The unprecedented lockdown imposed in March last year turned the supply chain of companies upside down, and the tyre companies were no exception. However, the intensity of disturbance was relatively high for Yokohama Off-Highway Tires (YOHT), which exports more than 90 percent of its production. According to Padmakumar G, Executive Vice President – SCM at YOHT, unprecedented lockdown led to unprecedented initiatives for YOHT. “Most importantly, we learned the importance of being able to react, adapt and set up crisis management mechanisms to weather situations of uncertainty,” says Padmakumar G.

Q) Was Yokohama Off-Highway Tires (YOHT) ready for the unprecedented lockdown?

Padmakumar G: The whole of 2020 was an extraordinary time when ‘business as usual’ was not an option. From the beginning of the year, it was clear that we were braced for a marathon and not a sprint.

At work, we had a unique period of simultaneous supply and demand shocks. Our plants in India were closed for a couple of weeks. As they (plants) were finally allowed to operate, we faced government-mandated operating restrictions and labour shortages that prevented us from running the plants at total capacity.

On the positive side, our plant in Israel was running at full capacity and continued shipments as planned. All sales and administrative employees at global locations were working from home and were doing their best to be accessible at all times. In North America, our network of national warehouses was open, stocked at historically high inventory levels and operating at full local, regional, and national distribution capacity to ensure continued deliveries to locations.

Our competitive position, market share, brand and diversification of our businesses in products and regions helped us see some all-time highs during these challenging times.

Q) Vendors and customers got panicked because of the uncertainties instilled by the lockdowns. How did you keep their morale and confidence intact in those tough times?

Padmakumar G: Unprecedented lockdown led to unprecedented initiatives for YOHT. The acute restrictions and lockdowns created many urgent situations that required immediate attention in the early days of the pandemic. At YOHT, we believe that no crisis should go to waste.

Adaptability, inventiveness and tenacity of our team paved the way to a ‘recovery mode’, and we started planning for the longer-term proactively. We did not face substantial business and operational disruptions – from mitigating the effects of reduced supply to managing disruptions to logistics suppliers and hurdles in meeting their contractual obligations to customers.

YOHT has an agile team that quickly reprioritised the customers’ requirement and ensured critical supply continuation through our multiple sourcing locations. We closely integrated with suppliers, vendors and customers to have better visibility. Consistent communication and streamlining the complexity helped us keep our commitments while keeping the morale and confidence in the most challenging times.

Q) YOHT is mainly into export of products and imports of raw materials? How did you cope up with the supply-demand situation?

Padmakumar G: Prioritisation of critical supply with effective utilisation of available inventories of finished goods, raw materials, and production capacities were the immediate focus in the lockdown situation. What also helped is that we have a wide base of sourcing raw material from multiple sources. We were able to keep our facility running at full efficiency to meet market requirement. We stepped up all measures to ensure that our customers get our products in the earliest shipments.

Q) ATG is now a part of Yokohama, a global giant in the tyre industry. What changes has Yokohama brought in the supply chain?

Padmakumar G: Yokohama has a strong legacy of quality, and its manufacturing and supply chain is very process-driven. The Kaizen processes and digitalisation of our daily supply chain activities helped us improve our process and culture. 

Q) What did you learn from the pandemic?

Padmakumar G: The importance of supply chain resilience and risk management is more apparent than ever. Most importantly, we learned the importance of being able to react, adapt and set up crisis management mechanisms to weather situations of uncertainty. 

Q) There has always been pressure to reduce cost and improve efficiency by shortening the order-to-delivery period. Could you share a couple of examples highlighting the company’s efforts that reduced the cost and enhanced supply chain efficiency?

 Padmakumar G: To shorten the order to delivery, YOHT has initiated Strategic Inventory build-up through S&CP (Sales & Capacity Planning) and effective cost management through strategic buying of raw materials. We have also increased the manufacturing flexibility to reduce delivery in our business of handling 3500+SKU’s.

Q) What new ideas will the company implement at the Visakhapatnam plant to have better supply chain management?

Padmakumar G: Investment in technology that will gain data insights like MES & digitalisation, improving transparency and considerations on sustainability in the supply chain will be key focus areas of our SCM processes in the Visakhapatnam plant. 

Q) What are the current challenges in the business?

Padmakumar G: Current situation of increased raw material cost, an aggressive demand for containers and increased shipping cost are some of the major challenges in SCM across industries. 

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Iochpe-Maxion, a global leader in automotive wheel production and a prominent manufacturer of automotive structural components across the Americas, has been distinguished as a top performer in environmental action by CDP. The organisation’s annual assessment placed the company on its prestigious Corporate ‘A’ List for 2025, reflecting exemplary transparency and climate leadership. This accolade is based on Iochpe-Maxion’s robust transition strategy and verified data disclosure.

