BKT has announced that with its enhancement at Bhuj, it is aiming for an annual tyre production of 600,000 metric tonnes (MT). The company also envisages the achievement of two billion dollars in turnover in three years.

Bhuj from 201 to 2023
When the first tyre rolled off the Bhuj production line in 2012, the plant was located on an area of 123 hectares. Then it was a $500 million investment. Before starting the works, the desert landscape was completely arid. There was neither water nor electricity. But after the laying of many kilometres of drinking water pipes and power lines, the site grew with 126 hectares in 2016, 131 in 2019, 137 in 2021 and 258 in 2022. By the end of 2023, the forecast is to reach a total surface area of 323 hectares, of which 283 have already been acquired.

Better production and safety
BKT claims that Bhuj today sees more efficient machinery installed, with features that make it possible to work faster and more precisely. This increases the quantity of production and the quality of the finished product. This means, for example, that the amount of product discarded is reduced, increasing the sustainability of the manufacturing process and consequently reducing production costs. Occupational risks are also reduced and worker comfort improved.

Self-produced carbon black
A further strategic choice by BKT to enhance the Bhuj site was to invest in its own carbon black plant. The plant came into operation in 2017, when the first 65,000 MT/PA of hard grade carbon black was produced, the type of carbon black used specifically in tyre tread.  The following year, production increased from 65,000 to 110,000 MT and saw the addition of production of soft grade carbon black. This carbon black is used in the casing compound to improve its strength and durability, generating less heat. In 2021, total production of the two types of carbon black reached 138,000 MT per annum, while last year it rose to 165,600 MT per annum.

The goal for 2023 is 198,600 MT. In addition to this, the R&D department plans to add a third type of carbon black, the ‘specialty carbon black’. It is a type of carbon black with unique properties compared to that used in rubber compounds, such as high resistance to colouring, a high level of purity, a low ash level and very low level of PAHs, which make it suitable for use in specific applications, such as paints, plastics and inks.

Increasing production capacity
The expansion of the plant means an increase in production capacity. The operational logistics have also improved significantly. This has allowed the introduction of new specialist workers, as well as providing greater flexibility in production and storage flows. Speaking of work, the construction of new facilities also marked an improvement in employees' safety conditions, an aspect which BKT takes very seriously. The community that operates on the Bhuj site today is very large. At the end of December 2022, the number of people working there was 4,776.

The wellbeing of the BKT family
BKT dedicates a significant investment to the wellbeing of its community every year, through the expansion of the area housing the families of employees (now almost 1,000 people live there), in the care of their health and in the education of their children.

A good use of resources
Bhuj is also a model for the good use of resources. In 2013, the internal power plant was created to have a reliable and controlled source of electricity. Today, both solar panels and the cogeneration plant make it possible to self-produce energy. In 2022, the cogeneration plant was expanded from 20 MW to 40 MW. Projects are still underway to increase the power of self-produced renewable resources.

Water is also at the heart of BKT's path towards sustainability. Since 2019, the Zero Liquid Discharge (ZLD) principle has been adopted. This means that no liquid waste is released outside the plant. All water used in the plant is treated, purified and reused. The objective of the ZLD principle is to conserve water resources, reduce the environmental impact of wastewater discharge and improve the overall efficiency and sustainability of the plant.

Carbon black production made more sustainable
The tyre manufacturer has also taken an approach to carbon black production to make the whole process more sustainable. The company has substituted bulk bag containers with mobile silos. This means that the tyre production plant receives the carbon plant with the aid of mobile silos transported pneumatically to the storage. This will make BKT save on packaging, i.e., 100,000 bulk bags in the next few years. The whole transportation system is also designed to reduce energy usage, consumption and quality. Every transfer system is controlled by weight and the energy used. The future goal is challenging – reducing energy consumption up to 70 percent. This translates in saving more than two million kilograms CO₂ emissions per year, which are comparable to 5,000 apartments of 100 square metres each.

At the same time, the gas used to manufacture carbon black is now ending up in a co-generation plant, able to reuse 75,000 cubic metres of gas per year. This means saving 215,000 MT of coal per year. 

