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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Bridgestone Retail Operations (BSRO), a subsidiary of Bridgestone Americas, has concluded its fourth annual ‘Download the App, Plant a Tree’ campaign, resulting in nearly 59,000 new trees being planted across United States. The initiative, which ran from Earth Day on 22 April through the end of Bridgestone’s Sustainable Business Week on 12 May, encouraged customers of Firestone Complete Auto Care and Tires Plus to transition away from paper-based processes. In partnership with The Nature Conservancy, the company committed to planting one tree seedling for every new download of its mobile applications.

Since the programme’s inception in 2023, the cumulative effort has contributed over 244,000 tree seedlings to a conservation project spanning 3,600 acres. For the second consecutive year, Bridgestone has collaborated with The Nature Conservancy to focus reforestation on flood-prone areas within the Mississippi Delta region, protecting vulnerable farmland. This work builds upon a significant prior contribution, as the company donated over 5,700 acres of Tennessee land to the organisation in 2018, the largest land donation in that chapter’s history.

The mobile applications function as digital glove boxes, enabling customers to schedule appointments, access vehicle histories and review promotional offers. By incentivising digital adoption, BSRO seeks to curtail paper waste across its 2,200 retail locations. Beyond reducing paper consumption, the company’s sustainability strategy incorporates electric vehicle maintenance and charging services, alongside recycling nearly all products and byproducts used in stores.

This reforestation effort supports the Bridgestone E8 Commitment, a framework of eight corporate values guiding sustainability objectives. The campaign exemplifies the company’s dedication to Energy, Ecology and Efficiency, demonstrating how customer engagement drives environmental outcomes. Through these actions, BSRO integrates ecological responsibility into its retail operations and long-term business model.

Marko Ibrahim, President, BSRO, said, “We are proud to see this campaign continue to grow and support Bridgestone’s long-term sustainability goals. By helping expand green space in communities across the country, our stores are demonstrating what it means to live out our Promise to Care.”

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NEXEN TIRE has inaugurated a fully automated logistics centre at its European manufacturing facility in Žatec, Czech Republic. The strategic project significantly boosts the plant’s storage capacity by roughly 57 percent, elevating it from 530,000 to 830,000 tyres.

Spanning 7,104 square metres and rising 51 metres high, the new warehouse employs cutting-edge automation, including RFID-based product tracking and fully automated inbound and outbound systems. These technologies streamline the entire production-to-shipment process, enhancing both operational efficiency and inventory accuracy. Consequently, the European subsidiary gains greater agility to address seasonal demand shifts, ensuring faster and more reliable deliveries that bolster regional customer satisfaction.

Since commencing European production in 2019, NEXEN TIRE has persistently expanded its local presence. The warehouse project, launched in October 2024 following the plant’s second-phase completion, directly supports rising output and underscores the company’s commitment to strengthening supply chain resilience and manufacturing capabilities across Europe.

John Bosco (Hyeon Suk) Kim, CEO, NEXEN TIRE, said, “This warehouse expansion does more than just increase storage capacity. It is a strategic investment that will strengthen our integrated production and logistics capabilities. By continuously enhancing the operational capabilities of our European plant, we will improve the trust of customers and further accelerate our growth in the European market.”

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Tegeta Green Planet, a pioneering Georgian organisation authorised by the Ministry of Environmental Protection and Agriculture under the Extended Producer Responsibility (EPR) system, partnered with Shine Energy for an educational visit to GLC School (Georgian Learning Center School). The organisation specialises in the circular economy collection, transportation and recycling of used tyres, waste oils and batteries.

Students from grades VI to IX engaged in dynamic discussions, practical exercises and interactive tasks designed to impart crucial knowledge on waste management and resource conservation. The session illuminated the mechanics of the EPR system and underscored the vital role of individual citizens in environmental stewardship. To commemorate their enthusiastic participation, the students received certificates and symbolic gifts.

This initiative is part of a broader strategy by both companies to cultivate environmental consciousness among youth. By utilising practical examples and interactive learning methods, including presentations and games, the project aims to instil sustainable behaviours and a deep understanding of circular economy principles in the next generation.

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The Alliance for the Future of Tires (AZuR) has expanded its European network by integrating REGOM, a French innovator specialising in automated sorting and identification systems for end-of-life tyres. This partnership strengthens the collaborative push towards a sustainable tyre circular economy, leveraging REGOM’s technological expertise to enhance digitalisation and transparency across the industry.

Proper assessment and classification of used tyres is the foundational step in establishing a functional circular system. Determining whether a tyre is fit for reuse, retreading, recycling or alternative recovery processes is essential to maximising the lifespan of valuable materials. REGOM’s solutions directly address this critical juncture by providing precise, data-driven evaluations.

The company employs advanced artificial intelligence, image processing and real-time data analysis to capture key attributes like tyre dimensions, manufacturer details and tread depth. This technology enables accurate sorting, directing each tyre towards its most suitable end-of-life pathway, thereby improving the efficiency of material flows and boosting recycling rates. Such automated objectivity is a significant asset for waste managers, recyclers and retreaders.

Looking forward, REGOM is actively engaged in pioneering initiatives like the Digital Product Passport and RFID-based identification. These tools are vital for ensuring full lifecycle traceability, from production through multiple use cycles. By enabling comprehensive data collection and process optimization, these technologies promise to drive greater resource efficiency and solidify the digital backbone of the future circular economy.

Christina Guth, AZuR network coordinator, said, “Digital technologies will play a key role in the tyre circular economy in the future. They help to keep tyres in circulation longer, strengthen high-quality recycling pathways and use valuable raw materials more efficiently.”

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