CDP’s system, the sole global platform for independent environmental reporting, evaluated thousands of organisations this year. Out of more than 20,000 scored companies, a mere four percent earned an ‘A’ rating. This achievement signals Iochpe-Maxion’s advanced governance and substantial strides in building environmental resilience, positioning it among the world’s leading corporations in climate stewardship.

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Continental has launched the new IceContact 8 studded tyre for control and safety on ice, snow and slush Designed for severe winter driving, the tyre is aimed at a wide variety of vehicles, including compact cars, SUVs and hybrids, whether electric or conventionally powered, and comes in sizes ranging from 15 to 22 inches. This tyre builds upon the proven legacy of its predecessor, the VikingContact 8, to offer lasting winter performance.

At the core of its design is an innovative twin-stud system. This technology utilises two distinct stud types that work in concert: one is optimised for acceleration and secure braking by biting into the surface, while the other enhances dynamic handling and cornering stability. These studs are strategically distributed across the tread for maximum grip. To bolster durability and performance, the studs are set within larger, deeper tread blocks. This creates a more stable foundation that minimises stud movement and loss, contributing to a longer tyre life. Further enhancing resilience, a specialised chemical bond fuses each stud to the rubber, reducing gaps that could trap debris and compromise the tyre's structure over time.

The tread design itself incorporates an optimised sipe layout for stronger grip and stable handling. A specially formulated compound, featuring a new highly flexible polymer and a softener system, ensures the rubber remains pliable and effective even in extreme cold. This balance of a robust V-shape tread pattern, advanced stud bonding and a cold-adaptive compound guarantees reliable traction and safety throughout the tyre's entire service life. The IceContact 8 is scheduled to launch in the second quarter of 2026, making it available for the following winter season.

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Hankook Tire has released a new brand film to mark its official sponsorship of Saudi Arabian football club Al-Ittihad FC. This initiative is designed to bolster the company’s premium status and deepen brand connection within crucial Middle Eastern and African markets, where passion for both football and motorsport is rising rapidly.

The cinematic piece creatively merges intense racing sequences, featuring high-performance cars on Hankook tyres, with actual match footage of Al-Ittihad athletes. This parallel highlights a shared dedication to peak performance, symbolising the solid partnership between the brand and the club. Through the use of striking tyre-tread visuals and immersive driving acoustics, the film reinforces Hankook’s identity as a trusted, high-end partner that champions a winning spirit. The content is being distributed globally via Hankook’s official social media platforms.

This move is part of Hankook’s broader global sports marketing strategy, which includes partnerships with major events like the UEFA Europa League, the Ballon d’Or awards and the TGL simulation golf league. The company’s involvement in premier FIA-sanctioned motorsport events held in Saudi Arabia, such as Formula E and the World Rally Championship, has already significantly raised its profile across the region.

Moving forward, Hankook Tire intends to leverage its alliance with Al-Ittihad to create more avenues for consumer engagement. The objective is to consistently underscore the brand’s world-class technological expertise and reinforce its position as a premium global leader.

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The BKT Foundation, the corporate social responsibility arm of Balkrishna Industries Ltd., has been formally recognised on the Wall of Giving at Mumbai’s Tata Memorial Hospital. This honour acknowledges the foundation’s sustained philanthropic support, which has made a concrete difference in advancing the hospital’s work in cancer treatment and research. The Wall of Giving specifically celebrates donors whose ongoing commitments have created enduring benefits for the institution and, most importantly, for patients and their families.

Guided by its ‘We Care’ motto, the foundation concentrates its efforts on healthcare, education and essential services. Its support for Tata Memorial Hospital has included funding critical palliative care programmes for children and providing advanced medical equipment. These donations, encompassing ultrasound devices, anaesthesia equipment, video bronchoscopy processors and dual-energy CT scanners, have directly strengthened diagnostic and treatment services. This has expanded access to high-quality, affordable cancer care for a broader patient population.

This accolade marks a significant milestone in the BKT Foundation’s wider mission to generate measurable social impact through dedicated and long-term engagement, both within India and internationally.

Sunita Rao, General Manager – Fundraising, Tata Memorial Hospital, said, “BKT’s steadfast commitment and ongoing support over the years have played a pivotal role in extending both our services and institutional capabilities, expanding access for patients in need and enabling several transformational initiatives at the hospital. We are deeply grateful for the company’s trust in the hospital and for the continued support in providing high-level technologies and machinery at the service of the Indian community of people.” 

Vijaylaxmi Poddar, President & Chairman, BKT Foundation, said, “This acknowledgment reflects a shared commitment to care, dignity and healing and reinforces the value of sustained partnerships in advancing healthcare for those who need it most. It is truly inspiring to see how our efforts are strengthening cancer care and expanding access for patients in need, and we are honoured for the opportunity to walk this journey.”

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