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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Metso has introduced its largest split geared ring model, the SCDH4500, a significant innovation designed to transform thickener maintenance in the mining sector. This new model directly confronts the difficulties of traditional full slew bearing replacements through its advanced two-piece split design.

By enabling installation to be completed up to 50 percent faster and minimising the extent of system disassembly required, the solution substantially reduces operational downtime. Furthermore, it enhances worksite safety by removing the necessity for large cranes and the associated risks of suspended loads. The resulting benefits for customers include considerable cost savings from lower labour and equipment hire expenses, as well as a reduction in lost production.

This product launch is a key component of Metso's wider strategy to enhance its thickener portfolio and bolster its aftermarket services. The SCDH4500 is engineered for seamless integration with existing SCD drive geometries, ensuring compatibility and dependable performance in even the most demanding applications. The company’s comprehensive thickening and clarifying portfolio is built on advanced engineering and a focus on sustainable outcomes, which support improved water recovery, lower chemical usage and safer operations.

Andrew McIntosh, Product Director, Thickening Services, Metso, said, “The innovative two-piece split design allows faster installation without requiring extensive system disassembly. This not only minimises operational disruptions but also enhances safety by eliminating the need for large cranes and suspended loads. Additionally, the SCDH4500 seamlessly integrates with existing SCD drive geometries, ensuring reliability in high-torque applications.”

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The YOKOTEN QC Team from Apollo Tyres' Limda Bias Plant has achieved a top honour by securing a podium finish at the prestigious Ashok Leyland Supplier SAMRAT Award Competition 2025. This victory is considered a significant milestone for the company, emerging from a field of 78 competing supplier teams.

Throughout the multi-stage event, the team successfully demonstrated its quality control methodologies and a deep-rooted culture of continuous improvement. The competition involved rigorous evaluations, detailed presentations and a final assessment before a jury. The panel reportedly commended the team's systematic problem-solving techniques and the overall robustness of its quality assurance practices.

Apollo Tyres has stated that such customer recognition is a source of immense pride. The achievement is seen as a direct reflection of the organisation's unwavering commitment to delivering superior quality, value and customer satisfaction. This accolade reinforces the company's ongoing efforts to consistently raise performance standards across its operations.

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Eurogrip Tyres, a leading tyre brand from TVS Srichakra Ltd., is aggressively pursuing international growth, as evidenced by its recent participation in two major motor shows. The brand showcased its premium portfolio at the Expo Moto International Trade Show in Mexico City and the Colombo Motor Show in Sri Lanka, signalling a strategic push into the promising Latin American and South Asian markets.

These events provided a dynamic platform for the company to present its advanced research and technological capabilities directly to a global audience of customers, dealers and distributors. In Mexico, the display featured a comprehensive array of two-wheeler tyres, including popular patterns like the Roadhound and Trailhound STR. Simultaneously, at the Colombo show, the spotlight was on the high-performance Protorq Extreme radial tyre, complemented by other world-class products such as the Terrabite DB+ and Bee Sport, reinforcing the brand's diverse and innovative offerings.

T K Ravi, Chief Operating Officer, TVS Srichakra Ltd., said, “As we continue to build Eurogrip as a leading global 2-wheeler tyre specialist, we remain committed to earning customer trust through products that deliver performance, reliability and value. Mexico and Sri Lanka are key markets for us that help strengthen our brand presence in Latin American and South Asian markets. These international events enable us to strengthen our engagement with customers and partners – we get to give them a first-hand experience of our products and showcase the world-class research and development that goes into the making of each product.”

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Michelin North America, Inc. has channelled the proceeds from its latest annual charity golf tournament, a total of USD 771,000, to 10 community organizations across the United States and Canada. This year’s event was particularly notable for including the company’s first-ever Canadian charitable partner. Since the tournament's establishment in 1989, it has collectively raised over USD 10 million, reflecting Michelin’s enduring commitment to creating a tangible and positive impact in the communities where its employees live and work.

The range of beneficiaries highlights a focus on critical community needs, from child welfare and education to veteran support and cultural enrichment. In Canada, the Breakfast Club of Canada will use the funds to address child hunger by ensuring children have access to a nutritious morning meal, which is essential for their concentration, energy and overall capacity to learn. Meanwhile, in South Carolina, several organisations will benefit. The Champions Center for Special Children offers a therapeutic and educational environment for children with disabilities and complex medical needs. The Greenville Symphony Association continues its long-standing mission to enrich the community through live orchestral performances and educational programmes. Support also extends to the SC School for the Deaf and the Blind Foundation, which provides students with essential supplies and adaptive equipment, and Upstate Warrior Solution, which offers comprehensive services to veterans and first responders with the goal of ending unemployment, homelessness, and suicide.

Further afield, the funding will empower organisations dedicated to advocacy and care. In Emporia, Kansas, SOS, Inc. provides crucial support for victims of sexual and domestic violence, child abuse and human trafficking, offering shelter, resources and community education. Similarly, in Ardmore, Oklahoma, Sara’s Project operates as a children’s advocacy centre, delivering forensic interviews, victim advocacy and crisis education for families affected by trauma and abuse. In Norwood, North Carolina, Tillery Compassionate Care provides hospice and supportive care, aiming to bring hope and peace to nearly 7,600 seriously ill residents it has served since its founding.

The national scope of Michelin's philanthropy is further demonstrated by its support for Junior Achievement of Kentuckiana, which has empowered over 1.5 million youth with financial literacy and career skills, and the Best Defense Foundation. This latter organisation is dedicated to honouring military veterans by providing healing experiences and fostering connection, operating on the powerful principle of taking care of those who served the nation. Through this diverse and strategic charitable investment, Michelin continues to foster stronger, more resilient communities across North America.

Matt Feller, Director of Community Relations at Michelin North America, Inc, said, “Thanks to the generosity and support of our employees, partners and suppliers, this event continues to make an impact. Michelin is committed to being a responsible corporate citizen through philanthropic initiatives and active engagement in local communities. We foster local development and strengthen connections in the communities where our employees live, work and serve. We are proud to welcome Breakfast Club of Canada as our first Canadian beneficiary, alongside nine other organisations serving communities in Upstate, South Carolina; Emporia, Kansas; Ardmore, Oklahoma; Norwood, North Carolina; Louisville, Kentucky; and Solana Beach, California.”

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