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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Comerio Ercole has concluded its participation at INDEX, the premier international nonwovens exhibition in Geneva. The event served as a vital platform to connect with global customers and industry professionals, reinforcing the company’s strong market foothold. Throughout the exhibition, the company showcased cutting-edge technologies and innovative solutions, drawing excellent feedback. The fair facilitated valuable idea exchanges, strengthened longstanding relationships and fostered new international ties, proving an inspiring experience for the entire team.

Parallel to industry engagements, Comerio Ercole is bolstering employee wellbeing through the WHP Lombardia programme. Since 2019, the company has joined this regional initiative following the World Health Organization model. Increasingly investing in environmental, social and governance initiatives, the company has introduced measures to improve health and safety. These efforts have earned renewed recognition as a health-promoting workplace, with programmes including healthy nutrition, physical activity groups, anti-smoking campaigns and sustainable mobility.

Separately, Comerio Ercole recently hosted Istituto Fermi students for an educational visit. The group toured production workshops, observing machinery construction firsthand. A particularly appreciated segment introduced virtual reality systems for training and machine support, where immersive simulations using Oculus headsets demonstrated how new technologies enhance learning and remote maintenance.

The meeting also covered the company’s history and sustainability efforts. For Comerio Ercole, such initiatives build connections with younger generations and inspire future professionals by sharing a passion for engineering excellence. The company extended thanks to the students and teachers for their enthusiasm.

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The Tire Industry Association (TIA) has recognised Michelin North America for a USD 5,000 donation made to the Tire Industry Scholarship programme. The scholarship initiative is administered in partnership with the University of the Aftermarket Foundation and aims to support students pursuing higher education while strengthening the future workforce of the tire and automotive service industries.

Michelin’s contribution places it alongside a growing roster of industry donors, including Bridgestone Americas, Hankook Tire, Kumho Tire, Nitto Tire, Toyo Tire, VIP Tire, Yokohama Tire Corporation and the Tire Industry Association itself. Established with the University of the Aftermarket Foundation, the Tire Industry Scholarship programme provides financial assistance to students and directly addresses workforce development needs within the tyre sector.

TIA continues to encourage companies throughout the tyre industry to support the scholarship fund, helping to expand educational opportunities for future students and secure a skilled talent pipeline for years to come.

Dick Gust, CEO, TIA, said, "We are grateful to Michelin for supporting the Tire Industry Scholarship programme and investing in the future of our industry. Scholarships like these help create opportunities for students while demonstrating our industry's commitment to developing the next generation of leaders, technicians and professionals. The success of this programme depends on industry participation. Every contribution helps us invest in the future of our workforce and create opportunities for students who may one day become the leaders of our industry."

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Pirelli is all set for the Monaco Grand Prix, a street circuit steeped in glamour and racing history since 1929. For this 3.337-kilometre layout with 19 tight corners, the Italian tyre manufacturer has selected the softest compounds in its range – C3, C4 and C5 – to provide maximum mechanical grip on the Principality’s unusually smooth asphalt surface.

The narrow carriageway follows regular urban traffic lanes, leaving virtually no run-off areas and placing safety barriers just centimetres from the racing line. Drivers frequently brush against these walls while pursuing the ideal trajectory, with average speeds the lowest of the Formula 1 season. In some sections, cars decelerate to roughly 50 kilometres per hour, making qualifying the most critical session of the weekend since overtaking is exceptionally rare.

Several sections of the track have been resurfaced for this edition, including between Turns 19 and 1, from Turn 7 to the tunnel entrance and at pit lane entry and exit. Although graining could appear, tyre behaviour is unlikely to be significantly affected because the Monaco circuit primarily subjects rubber to traction-related loads. Low degradation traditionally encourages a one-stop race strategy, though an experimental rule in 2024 forced two pit stops by requiring three different tyre sets. That regulation has since been abandoned.

Red flags and safety car periods frequently disrupt the race due to the high probability of barrier contact and the difficulty of recovering stricken cars. In 2024, an opening-lap red flag allowed all drivers to immediately fulfil the two-compound requirement, enabling a split strategy between Medium and Hard tyres for the remainder of the Grand Prix. The 2025 edition reintroduced a three-set rule, prompting most drivers to choose Medium-Hard combinations while six teams used all three compounds including the C6 Soft.

Now in its 72nd running in Monaco, the event has seen Ayrton Senna claim six victories, one more than Graham Hill and Michael Schumacher. McLaren remains the most successful constructor with 16 wins, followed by Ferrari on 10. Reflecting the Principality’s elegance, Pirelli has unveiled a special Podium Cap in deep red and champagne colours, designed by Denis Dekovic and available on the Pirelli e-commerce platform.

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Tyres Europe has joined a broad coalition of European industry associations urging the European Commission to fix persistent flaws, gaps and technical limitations in the EU Deforestation Regulation’s Information System before the rules take effect on 30 December 2026. The system serves as the central pillar of the EUDR, designed to ensure traceability and compliance within highly complex supply chains.

Industry feedback highlights major shortcomings, particularly restrictions on aggregating Due Diligence Statements and a lack of essential functions for business users. These issues threaten to impose heavy administrative burdens and create operational uncertainty for companies trying to meet the regulation’s requirements.

The coalition is demanding that the Commission make the system not only legally compliant but also operationally practical, thoroughly stress-tested and adapted to real-world business practices. A reliable and user-friendly platform is deemed critical for supporting compliance while protecting the uninterrupted supply of key commodities and products into the European market.

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