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).

The European Commission’s Industrial Action Plan for the automotive sector included plans to publish Guidance on in-vehicle data alongside the implementation of the Data Act. In response, the European Tyre and Rubber Manufacturers’ Association (ETRMA), alongside other automotive industry groups, has developed an Automotive Sector Interpretation Guide of the Data Act to foster a common understanding ahead of the regulation’s application. This joint effort has helped clarify critical definitions and regulatory interfaces while also incorporating essential tyre-specific considerations – a step ETRMA strongly supports.

Despite this progress, the Data Act’s objectives may fall short without additional measures. Key solutions – such as human-machine interface (HMI) access for user consent and digital ID federation to enable secure, efficient data sharing within a unified European data space – require further exploration under sector-specific regulation. ETRMA remains dedicated to ensuring the Data Act’s implementation promotes fair, non-discriminatory access to in-vehicle data. The association will continue pushing for enforceable rules that guarantee real-time, secure and efficient access to relevant data, safeguarding innovation and competitiveness in the automotive and tyre industries.

Bridgestone India, a key subsidiary of the global Bridgestone Group and a leader in tyres and mobility solutions, has expanded its premium retail network with the launch of Bridgestone Select Store – M/s Nashik Tyres and Services. The store was inaugurated by Rajarshi Moitra from Bridgestone India, reinforcing the company’s commitment to delivering innovative, customer-centric tyre retail experiences across the country.

Strategically located in Nashik, the store features modern infrastructure and a premium service setup, positioning it as a one-stop destination for tyres and related services in the region. Recognising that tyres are the sole contact point between a vehicle and the road, Bridgestone emphasises safety, performance and driving confidence through its Select stores. These outlets not only help customers choose the right tyres but also enhance their ownership experience with expert guidance and high-quality services.

With over 900 Select stores nationwide, Bridgestone India has established a premium retail network that goes beyond tyre sales to offer a superior, service-driven experience. The expansion of M/s Nashik Tyres and Services further strengthens Bridgestone’s mission to bring world-class tyre solutions closer to customers, reinforcing its pan-India presence with a focus on innovation and customer satisfaction.

Moitra said, “At Bridgestone India, we are committed to redefining the tyre buying experience through our Select stores. As we continue to expand our footprint and enhance manufacturing capabilities our goal is to provide premium products, services and customer experience.”

Leading global tyre manufacturer NEXEN TIRE has released its 2024/25 Sustainability Report, demonstrating its commitment to transparent ESG disclosure in line with international standards. This year’s report marks a milestone as it includes consolidated performance data from 10 global subsidiaries, enhancing the company’s enterprise-wide sustainability reporting.

In environmental sustainability, NEXEN TIRE has advanced its carbon management strategy by expanding greenhouse gas (GHG) emissions tracking. The company completed a third-party verified inventory covering Scope 1, 2 and all 15 Scope 3 categories, enabling precise identification of carbon hotspots and targeted reduction initiatives. Additionally, the company is accelerating the development of sustainable materials, evaluating 23 renewable and recycled options across 10 categories. Through proprietary technology, NEXEN TIRE now produces tyres containing up to 70 percent sustainable content. Biodiversity efforts have also intensified, with the company adopting TNFD and LEAP frameworks to assess nature-related risks. An ecological survey around its Changnyeong plant identified protected zones and endangered species habitats within a 50-kilometre radius.

On the social front, NEXEN TIRE celebrated a decade without workplace accidents, a result of proactive safety investments, including facility upgrades, risk assessments and 24-hour disaster monitoring. Enhanced fire prevention systems earned the company the Excellence Award at the 1st Safety Culture Innovation Awards.

In governance, NEXEN TIRE strengthened board diversity by appointing a new female independent director, with independent directors now comprising 62.5 percent of the board. The company also expanded its TISAX certification to eight sites, maintaining zero data breaches for three consecutive years. These efforts underscore NEXEN TIRE’s commitment to sustainable and responsible business practices.

John Bosco (Hyeon Suk) Kim, CEO, NEXEN TIRE, said, “As the industry undergoes rapid transformation driven by electrification, AI and sustainability, NEXEN TIRE is embracing ESG leadership as a core pillar of future competitiveness. Our commitment to responsible innovation and transparency will guide us through the next era of sustainable mobility.”

Chinese tyre manufacturer Zhongce Rubber Group Co., Ltd (ZC Rubber) will inject 3.93 billion yuan ($541.3 million) of proceeds from its February initial public offering into wholly owned subsidiaries to fund expansion projects across its production network.

The company’s board approved the deployment of the raised capital through a combination of loans and equity injections to five subsidiaries, according to a regulatory filing. The move represents the full utilisation of net proceeds from ZC Rubber’s IPO, which raised 4.07 billion yuan through the issuance of 87.4 million A-shares at 46.50 yuan each.

Hangzhou Chaoyang Rubber Co Ltd, the group’s largest subsidiary by funding allocation, will receive up to 1.7 billion yuan in loan financing to support its high-performance radial tyre green 5G digital factory project. The facility represents ZC Rubber’s largest single investment among the five planned initiatives.

The company will also provide 850 million yuan to Zhongce Rubber (Tianjin) Co., Ltd. for upgrades in the high-end green tyre industry. At the same time, Zhongce Rubber (Thailand) Co., Ltd. will receive an equivalent amount through a direct capital injection to expand its radial tyre manufacturing capabilities.

Smaller allocations include 352.68 million yuan to Hangzhou Zhongce Qingquan Industrial Co., Ltd. for the production of all-steel radial truck tyres and 180 million yuan to Zhongce Rubber (Jiande) Co., Ltd. for the expansion of its workshop at the JianDe facility.

The funding deployment marks a revision to Zhongce’s original IPO prospectus, which had earmarked 4.85 billion yuan across the five projects. The company has adjusted its plans to align with the actual net proceeds available after deducting underwriting fees and other costs.

Interest rates on subsidiary loans will be benchmarked against comparable bank lending rates, with early repayment options available. The company stated that the funding structure would facilitate project execution while maintaining regulatory compliance through designated account supervision.

Zhongce received approval from China’s securities regulator for its IPO on 26 February, marking the completion of a listing process that positioned the company amongst China’s leading tyre manufacturers seeking to expand production capacity and technological capabilities.

The subsidiary funding initiative received backing from CITIC Securities, the company’s listing sponsor, and external auditors, with both parties indicating no objections to the proposed capital deployment structure.

ZC Rubber's shares have traded on the Shanghai Stock Exchange since its February debut, with the company targeting enhanced production efficiency and market positioning through its post-IPO investment programme.