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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Pirelli is set to play a central role as the FIM Superbike World Championship concludes the first half of its season this weekend at Donington Park for the UK Round. Marking the final event before the summer break, the Italian tyre manufacturer has equipped competitors with the softest rear compounds from its 2026 standard range. This selection represents a clear advancement in development from the previous year, when riders were limited exclusively to older specification tyres.

For the premier WorldSBK class, the rear tyre allocation is headlined by the SCQ extrasoft compound, intended primarily for qualifying and the Superpole Race. This option, the softest in Pirelli’s portfolio, has already garnered positive feedback from riders during the Emilia-Romagna Round for its exceptional single-lap pace and consistent performance over a sprint distance. Complementing the SCQ are the SCX supersoft and SC0 soft compounds, while front tyre duties are covered by the standard SC1 soft and SC2 medium solutions, with the softer front being the overwhelming preference of last year’s grid, including triple race winner Toprak Razgatlıoğlu.

The notoriously unpredictable British weather remains a critical variable, with cool morning temperatures and frequent rain showers posing significant challenges for teams. Pirelli’s range has historically demonstrated considerable adaptability across fluctuating track and air temperatures, maintaining reliable grip in both cooler and warmer conditions. To address potential precipitation, the allocation is supplemented by DIABLO Wet intermediate and full DIABLO Rain tyres for both front and rear positions, ensuring competitors have viable options regardless of the elements.

In the supporting categories, WorldSSP riders will retain the SCX and SC0 rear compounds alongside the SC1 and SC2 front options. Meanwhile, the WorldWCR field and the emerging talents of the Yamaha R3 World Cup will also be in action, with both series utilising the Pirelli DIABLO Superbike SC1 tyre on both axles throughout the weekend’s racing programme.

Giorgio Barbier, Pirelli Motorcycle Racing Director, said, “Donington Park is a very distinctive circuit and, in many respects, a unique venue on the FIM Superbike World Championship calendar. The opening part of the lap features a series of fast, flowing corners taken at high speed and rapid changes of direction that require riders to manage significant power while the bike is still heavily leaned over. This demands tyres capable of delivering outstanding grip, precision and stability while maintaining consistent performance over race distance.

"Compared with last year, when only standard range solutions were available and no development specifications were included, this season, while confirming the same compounds introduced in 2025, we will provide riders with the complete 2026 standard range. The SCQ extrasoft compound will be the softest option in the allocation and can be used not only in free practice and qualifying but also, potentially, in the Superpole Race. For the longer races, riders will be able to rely on the SCX supersoft and, should temperatures be lower, the SC0 soft compound – solutions that have already demonstrated throughout the season an excellent balance between outright performance and consistency, as reflected by the many new records that have been set.

"Finally, the weather, which has historically been unpredictable in the UK, will once again be a key factor. Rain and low temperatures, even in the middle of summer, can have a major influence on tyre management and race strategies. Having a complete and versatile range available will therefore be essential to provide the best possible support in any weather conditions.”

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Sri Trang Group has unveiled a comprehensive organisational strategy centred on its ‘Empowering AI’ mission, designed to integrate artificial intelligence across its operations to boost efficiency and foster long-term sustainability. The initiative was formally announced during the company’s flagship annual gathering, the Sri Trang Town Hall 2026, held at the Four Points by Sheraton Phuket Patong Beach Resort. The event drew over 1,700 participants, including executives such as the Chairman, Group CEO and other board members, alongside employees from domestic and international branches who attended both in person and virtually.

Central to the new vision is the Group’s commitment to leveraging AI and data analytics throughout its entire value chain, supported by a robust Enterprise Data Foundation and an AI Governance framework. These systems are intended to ensure meticulous data management and foster stakeholder confidence. The application of AI is being tailored to optimise specific operational phases, from upstream procurement and production to downstream sales and logistics, aiming for precision in market forecasting, quality control and customer responsiveness.

Parallel to its technological push, Sri Trang is prioritising the development of AI Agents and practical AI Use Cases to accelerate tangible business outcomes. This effort is complemented by a cultural shift towards an ‘AI x Human’ paradigm, preparing the workforce to collaborate effectively with intelligent systems. Concurrently, the Group is reinforcing its dedication to environmental, social and governance principles, focusing on resource efficiency and the management of energy, water, waste and emissions as part of its trajectory towards a Net Zero target.

To support its ESG goals, Sri Trang is enhancing data systems to align with international standards like ISO 14064-1, ensuring accuracy and auditability for better risk management and decision-making. The company is also expanding collaboration with suppliers through its ESG Partner approach to elevate industry standards. This strategic direction underscores Sri Trang Group’s ambition to solidify its status as an innovation-led entity, combining human potential with AI to drive the Thai natural rubber sector towards resilient and sustainable growth on the world stage.

