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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Yokohama Rubber reported record sales and profit for fiscal 2025, marking a fifth consecutive year of growth, as higher tyre volumes and a stronger product mix offset one-off costs linked to an acquisition.

Sales revenue rose 12.8 percent year on year to USD 8.2 billion. Business profit increased 24.0 percent to USD 1.11 billion, while operating profit advanced 28.3 percent to USD 1.02 billion. Profit attributable to owners of parent climbed 40.7 percent to USD 0.70 billion. The business profit margin reached a record 13.5 percent.

The company said the increase in consolidated business profit reflected strong performance in existing operations, which absorbed one-time costs related to the acquisition and consolidation of Goodyear’s OTR business. In tyres, profit rose on higher unit sales of consumer tyres and continued growth in high-value-added ADVAN, GEOLANDAR and winter tyres, alongside larger-diameter products. In the MB segment, cost reductions and structural reforms supported profitability.

For fiscal 2026, management targets sales revenue of USD 8.7 billion, business profit of USD 1.25 billion, operating profit of USD 1.15 billion and profit attributable to owners of parent of USD 0.60 billion, aiming for a sixth consecutive year of sales and profit growth.

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Hankook Tire played its role as the exclusive tyre supplier to the ABB FIA Formula E World Championship to perfection at the series’ recent visit to Saudi Arabia for a double-header event under the floodlights at the Jeddah Corniche Circuit. The company’s Hankook iON Race tyre was put to the test across two nights of intense racing, where driver precision and tyre durability were critical factors. In the first of the two rounds, Pascal Wehrlein of the Porsche Formula E Team claimed victory by combining consistent speed with clever positioning on the fast and challenging street circuit. The following evening, António Félix Da Costa of Jaguar TCS Racing took the win in a race that demanded careful attention to both energy consumption and tyre preservation until the very end.

The Jeddah circuit, measuring just over three kilometres and featuring 19 turns, is designed to complement Formula E’s unique braking and energy recovery systems. It offers a mix of long straights and demanding technical sections that place significant stress on tyres. Throughout both races, the Hankook iON Race tyre demonstrated its ability to maintain strong grip under heavy loads while managing heat effectively and supporting low rolling resistance. These characteristics are vital in a championship where tyre behaviour directly influences energy strategy and overall race outcomes.

In the days following the races, Formula E hosted its EVO Sessions 2 programme, inviting a group of international digital creators to experience the GEN3 Evo race car on the same circuit. The initiative, which first launched after last year’s Miami E-Prix, has generated substantial online engagement and provided additional visibility for Hankook’s tyre technology. Participants including Khaby Lame and Behzinga took part in driving sessions, while others assumed team principal roles for the event. The Hankook iON Race once again proved its capability by delivering strong traction and stability during these high-speed demonstrations.

Looking ahead, the championship will resume in Madrid on 21 March 2026 with a race at the Circuito de Madrid Jarama. This more compact and technically demanding permanent track will present a fresh challenge, with Hankook’s iON Race tyre continuing to serve as the foundation for competitive and sustainable racing.

Manfred Sandbichler, Senior Director, Hankook Motorsport, said, “Jeddah under the lights produced two demanding races with their own strategic patterns. Across both rounds, the iON Race demonstrated stable and consistent performance in conditions where track behaviour and tyre temperatures evolved through each session. Such tyre predictability is essential in helping teams execute their strategies on such a fast and technically complex circuit, and the data gathered here will feed directly into our ongoing iON development programme.”

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Two tyre service businesses with strong regional recognition in central Sweden and the Stockholm area, Västerås Däck and Arlandastad Däck, have been acquired by Citira, a Sweden-based company specialising in circular tyre management. These additions represent a significant step in Citira’s strategy to broaden its service network within the country.

Established in 2008 by Jalle Eriksson, Västerås Däck built a solid reputation for servicing both passenger cars and heavy vehicles, cultivating a dedicated customer base. This success led to the creation of Arlandastad Däck in 2020. The strategic placement of both facilities along the E4 and E18 corridors, combined with dedicated leadership and strong operational standards, positioned them for integration as vital service hubs within the expanding Citira network.

Daily operations at both locations will remain unchanged, with the existing staff continuing in their roles. The current management will stay on to run the businesses, now with access to Citira’s broader resources to foster future growth. As part of the agreement, Eriksson will transition into a co-ownership role within Citira, ensuring continuity and a shared vision for the businesses moving forward.

David Boman, CEO, Citira, said, “It is our privilege to welcome Jalle, Fredrik and Sofie to Citira, we look forward to working with them. The Eriksson family has made great achievements with both tyre shops and we are confident that adding these two service points will improve Citira’s service offering in both regions. We see great value in the experience that the Eriksson family brings and in the potential to operate these tyre shops alongside our current tyre shops in Västerås and Märsta.”

Eriksson said, “We are very impressed with what Citira has achieved so far. Their extensive network of tyre shops, broad service offering and industry experience will ensure that our service standards remain high going forward while enabling us to focus fully on serving our customers and exploring growth opportunities. We look forward to this partnership.”

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Dr Suttipong Angthong, Secretary-General of the Association of Natural Rubber Producing Countries (ANRPC), visited the Malaysian Rubber Glove Manufacturers Association (MARGMA) in Kuala Lumpur on 13 February 2026. The meeting brought together the ANRPC representative with MARGMA's Executive Director, Linda Tey and Dr Amir Hashim Md Yatim to discuss potential avenues for collaboration between their two organisations.

The dialogue was focused on strengthening ties across the natural rubber and glove value chain. Key topics included enhancing downstream value addition, promoting sustainable practices and navigating the challenges presented by evolving global market dynamics. The conversation underscored a shared interest in a closer partnership to build greater industry resilience.

Both parties expressed a firm commitment to working together to foster sustainable growth and to reinforce Malaysia's significant role within the global rubber ecosystem. The discussions highlighted a mutual dedication to forging a more integrated and competitive future for the natural rubber and products sector.

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