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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Sri Trang Agro-Industry Public Company Limited (STA) recently hosted the ‘Sri Trang Exclusive Night 2026’ at the Hard Rock Cafe Chidlom in Bangkok. The gathering served as a gesture of gratitude towards the company’s global customers and business partners while showcasing STA’s future vision centred on artificial intelligence, innovation and sustainable development within an atmosphere of international camaraderie.

The event featured senior leadership, including group Chief Executive Officer Veerasith Sinchareonkul, executive directors Chaiyos Sincharoenkul and Vitchaphol Sincharoenkul, Sri Trang International CEO Lee Tristan Chee-Zen and Chief Marketing Officer Nattee Thiraputhbhokin. Together, they welcomed partners from numerous countries worldwide.

A central theme, ‘Empowering AI’, highlighted STA’s strategic direction to integrate AI and data analytics across supply chain management, market analysis and customer solution development. This approach aims to respond accurately and flexibly to shifting global markets. STA also reinforced its role as a collaborative business partner, working with customers to solve problems, enhance efficiency, reduce risks and build sustainability throughout the supply chain, thereby strengthening Thailand’s natural rubber industry globally.

Additionally, STA underscored its commitment to transparency, traceability and responsible supply chain practices for long-term stability. As the company approaches its 40th year, the event not only acknowledged loyal support but also demonstrated STA’s readiness to advance through technology, innovation, and global cooperation.

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Titan International has formally entered the rubber track market, a strategic expansion of its product lineup long requested by its customer base. The new Titan Rubber Tracks represent the brand’s first move beyond wheels and tyres, specifically engineered for compact track loaders and mini excavators. This launch introduces an entirely new category for the company, aiming to meet rising demand in tracked compact equipment applications.

The role of tracked machinery continues to grow across construction and rental sectors, where traction and uptime are paramount. Rather than follow industry norms, Titan developed a proprietary premium rubber compound for its tracks, prioritising durability through internal and field evaluations. Extensive testing across varied conditions and multiple regions gathered positive user feedback, with thousands of operational hours confirming reliable performance and longevity.

Both equipment dealers and end users stand to gain from the new line. Dealers receive a high-quality track solution suitable for recommendation, stocking and service support, while operators benefit from a design focused on minimising downtime. The launch encompasses nearly 60 SKUs spread across five tread patterns, fitting over 950 machine models and more than 1,500 specific fitments.

Tread options address mixed surfaces, soft ground, high-impact job sites and general-purpose use. Inventory will reside at Titan’s Des Moines facility to ensure prompt service for OEM and aftermarket needs. Following internal previews at Titan University 2026 and a public debut at the 2026 National Farm Machinery Show, Titan Rubber Tracks are now available for ordering.

Travis Little, General Manager, Ag, Construction and Industrial, said, “Our customers have been asking for Titan to enter this space, but we needed to make sure our tracks are as tough as our tyres. We’ve combined our rubber and engineering expertise to develop a rubber track option that meets our standards and works for our customers. We could have entered the rubber track market sooner, but we wanted to take the time to launch a product worthy of the Titan name. By working with our rubber compounding and engineering teams, we focused on providing a track designed for long-term performance, and we’re confident this is the product our customers have been looking for.”

Chris Smith, Product Engineer, Agriculture, Construction and Industrial, said, “Across all field tests, we have no reports of carcass delamination, guide separation or structural failure, even beyond the above-average expected hours in multiple cases. Testing was also conducted at blue-chip OEM manufacturers where Titan Rubber Tracks exceeded testing requirements on internal durability and high-stress conditions testing.”

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Ralson has reached a production volume of one million units for its truck and bus radial tyres. This accomplishment arrives only three years after the brand’s entry into the American market and roughly five years following construction work on its dedicated TBR facility, which began during the most severe period of the pandemic.

Demand from commercial fleets operating in over 70nations has fuelled the brand’s rise. Users have consistently rated the TBR product line as delivering high-end performance at a cost-effective price. To support this customer base, Ralson currently maintains two American warehouses in Savannah and Newark, enabling replenishment within two to three days for dealers and fleets across the country.

The tyre lineup meets United States fleet engineering standards and comes with a competitive seven-year, three-retread warranty. Products cover long-haul, regional and vocational uses. Following the one millionth tyre, Ralson plans a large capital investment to more than double its TBR output. The expansion will increase warehousing, partner programmes and dealer support across North America.

Brian Sheehey, President, Ralson Tire North America, said, “The first million was about conviction – in the product, the process and the people who built it. We started this plant when the world was standing still. We earned every mile since. The next million will be about acceleration: deeper dealer partnerships, broader SKU coverage and continuing to give fleets a reason to choose us on every spec sheet.”

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Giti Tire heads into the 2026 Nürburgring 24-Hour race from 14 to 17 May with a clear engineering mission, placing its tyres at the very centre of a live high-performance trial. The company treats the gruelling event not merely as a competition but as a decade‑long research platform where extreme track demands directly inform the durability and safety of everyday road tyres. What Giti learns on the Green Hell’s asphalt directly shapes its ultra‑high‑performance road tyres, enhancing handling precision and driver confidence worldwide.

The notorious Nordschleife, a 25‑kilometre maze of blind crests, 170 corners and volatile weather, serves as Giti’s primary outdoor laboratory. Unlike controlled indoor simulations, this circuit forces tyres to endure rapid temperature swings, sudden rain and sustained high‑speed loads, generating performance data that cannot be replicated elsewhere.

During the 24 hours of nonstop racing, Giti’s engineers systematically track how their compounds behave under relentless stress. They measure grip falloff, structural fatigue, wet‑weather response and heat dissipation lap after lap, turning every hour of darkness and every sudden shower into a learning opportunity for future tyre families.

Beyond technology, Giti has built a visible partnership with WS Racing and its all‑female ‘Girls Only – Ready to Rock the Green Hell’ campaign. The 2026 entry fields Carrie Schreiner, Janina Schall and Fabienne Wohlwend in a Porsche 911 GT3 Cup, while a separate Toyota Supra in the VT2‑RWD class continues developing emerging talents through the Girls Only Talent Pool.

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