Dr Viyavood Sincharoenkul, Chairman of Sri Trang Group, delivered a keynote address on the vision, stating, “AI will not merely be a tool; it will become part of Sri Trang’s way of working and decision-making. We are building the Sri Trang AI Factory to connect data, technology and people together. AI is not simply a new technology but a major transformation in the way we work and compete in business. As the world accelerates AI adoption, organisations and people that are able to learn, adapt and work effectively with AI will be the ones that gain a competitive advantage and achieve sustainable growth in the future. Our goal is not to have the best AI but to build an organisation where everyone can use AI effectively, supported by trusted data, proper governance and a culture of continuous learning. The success of AI is not measured by the number of systems developed but by the number of people who can work effectively with AI and create value for the organisation.”

Veerasith Sinchareonkul, Group CEO, Sri Trang Group said, “The ‘AI Revolution Without Boundaries’ does not mean bringing in technology to replace our people. Rather, it means using AI to enhance people’s capabilities so that they can work smarter, faster and more efficiently. In essence, the meaning of ‘Empowering AI’ is ‘Empowering People with AI’ empowering our people to grow and move forward through the potential of AI. We believe in the power of collaboration between humans and AI. When AI works alongside people at every level, it helps improve decision-making accuracy, enhance the efficiency of frontline employees, strengthen executive leadership and foster a culture of continuous learning, teamwork and innovation. The future of the organisation is therefore not one in which AI replaces humans, but one in which humans grow together with AI without limits.”

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Michelin has expanded its retail footprint in North India by inaugurating two Michelin Tyres & Services (MTS) outlets, located in Amritsar and Panchkula. The Amritsar location operates through a partnership with National Auto, while the Panchkula facility is a collaboration with Universal Tyres. This development underscores the French tyre giant’s strategy to place its globally recognised products and services within closer reach of consumers in a rapidly developing automotive market.

Each of the new establishments spans 5,000 square feet, situated strategically on Loharka Road and within Panchkula’s Industrial Area. Designed as modern service hubs, they provide a full spectrum of offerings, ranging from passenger car and two-wheeler tyres to advanced wheel alignment and mechanical maintenance. The stores stock renowned product lines such as the Primacy, Pilot Sport and Latitude Sport series, aiming to deliver a premium and seamless experience for vehicle owners.

The selection of Amritsar and Panchkula reflects Michelin’s assessment of their growth potential, driven by tourism, infrastructure projects and a rising number of private vehicle owners. To capitalise on these opportunities, Michelin has aligned with established regional players. National Auto, a trusted entity in Amritsar since 1927, brings a long-standing reputation for quality service, while Universal Tyres contributes over three decades of technical expertise and market knowledge in the Panchkula region.

These partnerships are central to Michelin’s broader objective of delivering superior mobility solutions rooted in safety and durability. By combining its own technological leadership with the local acumen of its partners, the company aims to strengthen its service ecosystem and cater to the evolving demands of the northern Indian automotive sector.

Shantanu Deshpande, Managing Director, Michelin India, said, “North India continues to be a key market in Michelin's growth journey, supported by rising vehicle ownership, improving road infrastructure and growing demand for premium mobility solutions. The launch of our new Michelin Tyres & Services Stores in Amritsar and Panchkula marks another important step in strengthening our retail presence and bringing Michelin's globally benchmarked products and services closer to customers across the region. As we prepare to introduce Made-in-India passenger car tyres, we remain focused on delivering solutions tailored to the evolving needs of Indian consumers.”

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Tyres Europe has issued a formal call for the Industrial Accelerator Act to be revised, urging policymakers to grant greater recognition to the tyre sector’s strategic importance within the continent’s automotive ecosystem. In a newly published position paper, the organisation argues that the current framework insufficiently addresses the industry’s unique contributions and challenges.

The association is advocating for several key amendments, including an expanded scope that acknowledges tyres as critical components in both the replacement and original equipment markets, thereby stimulating demand for EU-manufactured products. Additionally, Tyres Europe proposes the establishment of a Union origin definition that would prioritise European production in public procurement and state-aid schemes. The paper also highlights tyres’ potential to enhance energy efficiency and lower CO2 emissions for light vehicles, while calling for dedicated backing for retreaded and EU-made truck and bus tyres, alongside increased financial mechanisms for industrial decarbonisation and improved governance of manufacturing acceleration zones.

With these targeted modifications, Tyres Europe contends that the Industrial Accelerator Act could effectively foster a market for low-carbon, high-performance tyres produced domestically. Such adjustments would simultaneously bolster competitiveness, support decarbonisation goals and reinforce the overall resilience of Europe’s automotive supply chain.

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