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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Nexion Group has inaugurated a state-of-the-art, sustainable logistics hub in Prato di Correggio, Italy. This facility, serving the Group's portfolio of brands including Corghi, HPA-Faip, Mondolfo Ferro, Teco, Sice, Autopstenhoj, Sherpa and Bright, is a strategic investment designed to support future growth and market demands through advanced automation and artificial intelligence.

The hub is a highly automated, fully digitalised operation that functions around the clock. Its core is a high-capacity vertical warehouse, utilising over 2.2 kilometres of racking systems that reach 11.7 metres in height across seven levels. This design, spanning a total of 22,000 square metres and offering 7,600 pallet positions, maximises vertical space to handle large volumes and a diverse product range. Logistics are managed by laser-guided vehicles and intelligent software algorithms, which optimise material flows, minimise errors and significantly reduce order fulfilment times. The entire process features automated identification and labelling systems, with real-time monitoring ensuring full traceability, operational accuracy and the reliable handling of complex or oversized items.

A cornerstone of the project is its commitment to environmental sustainability. The hub is equipped with a 1.1 MW photovoltaic system that fully meets the facility's energy needs and contributes substantially to the power requirements of the adjacent metal fabrication plant, thereby reducing the overall environmental impact of Nexion's operations.

This next-generation infrastructure enhances the Group's ability to provide fast, accurate and reliable service. By optimising warehousing and distribution, it strengthens Nexion's regional presence and underscores a firm commitment to integrating industrial development with technological innovation and environmental responsibility, paving the way for a more advanced and service-oriented logistics model.

Giulio Corghi, President, Nexion Group, said, “The new logistics hub in Prato di Correggio represents a concrete step in Nexion industrial evolution. We have invested in a sustainable, intelligent and highly automated facility designed to improve logistics service quality and strongly support the Group’s future growth while guaranteeing the highest safety standards for our employees and playing an active role in the ecological transition.”

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Comerio Ercole has achieved a significant international milestone by securing the ‘Italian Company of the Year – Manufacturing’ title at the ACQ5 Global Awards 2026. This honour, conferred by a globally respected M&A magazine, recognises exceptional commercial performance and innovation on the world stage. The award is particularly meaningful as it results from a rigorous peer-driven nomination and voting process, establishing it as a credible benchmark for excellence. For Comerio Ercole, this accolade validates over 140 years of dedication to industrial reliability, quality and technological advancement in specialised calendering and mixing solutions, blending traditional engineering with modern innovation.

Concurrent with this recognition, the company is aggressively pursuing a strategy of global engagement and visibility in 2026. A key component of this strategy involves participation in major international trade shows, including several first-time appearances, to connect with new audiences and strengthen existing partnerships. This direct market engagement supports the company's international expansion and allows it to showcase its expertise while understanding regional industry demands. The upcoming Tire Technology Expo 2026 in Hannover, Germany, from 3–5 March, stands as a prime example. At this leading industry gathering, Comerio Ercole will occupy Stand 8006 in Hall 21 to present its latest advancements in rubber calendering, automated production systems and sustainable manufacturing solutions tailored for the tyre and rubber sectors.

Integral to these presentations will be the company's evolving focus on digitalisation and artificial intelligence. Attendees will be introduced to a suite of AI-based tools, including MINERV-AI, which is designed to digitally capture, structure and automate critical industrial procedures related to work, maintenance, quality and safety. This technology aims to preserve valuable operational know-how and enhance overall efficiency. The inclusion of such smart tools underscores Comerio Ercole’s commitment to merging its deep engineering heritage with cutting-edge digital solutions, offering clients future-oriented capabilities that boost productivity and process reliability.

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Goodyear Tire & Rubber Company reported a marked improvement in fourth-quarter profitability, as restructuring benefits and favourable pricing offset weaker demand and persistent cost pressures across global tyre markets.

The US-based group said fourth-quarter net sales were USD 4.9 billion, slightly lower than a year earlier, while tyre unit volumes fell to 42.3  million. Net income rose to USD 105 million, or USD 0.36 a share, compared with USD 73 million, or USD 0.25 a share, in the same period last year. Adjusted net income was USD 113 million, marginally ahead of the prior year, with adjusted earnings per share of USD 0.39.

The company said the quarter delivered its highest segment operating income and margin in more than seven years, reflecting progress under its Goodyear Forward transformation programme.

“We delivered another strong quarter, driven by execution of our Goodyear Forward plan,” said Mark Stewart, Chief Executive and President. “While we continue to face challenging industry conditions in the first quarter, we are operating with greater focus and discipline on the elements within our control.”

