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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Goodyear is significantly broadening its award-winning UltraGrip Performance 3 tyre line, expanding the range to 344 stock-keeping units across Europe. The addition of 66 new SKUs marks a major milestone, as the company now offers the most extensive winter tyre coverage available from a single tread pattern. This strategic move simplifies the selection process for customers while extending proven performance to a wider array of vehicles.

The European automotive landscape now encompasses everything from compact city cars to high-performance electric vehicles and large SUVs. With this expansion, Goodyear is establishing a new benchmark for how comprehensively a singular winter tyre design can address this evolving market. By achieving this broad coverage through one pattern, the brand differentiates itself from competitors who often require multiple designs.

The newly introduced SKUs represent entirely new fitment opportunities, allowing Goodyear to serve vehicle models previously beyond its winter portfolio. Over 90 percent of the new additions are in sizes of 19 inches and above, with the entire range now spanning from 14 to 23 inches to accommodate Europe's changing vehicle parc.

This growth reinforces Goodyear's presence in both replacement and original equipment markets, featuring 59 new replacement SKUs and 7 OE fitments. The replacement segment now includes options for models like the Volvo EX60 and BMW X3 M50, as well as electric vehicles such as the Škoda Elroq RS. New OE partnerships have been secured with major manufacturers, including the BMW iX3, Porsche Cayenne Electric and Mercedes-Benz GLC EQ.

The tyre's reputation is validated by securing first place in the ADAC Winter Tire Test for both 2024 and 2025, with ADAC predicting a lifespan of 76,500 kilometres. Strong braking and handling on snow, wet and dry roads are achieved through Snow Protect and Wet Grip technologies. Designed for both electric and traditional vehicles, the tyre also features reduced rolling resistance and lower interior noise for a refined driving experience.

Ben Glesener, Senior Technology Director, Product Development Consumer EMEA Goodyear, said, “Today’s winter tyre market is more complex than ever, with more vehicle types, sizes and requirements than before. By offering 344 SKUs within a single winter tyre pattern, UltraGrip Performance 3 cuts through that complexity, making it easier to choose a tyre that delivers proven performance across a wide range of vehicles.”

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Bridgestone has extended its market leadership in Thailand’s automotive sector by securing the ‘Marketeer No.1 Brand Thailand 2026’ award in the car tyre category, marking its 15th consecutive year of top consumer preference. The accolade, determined through a nationwide opinion poll, underscores the brand’s enduring resonance with Thai motorists. Yusuke Kosami, Division Manager of Business Planning at Bridgestone Sales (Thailand) Co., Ltd., formally accepted the trophy from Marketeer Magazine’s Editor and Founder, Permpol Popermhem, during a ceremony held at the Chadra Ballroom of Siam Kempinski Hotel in Bangkok.

The annual recognition programme, organised by Marketeer magazine, derives its findings from extensive research conducted by Marketing Move Co., Ltd., a specialised research and consultancy firm. This year’s survey assessed consumer sentiment across 123 distinct product categories, drawing on responses from over 6,500 participants located throughout the country. The comprehensive methodology was designed to pinpoint the most favoured brands among Thai consumers for the calendar year 2026.

With this latest honour, Bridgestone reaffirms its dominant position in Thailand’s competitive tyre industry, demonstrating consistent brand strength and consumer trust over more than a decade. The award not only highlights the company’s product quality but also reflects its successful long-term engagement with local customers, as validated by independent market research.

Kosami said, "Winning the Marketeer No.1 Brand Thailand Award for the 15th consecutive year is a reflection of the trust that Thai consumers have placed in Bridgestone over many years. We sincerely thank our customers, business partners, employees and all stakeholders for their continued trust and support. For nearly six decades, Bridgestone has been proud to grow together with Thailand. Guided by our mission of 'Serving Society with Superior Quality’, we will continue to deliver high-quality products and trusted services that meet the evolving needs of Thai consumers.

“Recently, we introduced the new BRIDGESTONE POTENZA SPORT EVO, our latest premium sports tyre designed for both ultra-high-performance vehicles and electric vehicles (EV Ready). The launch reflects our commitment to providing advanced mobility solutions that combine safety, outstanding performance and driving confidence. Beyond our products, we will continue to enhance customer experiences through our nationwide COCKPIT service network, providing reliable and comprehensive automotive services across Thailand. This prestigious recognition inspires us to continue creating greater value for Thai consumers while contributing to a safer and more sustainable mobility society for future generations. Every journey begins with trust, and we look forward to continuing that journey together with Thai consumers for many years to come."

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Michelin reported a resilient performance in the first half of 2026 despite unfavourable exchange rates and continued weakness in original equipment (OE) tyre markets, as strong demand for premium replacement tyres and lower raw material costs supported profitability. The French tyre maker also reaffirmed its full-year guidance, expressing confidence in its ability to navigate geopolitical uncertainty and competitive pressures.

Group revenue stood at EURO 12.69 billion, down 2.6 percent from a year earlier on a reported basis. However, at constant exchange rates, revenue grew 0.5 percent, with a stronger euro reducing reported sales by 3.1 percent.

