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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Celebrated French cyclist Romain Bardet is entering a profound partnership with Michelin to serve as the strategic ambassador for its Gravel segment. This alliance is founded on a mutual commitment to pioneering innovation and sustainable performance within the discipline. Both Bardet and the Michelin Group share deep roots in France’s Auvergne region, reinforcing a natural cultural and geographical synergy that underscores a joint pursuit of excellence.

Beginning in 2026, Bardet will dedicate his racing calendar almost entirely to international Gravel events, aiming for podium results at competitions like the UCI Gravel World Series. His recent decisive win at a major Gravel event in Australia already signals his strong competitive potential in this arena. In his role, Bardet will initially compete on existing Michelin products such as the MICHELIN Power Gravel.

From 2027 onward, his involvement will deepen to actively co-develop future Gravel product ranges. By providing real-time feedback from diverse terrains and race conditions, Bardet will enable Michelin’s technical teams to refine and optimise product development directly from the field. This collaboration strategically merges elite athletic insight with engineering expertise to advance Gravel cycling innovation on a global scale.

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Apollo Tyres Ltd reported a 12 percent increase in consolidated revenue for the third quarter of the 2025–26 financial year, supported by double-digit growth in both its Indian and European operations.

For the three months ended 31 December, 2025, the tyre maker recorded revenue from operations of INR 77.43 billion, compared with INR 69.28 billion a year earlier. Operating profit rose 25 percent to INR 11.86 billion, while net profit increased 40 percent to Rs 4.71 billion.

For the first nine months of the financial year, revenue rose seven percent to INR 211.35 billion, up from INR 197.00 billion in the corresponding period last year. Operating profit for the period increased 12 percent to INR 30.74 billion.

Net profit for the nine months stood at INR 7.41 billion, compared with INR 9.37 billion a year earlier. The company said the figure included an estimated pre-tax restructuring cost of INR 5.45 billion, disclosed as an exceptional item.

Onkar Kanwar, Chairman of Apollo Tyres Ltd, said the company delivered double-digit volume growth across geographies and market segments during the quarter.

“My compliments to the team for delivering double-digit volume growth across geographies and market segments in the past quarter,” he said. “India recorded its best quarterly performance to date, driven by strong growth across replacement, exports and OEM channels. Our European Operations also performed in line with the broader market. Encouragingly, demand momentum remains healthy, and we expect this trajectory to sustain going forward.”

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Building upon the foundation of their joint venture, UniPyrum, Pyrum Innovations AG and UNITANK Holding GmbH are advancing their collaboration into a concrete implementation phase. A key milestone has been reached with the signing of a high six-figure engineering and consulting agreement between Pyrum and UniPyrum, which also serves as the joint venture's inaugural order. This contract, for which an initial payment has already been made, focuses on the approval process and basic engineering for the partnership's first tyre recycling plant. The selected site is an existing UNITANK tank farm in Emleben, Thuringia, a location chosen for its excellent logistical access and established infrastructure.

This facility in Emleben represents the initial project within a broader vision to develop five to 10 such plants across Germany and Europe. The UniPyrum management team has begun its strategic work, securing preliminary funding and holding meetings to coordinate operational steps and site development. A primary focus of this early phase is the systematic identification and evaluation of strategic locations for subsequent projects.

To propel the ambitious pipeline forward, the venture's immediate priorities include selecting sites for the next two German plants and commencing the requisite planning and approval procedures. To manage this expansion effectively, UniPyrum plans to recruit specialised personnel, ensuring that the development of all projects progresses both efficiently and on schedule. This structured approach marks a significant transition from planning to active execution for the partnership.

Pascal Klein, CEO, Pyrum Innovations AG, said, “With the signing of the engineering contract, we are setting a decisive milestone together with UNITANK for the implementation of our first joint venture plant in Europe. The plant in Emleben is another driver of our growth strategy in Germany and lays the foundation for the widespread introduction of our pioneering recycling technology and the supply of system-critical raw materials produced from waste to Europe.”

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Tyres Europe has announced that Brisa and Marangoni have become Full Members of the association, strengthening the European tyre manufacturing industry's collective presence.

Commenting on the development, Livio Magni, President, Tyres Europe, said, “We are pleased to welcome Brisa and Marangoni to Tyres Europe. Their joining reflects the importance of a strong and united industry voice at the European level, particularly at a time of increasing regulatory complexity and transformation for the tyre sector.”

Adam McCarthy, Secretary General, Tyres Europe, said, “The joining of Brisa and Marangoni reinforces the diversity and expertise within Tyres Europe, particularly in retreading and circular economy solutions. We look forward to working closely together on key EU policy files affecting competitiveness, sustainability and innovation in the tyre industry.”

Cenk Koçdor, Chief Growth Officer, Brisa, said, “Being part of such an influential platform that shapes the future of the industry at both European and global levels always makes us happy and proud. Through this full membership, we will contribute to the dialogue on regulations and market dynamics while strengthening our market intelligence to deliver greater value for our customers. With our capabilities, we will help reinforce the strategic role of tyres within a sustainable mobility ecosystem and support the industry’s readiness for the future.”

Vittorio Marangoni, President, Marangoni, said, “We are proud to regain our status as a Full Member and look forward to contributing to the European tyre industry during this challenging period. We will also be happy to share with Tyres Europe our specific expertise in the circular economy of tyres.”

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