Total segment operating income in the quarter rose to USD 416 million, from USD 382 million a year earlier. On an organic basis, excluding the impact of divestitures, segment operating income increased 18 percent, supported by restructuring benefits of USD 192 million and favourable price and mix compared with raw material costs. These gains were partly offset by inflation, tariffs and other cost pressures, as well as lower volumes.

Goodyear Forward has now generated USD 1.25 billion of cumulative segment operating income benefits since its launch, exceeding the programme’s original commitment by about USD 150 million. By the end of 2025, the company had reached a USD 1.5 billion run-rate over the two-year programme.

During 2025, Goodyear also generated USD 2.3 billion from divestitures and other asset sales, including the disposal of its chemical and off-the-road tyre businesses and the Dunlop brand. The company said the proceeds were used primarily to reduce debt, exceeding its asset sale target by about USD 300 million.

For the full year, Goodyear reported net sales of USD 18.3 billion, with tyre unit volumes of 158.7m. The company recorded a net loss of USD 1.7 billion, or USD 5.99 a share, compared with net income of USD 46m a year earlier. The loss reflected several significant non-cash items, including a USD 1.5 billion deferred tax asset valuation allowance and a USD 674 million goodwill impairment charge. Adjusted net income for the year was USD 136 million, down from USD 278 million in 2024, with adjusted earnings per share of USD 0.47.

Segment operating income for the year totalled USD 1.1 billion, down from USD 1.3 billion a year earlier. Excluding divested businesses, segment operating income declined by USD 170m, reflecting lower volumes amid continued weakness in the commercial tyre market and tariff-related pressures. These effects were partly offset by restructuring benefits of USD 772 million and modest gains from price and mix.

Regional performance remained mixed. In the Americas, fourth-quarter net sales slipped slightly as volumes declined, reflecting high channel inventories of imported tyres and weaker original equipment production. Europe, the Middle East and Africa recorded higher sales, supported by pricing and currency effects, with original equipment volumes rising sharply. Asia-Pacific results declined, largely due to the sale of the off-the-road tyre business, although underlying margins improved once divestment effects were excluded.

Looking ahead, management said industry conditions were expected to remain difficult in the near term, particularly in the commercial segment. The company said it would continue to focus on cost control, pricing discipline and execution of its transformation plan to navigate the current environment.

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NEXEN TIRE has reported record annual revenue for 2025, supported by higher output from its expanded European plant and stronger regional distribution.

The South Korean tyre maker said preliminary revenue rose to around USD 2.2 billion , with operating profit of USD 117 million. The company first surpassed USD 1.4 billion in annual sales in 2019 and has now exceeded USD 2 billion for the first time, despite a volatile global trading environment.

Sales growth was driven largely by the second phase of the European plant expansion, which increased capacity and supported volumes amid trade uncertainty, including the impact of US tariffs. The company said it pursued both volume and quality growth by strengthening competitiveness across its core businesses.

In original equipment, Nexen Tire continued to expand supplies to more than 30 global carmakers, offering products for electric vehicles and internal combustion engine models. Replacement tyre sales grew steadily, supported by region-specific product strategies.

US tariffs had a limited effect on profitability, the company said. While policy uncertainty weighed on demand, Nexen mitigated the impact by diversifying distribution channels and increasing sales of larger-inch tyres to improve its product mix. Cost efficiency measures, alongside stabilising raw material prices and freight rates, also supported margins.

Alongside its earnings update, the company outlined its strategic priorities. During 2025 it launched its EV ROOT range, designed for use across both electric and conventional vehicles, and expanded original equipment partnerships, including with premium brands. It also established new overseas sales bases to strengthen regional distribution.

Product quality and management practices received external recognition. In the fourth quarter, the company’s N’FERA Sport tyre was runner-up in the tyre category at the New Product Awards at the SEMA Show in the US. Nexen Tire was also named an excellent company for quality competitiveness for the fifth consecutive year at the Korea National Quality Awards and received the Presidential Award at the Labour-Management Culture Awards.

For 2026, the company said it would respond proactively to shifting global trade policies while focusing on strengthening sales capabilities and achieving quality-led growth. Plans include sales-focused marketing to raise brand visibility, closer customer cooperation and further development of replacement tyre sales, building on the reputation of its original equipment products.

Nexen Tire said it would continue to refine its product and distribution mix, accelerate innovation using artificial intelligence and virtual technologies, and expand downstream distribution in key markets.

“Despite growing uncertainty in the global trade environment, we achieved a meaningful milestone by surpassing KRW 3 trillion in annual sales for the first time,” said John Bosco (Hyeon Suk) Kim, Chief Executive of the company. “We will continue to pursue both volume and quality growth by strengthening our product and distribution competitiveness in global markets.”

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