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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Tegeta Motors is marking World Zero Waste Day with a dedicated environmental initiative at its Batumi branch, running from 30 March through 5 April 2026. During this period, the company invites citizens to responsibly dispose of used automotive products such as batteries, tyres and oil at the on-site ‘Tegeta Green Planet’ collection point. Rather than discarding these items, participants contribute to a sustainable cycle, as Tegeta Motors arranges for the collected materials to be transported to licensed recycling facilities where they are processed in full compliance with technical regulations.

To encourage participation, the company is offering several incentives for those who bring in their used items. Contributors will receive specially designed gifts featuring the Tegeta Green Planet logo, crafted from recycled banners previously used in the company’s own campaigns. Additionally, participants can benefit from a 25 percent cashback on new automotive products, including batteries, oils and tyres. As a special recognition, the individual who brings in the largest quantity of tyres and the greatest weight of batteries will be awarded a 300 GEL voucher from Tegeta Motors.

This effort reflects Tegeta Motors’ longstanding commitment to environmental responsibility. Through its ongoing partnership with Tegeta Green Planet, the company has for years promoted effective automotive waste management aligned with technical standards. The collection point at the Batumi branch, located at 1 Yuri Gagarin Street, will be open from 30 March to 4 April between 10:00 a.m. and 6:00 p.m., and on 5 April from 10:00 a.m. to 4:00 p.m., welcoming all who wish to contribute to this green initiative.

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Zeon initiated the first iteration of its ZEON ACADEMY, known as the German/International Elastomer course, with a gathering held in Italy during March. This educational programme was originally established by Zeon’s technical team in 2015 with the core mission of disseminating expertise surrounding the company’s speciality elastomers and associated product lines. The curriculum is designed to illuminate practical applications and to explore emerging opportunities where these advanced materials can be effectively utilized.

Over the course of two days in Sarnico, the Zeon Europe team engaged with a diverse group of attendees representing a broad spectrum of industries, who demonstrated strong support for the seminar. The sessions facilitated in-depth discussions covering Zeon’s product portfolio, real-world applications and evolving market trends. For those interested in participating in future training opportunities, reaching out to a Zeon representative is the recommended way to express interest or register colleagues.

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Nokian Tyres is putting the question of North America’s roughest roads directly to drivers, launching a voting campaign that runs from 30 March to 10 April 2026. The initiative invites the public to cast votes for the state or province they believe has the most challenging surfaces, with the conversation playing out across the tyremaker’s social media channels on Instagram, Facebook and TikTok under the handle @NokianTyresNA.

This bracket-style competition brings back champions and notable contenders from previous years, with the semifinal matchups now set. Quebec faces off against Massachusetts, while Colorado takes on Oregon. For those living outside these regions, the company encourages participation through a write-in option on its dedicated contest website, where drivers can also make their case for why their local roads deserve the title.

Central to the campaign is Nokian Tyres’ use of aramid fibres, the lightweight yet incredibly strong material found in aerospace and defence applications. By weaving these fibres into the sidewalls and sometimes the tread, the company strengthens its tyres against punctures and blowouts. This technology features prominently in the new Hakkapeliitta 01, a studded winter tyre debuting this fall, and qualifies the tyres for the brand’s Pothole Protection warranty, which offers a free replacement if a tyre is damaged beyond repair by a road hazard.

The campaign will be amplified through social media content, testimonials from North American brand ambassadors and messaging from business partners. Drivers following @NokianTyresNA can vote directly on posts and stories, while those entering the tyre giveaway or submitting their regional nomination can do so on the contest website. The company, renowned for inventing the winter tyre, continues to serve the North American market with its full range of all-season, all-weather and winter products.

Hans Dyhrman, Director of Marketing, Nokian Tyres North America, said, “Our tyres come with a Pothole Protection warranty because we understand the unique challenges of North American roads. While the ‘Worst Roads’ contest offers a chance to complain about potholes and rough surfaces, it’s also an opportunity for consumers to learn about the ways Nokian Tyres helps keep them safe thanks to our aramid-reinforced products.”

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Tyrecycle has announced the upcoming implementation of a pioneering conveyor belt system at its East Rockingham facility in Western Australia, marking a significant step forward in sustainable industrial practices. This particular product, the Infinity Series, was developed by Fenner Conveyors and holds the distinction of being the first conveyor belt manufactured in Australia using locally sourced recycled materials. The material used in its production was supplied through an established strategic partnership between the two companies, underscoring a collaborative foundation that prioritises resource efficiency and domestic manufacturing.

By integrating this locally manufactured belt into its own operations, Tyrecycle is transforming its facility into a living demonstration of the shared environmental vision it holds with Fenner Conveyors. The deployment at East Rockingham serves a dual purpose: it not only upholds the rigorous performance standards required for such critical infrastructure but also actively nurtures a novel closed loop ecosystem. This system represents a first of its kind approach where industrial components are deliberately reclaimed and repurposed, reinforcing the viability of circular economy principles within heavy industries like mining.

Together, the two organisations are effectively closing the loop by converting end-of-life conveyor belts into robust new products that maintain high durability standards. This collaborative effort directly supports mining operations seeking to advance their decarbonisation strategies and circularity targets. Their work illustrates how a combined focus on innovation and corporate responsibility can yield tangible solutions, proving that industrial advancement and environmental stewardship can indeed move forward on a parallel and mutually reinforcing path.

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