion, slightly lower than a year earlier, while tyre unit volumes fell to 42.3  million. Net income rose to USD 105 million, or USD 0.36 a share, compared with USD 73 million, or USD 0.25 a share, in the same period last year. Adjusted net income was USD 113 million, marginally ahead of the prior year, with adjusted earnings per share of USD 0.39.

The company said the quarter delivered its highest segment operating income and margin in more than seven years, reflecting progress under its Goodyear Forward transformation programme.

“We delivered another strong quarter, driven by execution of our Goodyear Forward plan,” said Mark Stewart, Chief Executive and President. “While we continue to face challenging industry conditions in the first quarter, we are operating with greater focus and discipline on the elements within our control.”

Total segment operating income in the quarter rose to USD 416 million, from USD 382 million a year earlier. On an organic basis, excluding the impact of divestitures, segment operating income increased 18 percent, supported by restructuring benefits of USD 192 million and favourable price and mix compared with raw material costs. These gains were partly offset by inflation, tariffs and other cost pressures, as well as lower volumes.

Goodyear Forward has now generated USD 1.25 billion of cumulative segment operating income benefits since its launch, exceeding the programme’s original commitment by about USD 150 million. By the end of 2025, the company had reached a USD 1.5 billion run-rate over the two-year programme.

During 2025, Goodyear also generated USD 2.3 billion from divestitures and other asset sales, including the disposal of its chemical and off-the-road tyre businesses and the Dunlop brand. The company said the proceeds were used primarily to reduce debt, exceeding its asset sale target by about USD 300 million.

For the full year, Goodyear reported net sales of USD 18.3 billion, with tyre unit volumes of 158.7m. The company recorded a net loss of USD 1.7 billion, or USD 5.99 a share, compared with net income of USD 46m a year earlier. The loss reflected several significant non-cash items, including a USD 1.5 billion deferred tax asset valuation allowance and a USD 674 million goodwill impairment charge. Adjusted net income for the year was USD 136 million, down from USD 278 million in 2024, with adjusted earnings per share of USD 0.47.

Segment operating income for the year totalled USD 1.1 billion, down from USD 1.3 billion a year earlier. Excluding divested businesses, segment operating income declined by USD 170m, reflecting lower volumes amid continued weakness in the commercial tyre market and tariff-related pressures. These effects were partly offset by restructuring benefits of USD 772 million and modest gains from price and mix.

Regional performance remained mixed. In the Americas, fourth-quarter net sales slipped slightly as volumes declined, reflecting high channel inventories of imported tyres and weaker original equipment production. Europe, the Middle East and Africa recorded higher sales, supported by pricing and currency effects, with original equipment volumes rising sharply. Asia-Pacific results declined, largely due to the sale of the off-the-road tyre business, although underlying margins improved once divestment effects were excluded.

Looking ahead, management said industry conditions were expected to remain difficult in the near term, particularly in the commercial segment. The company said it would continue to focus on cost control, pricing discipline and execution of its transformation plan to navigate the current environment.

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NEXEN TIRE has reported record annual revenue for 2025, supported by higher output from its expanded European plant and stronger regional distribution.

The South Korean tyre maker said preliminary revenue rose to around USD 2.2 billion , with operating profit of USD 117 million. The company first surpassed USD 1.4 billion in annual sales in 2019 and has now exceeded USD 2 billion for the first time, despite a volatile global trading environment.

Sales growth was driven largely by the second phase of the European plant expansion, which increased capacity and supported volumes amid trade uncertainty, including the impact of US tariffs. The company said it pursued both volume and quality growth by strengthening competitiveness across its core businesses.

In original equipment, Nexen Tire continued to expand supplies to more than 30 global carmakers, offering products for electric vehicles and internal combustion engine models. Replacement tyre sales grew steadily, supported by region-specific product strategies.

US tariffs had a limited effect on profitability, the company said. While policy uncertainty weighed on demand, Nexen mitigated the impact by diversifying distribution channels and increasing sales of larger-inch tyres to improve its product mix. Cost efficiency measures, alongside stabilising raw material prices and freight rates, also supported margins.

Alongside its earnings update, the company outlined its strategic priorities. During 2025 it launched its EV ROOT range, designed for use across both electric and conventional vehicles, and expanded original equipment partnerships, including with premium brands. It also established new overseas sales bases to strengthen regional distribution.

Product quality and management practices received external recognition. In the fourth quarter, the company’s N’FERA Sport tyre was runner-up in the tyre category at the New Product Awards at the SEMA Show in the US. Nexen Tire was also named an excellent company for quality competitiveness for the fifth consecutive year at the Korea National Quality Awards and received the Presidential Award at the Labour-Management Culture Awards.

For 2026, the company said it would respond proactively to shifting global trade policies while focusing on strengthening sales capabilities and achieving quality-led growth. Plans include sales-focused marketing to raise brand visibility, closer customer cooperation and further development of replacement tyre sales, building on the reputation of its original equipment products.

Nexen Tire said it would continue to refine its product and distribution mix, accelerate innovation using artificial intelligence and virtual technologies, and expand downstream distribution in key markets.

“Despite growing uncertainty in the global trade environment, we achieved a meaningful milestone by surpassing KRW 3 trillion in annual sales for the first time,” said John Bosco (Hyeon Suk) Kim, Chief Executive of the company. “We will continue to pursue both volume and quality growth by strengthening our product and distribution competitiveness in global markets.”

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ZEON Corporation reported higher operating income in its synthetic rubber business in the third quarter, as stronger overseas shipments and a weaker yen offset lower selling prices linked to falling raw material costs.

The elastomer business, which includes synthetic rubbers, recorded quarterly net sales of about USD 357 million, down 4 per cent year on year but up 2 per cent from the previous quarter. Operating income rose 29 per cent quarter on quarter to around USD 19 million, leaving margins broadly stable at about 5 percent.

The company said selling prices declined in line with lower raw material costs, particularly butadiene. Asian butadiene prices averaged USD 875 per tonne in the quarter, down sharply fro USD 1,306 a year earlier, easing cost pressures but weighing on revenues.

Shipment volumes of synthetic rubbers increased both year on year and quarter on quarter, supported by overseas demand, even as market conditions in China remained subdued. Zeon said general-purpose rubber shipments were driven mainly by overseas markets, while specialty rubber volumes were broadly steady in Japan and abroad.

Within the elastomer segment, latexes continued to face a prolonged supply-demand imbalance in medical and hygienic applications, leading to weaker sales. Operating income in the sub-segment nevertheless improved as selling, general and administrative expenses declined. Chemicals sales were lower year on year, reflecting weaker demand for adhesive tapes and labels, although quarterly results benefited from currency effects and lower raw material prices.

For the nine months to December, operating income in the elastomer business increased to about USD 61 million, up from around USD 58  million a year earlier, despite cumulative net sales falling to approximately USD 1.08 billon. Zeon attributed the improvement to cost reductions, lower ocean freight costs and favourable exchange rates, partially offset by lower selling prices and reduced shipment volumes.

Looking ahead, the company said shipments of synthetic rubbers are expected to decline seasonally in the final quarter, which could pressure unit margins as production volumes fall. Zeon has assumed an Asian butadiene price of $950 per tonne for the fourth quarter and said currency movements would remain a key factor in earnings performance.

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