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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In the wake of the devastating floods that struck Punjab in August 2025, a strategic partnership between Bridgestone and ADRA India successfully restored educational infrastructure and learning continuity across 20 government schools in the Gurdaspur district. The natural disaster had inflicted widespread damage on school buildings, with sanitation systems rendered inoperable, while countless students lost access to textbooks, stationery and uniforms – essential items for classroom participation.

Working in tandem with the District Disaster Management Authority, local government bodies, School Management Committees and community stakeholders, ADRA India implemented a targeted three-month rehabilitation project from October 2025 through January 2026. The collaborative approach ensured that intervention efforts reached the most severely impacted educational institutions within a region where flooding had submerged over 324 villages, causing prolonged disruption to essential services including education.

The restoration initiative prioritised the repair and upgrade of water, sanitation and hygiene facilities across 12 government schools, directly benefiting approximately 697 children through renewed access to safe and functional toilets. Beyond infrastructure rehabilitation, the project distributed comprehensive education kits to 585 particularly vulnerable students, including children from daily wage worker families, migrant households, women-led families and historically marginalised communities. This intervention alleviated the financial burden on families already strained by disaster losses while enabling students to resume their education promptly.

Sustainability remained central to the project's design, with School Management Committees receiving orientation on routine maintenance of rehabilitated facilities to ensure their long-term functionality. Infrastructure repairs incorporated enhanced durability measures specifically intended to withstand potential future flooding, thereby strengthening the resilience of educational facilities in this disaster-prone region.

Dr Aaditya Sharma, IAS, SDM Dera Baba Nanak, said, “Following the floods that affected Dera Baba Nanak Sub-Division, several government schools suffered damage to essential infrastructure, particularly Water, Sanitation and Hygiene (WaSH) facilities, resulting in disruption to the education of school-going children. The restored sanitation infrastructure has helped ensure a safe, hygienic and dignified learning environment for students, especially for girl students.”

Sudhir Kulkarni, Executive Director HR, Admin & CSR, Bridgestone India, said, “Bridgestone is committed towards Serving Society with Superior Quality. This inspires us to offer the best to the communities that we serve. Education is a critical pillar for communities, and this was most impacted by the floods. We have, in our humble way, contributed towards restoring some of the educational facilities in the Dera Baba Nanak block, thus safeguarding learning and well-being when vulnerable communities needed it the most.”

Imran Majid, Programmes Director, ADRA India, said, “In post-disaster settings like Dera Baba Nanak, children are among the most vulnerable. Restoring safe and functional WASH facilities in schools is not just about infrastructure, it is about protecting children’s health, dignity and right to learn. When sanitation and hygiene are compromised, the risks of illness increase and school dropouts become more likely, especially for girls. Through the School WASH project, we are ensuring that schools become safe, hygienic spaces again, enabling children to return, stay and thrive in their education.”

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CEAT Specialty Tyres has received a nomination for its SUSTAINMAX-VF tyre in the Environmental Achievement of the Year – Tire Design category at the prestigious Tire Technology International Awards 2026. The nomination marks a significant milestone for the company, highlighting advancements made at the intersection of tyre design, performance and sustainability.

The winners are scheduled to be announced on the opening day of the Tire Technology Expo 2026, held in Hannover, Germany, from 3 to 5 March 2026. The recognition on a global stage underscores the company’s commitment to developing responsible and forward-looking mobility solutions, specifically within the off-highway segment.

The nomination reinforces the company’s dedication to engineering products that align with evolving industry standards. CEAT Specialty Tyres anticipates participating in key discussions shaping the future of tyre technology during the event in Hannover.

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JK Tyre & Industries has expanded its premium agricultural tyre lineup with the introduction of ‘Shresth Plus’, unveiled at the Krishi Darshan Expo 2026 in Hisar. The launch was officiated by Rajya Sabha MP Subhash Barala, alongside the company’s Director of Sales & Marketing, Srinivasu Allaphan, and other key officials. This new offering underscores the company’s dedication to delivering innovative solutions tailored to the shifting demands of contemporary agriculture.

Engineered to meet the challenges posed by modern farming techniques, the Shresth Plus tyre is designed for high-horsepower tractors that operate under diverse and demanding soil conditions for extended periods. Its construction features a deep non-skid profile and a broad lug pattern, which together provide superior grip and longevity. The tread design incorporates an angular step lug configuration with connecting tie bars, which enhances stability and minimises tread distortion under strenuous fieldwork. Furthermore, features such as the Eagle Eye sidewall design and a fortified nylon casing contribute to increased durability, offering better resistance against impacts and greater load-bearing capacity for both in-field and on-road applications.

JK Tyre is leveraging the expo to present its comprehensive range of farm solutions, catering to a wide array of tractors and implements used across different agricultural terrains. The display at Stall OA-15-16 highlights the brand's robust portfolio and its commitment to boosting farming efficiency and productivity through reliable technology.

Beyond the product showcase, JK Tyre is adding a dynamic element to the event with a dedicated motorsport arena. Reflecting its legacy as a motorsport pioneer, the company has arranged for a professional driver to perform live tractor stunts, providing entertainment and demonstrating the vehicles' capabilities in a high-energy format. The expo, held at the Northern Region Farm Machinery Training & Testing Institute in Hisar, runs from 14 to 16 February, offering attendees a firsthand look at the new tyre’s features.

Srinivasu Allaphan, Director – Sales & Marketing, JK Tyre & Industries, said, “Indian agriculture is rapidly embracing mechanisation and higher horsepower tractors. With premiumisation at the core of our business strategy, we are focused on bringing advanced, high-performance solutions to the farm segment. ‘Shresth Plus’ reflects this direction, combining superior traction, durability and stability to meet the evolving needs of modern farming. The product has been designed to help farmers achieve better efficiency, reliability and consistent performance across varied agricultural applications.”

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Ecolomondo Corporation has finalised documentation with Export Development Canada (EDC) for an additional USD 2.7 million in financing aimed at advancing the final phase of operational ramp-up at its Hawkesbury tyre-derived products (TDP) facility. This follows a previously announced agreement in principle reached on 12 January 2026, concerning funding for capital investments and working capital needs at the Ontario site. Alongside this new financial support, EDC has also granted a temporary reprieve on principal and interest payments for existing loans throughout the company's 2026 ramp-up period.

The announcement coincides with recent operational milestones at the Hawkesbury plant, which achieved record production levels during the week of 12 January 2026. During this peak period, the facility successfully processed approximately 150,000 pounds of crumb rubber, yielding around 60,000 pounds of recovered carbon black, 75,000 pounds of tyre-derived oil and 15,000 pounds of syngas. This level of output corresponds to the processing of an estimated 9,375 end-of-life tyres, underscoring the facility's enhanced capacity and operational progress as it moves towards full-scale production.

Jean-François Labbé, Interim CEO, Ecolomondo, said, “This additional financing provides important financial flexibility as we complete the final stage of the Hawkesbury facility ramp-up. It also supports continued workforce expansion and a steady increase in production as we advance towards full operational capacity.”

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