Michelin's core operating performance improved during the period. Segment operating income stood at EURO 1.45 billion, with the operating margin improving to 11.4 percent  from 11.1 percent  a year earlier. Excluding currency movements and changes in business scope, operating income rose 7 percent , driven by premium product sales, better pricing and lower raw material costs.

Cash generation also strengthened significantly. Free cash flow before mergers and acquisitions improved to EURO 282 million, compared with a negative EURO 102 million in the first half of 2025, while gearing remained at 26 percent , reflecting a net debt position of EURO 4.55 billion.

Premium replacement demand offsets OE weakness

Michelin said sales of MICHELIN-branded replacement tyres increased 5 percent, supported by premium products and larger rim-size tyres. The company said higher sales of premium tyres and the acquisitions of Cooley Group and Flexitallic helped offset weaker OE demand and lower volumes in Tier-2 and Tier-3 brands.

Lower raw material costs also boosted profitability, offsetting higher manufacturing, logistics and tariff-related expenses. However, net income declined to EURO 766 million from EURO 840 million due mainly to a lower contribution from equity-accounted companies.

Consumer business leads performance

The Consumer segment remained Michelin's largest earnings contributor, reporting revenue of EURO 6.93 billion and an operating margin of 12.5 percent , supported by strong replacement demand, particularly for the MICHELIN Primacy 5 Energy and Pilot Sport 5 Energy ranges.

The Transportation division improved its operating margin to 5.9 percent  despite continued weakness in North America's truck OE market, while the Specialty segment maintained a 14.1 percent  operating margin as strong mining and aircraft tyre demand offset weakness in agricultural OE markets.

The Polymer Composite Solutions business delivered the fastest revenue growth, rising 14 percent  to EURO 728 million, largely due to acquisitions, although margins were affected by weaker demand for conveyor products.

Regional tyre markets remain mixed

Michelin said global passenger car and light truck OE demand declined 3 percent, while the replacement market grew 1 percent during the first half.

Europe

• OE demand declined 1 percent
• Replacement demand fell 2 percent

North and Central America

• OE demand declined 1 percent
• Replacement demand fell 4 percent

China

• OE demand contracted 7 percent
• Replacement demand increased 9 percent

The company attributed China's OE weakness to lower government subsidies for new vehicles, while Europe experienced slower economic activity and North America was affected by tariff-driven vehicle price increases and weaker EV incentives. In Europe, replacement demand was also influenced by dealers building inventories ahead of anti-dumping duties on Chinese tyre imports.

In truck tyres, the global market excluding China grew only 1 percent , with sharp regional differences:

• Europe: OE +4 percent , Replacement +9 percent
• North & Central America: OE -12 percent , Replacement -13 percent
• South America: OE -11 percent , Replacement +32 percent

Michelin said North American demand remained subdued as fleet operators delayed purchases, while South America's replacement market expanded rapidly due to increased low-cost tyre imports.

Acquisitions and innovation

Michelin completed three acquisitions during the first half, including Tex Tech Industries, following earlier purchases of Cooley Group and Flexitallic, strengthening its Polymer Composite Solutions portfolio in higher-value industrial markets.

The company also unveiled a universal AI-powered digital tyre twin capable of predicting tyre behaviour using real-time vehicle data and introduced new tyres containing up to 75 percent  renewable and recycled materials.

Workforce restructuring continues

Michelin plans to adapt its workforce in France through voluntary measures, with up to 1,500 positions potentially affected over the next three years.

In the United States, the company will progressively wind down production at its BFGoodrich plant in Tuscaloosa, Alabama, consolidating production at Fort Wayne, Indiana, resulting in approximately EURO 220 million in non-recurring charges during 2026.

Outlook

Michelin maintained its full-year guidance and continues to expect growth in segment operating income at constant exchange rates and business scope, while targeting more than EURO 1.6 billion in free cash flow before M&A during 2026.

Florent Menegaux, Michelin's Managing Chairman, said the company's improved sales momentum reflected continued innovation, stronger brand appeal and disciplined execution despite a challenging geopolitical and competitive environment.a

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Tegeta Green Planet contributed to a recent youth initiative in Bakuriani by partnering with the Georgian Institute of Public Affairs for its annual summer camp. The collaboration featured a targeted environmental workshop designed to instil stronger ecological values and sustainable habits among the student participants.

A central figure in the proceedings was Tamar Dolidze, Head of the Occupational Safety and Environmental Protection Department at Tegeta Holding. Her address to the attendees covered the mounting pressures of climate change, the finite nature of key resources and the collective duty of citizens to mitigate environmental harm.

Beyond the lecture, the organisation’s team delved into forward-thinking approaches to waste reduction, the operational logic of circular economic models and the regulatory significance of producer responsibility schemes. An open forum followed, enabling the young audience to pose questions and exchange viewpoints, while a subsequent interactive contest added a lighter touch and was accompanied by small prizes.

Long-term engagement with educational spheres remains a cornerstone of Tegeta Green Planet’s outreach, encompassing schools, universities, and seasonal camps. The enterprise views such programmes as vital for bridging theoretical instruction with real-world behavioural change, reinforcing that environmental literacy and enthusiastic youth involvement are fundamental drivers of a more resilient and resource-conscious future.

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