Research opens up the future
BKT's R&D division was what allowed the Bhuj site to grow. Established in 2017, this hub develops both products and processes, to ensure the company can maintain its international leadership. Led by a specialist team of researchers and analysts, it remains an important and up-to-date research centre in the tyre sector.

Coming to testing, a special test track was inaugurated in 2017. With six different tracks, this circuit includes tracks for tyre performance tests in dry and wet conditions, an asphalt track and a sloping concrete track. Thanks to a wide variety of tests, many important characteristics such as traction, handling, comfort, soil compaction and more can be measured here because of high precision devices and instruments.

A concrete vision
Rajiv Poddar, Joint Managing Director at BKT, says, "People have asked me if all this was really necessary, so much in such a short time. The goals we set ourselves when we decided to open the Bhuj site were proportional to the financial solidity of the time, but above all, to a vision which is as great as it is concrete.”

He added, “Analysing the market and anticipating it with passion and foresight is what we have done all these years. Growth has always been in step with demand, not without – let me say it – courage and creativity, but never without our objectives and investments having solid foundations. Global tyre demand is growing and we see no signs of it slowing down over the next five years. This is a demand which started to rise during the 2020 pandemic, and which today is above pre-Covid levels. Will it be difficult? Will it be a challenge? Our vision is simple, which is why it is very concrete. The journey we started out on at Bhuj in 2012 was never a return journey, but one to prepare ourselves to discover the future."

Mexico has become one of the most strategically important markets for global tyre manufacturers as shifting trade policies, supply chain realignments and the growing push for premium products reshape investment decisions across the Americas. For JK Tyre & Industries, the country is no longer simply its largest manufacturing base outside India. It has emerged as the centrepiece of the company’s regional growth strategy, providing proximity to the US market, access to USMCA trade benefits and a platform to strengthen its presence in both original equipment and replacement segments.

To support that ambition, JK Tyre has committed USD 75 million towards expanding and modernising its Mexican operations through JK Tornel, while simultaneously investing in automation, product development, exports and premium passenger vehicle tyres. The company is also using its Mexican technology centre to develop region-specific products and strengthen collaboration with its global R&D network.

In this exclusive interview with Tyre Trends, Anshuman Singhania, Managing Director of JK Tyre & Industries, explains how A three- decade acquisition has evolved into a strategic gateway to the Americas, why Mexico has become increasingly valuable amid tariff uncertainty, and how the company plans to shift its focus from volume-led growth to value creation over the coming decade.

FROM ACQUISITION TO ANCHOR

Mexico, for JK Tyre & Industries, has stopped being a line item on a manufacturing map. It has become something closer to a second home base. The company now runs 11 manufacturing plants worldwide. Nine are in India, two are in Mexico, and together they hold a combined annual capacity of 38 million tyres. It is, the company says, part of its globally benchmarked, sustainable manufacturing footprint.

Anshuman Singhania, the company’s Managing Director, is unambiguous about where Mexico sits within that picture. “Mexico is far more than an offshore manufacturing outpost for us,” he says.

The Mexican business, Compañía Hulera Tornel, S.A. de C.V. (CHT), is not a recent bolt-on. It was established in Mexico City on 9th November 1951. JK Tyre today holds a 99.98 percent stake in JK Tornel S.A. de C.V. and its group entities. “In the recent years, JK Tornel has delivered satisfactory performance emerging as a significant contributor in our global story,” Singhania says.

It forms, he adds, “an integral arm” of a technical ecosystem that spans Mysuru, Chennai and Milan – the trio that drives the group’s research and technology capabilities. It is Tornel, more than any other outpost, that gives JK Tyre its read on tariff and trade volatility across the Americas.

A USD 75 MILLION BET ON TARIFFS & PREMIUMISATION

That reading has translated into hard capital. The company has committed USD 75 million to a phased capacity expansion in Mexico. The first tranche, worth USD 27.5 million, is already under way. Singhania traces the logic back to geopolitics as much as growth. “Tariff and trade volatility across North America has made local, in-region manufacturing more valuable than ever,” he says. Mexico, he notes, offers proximity to the US market alongside USMCA-linked trade advantages.

Premiumisation runs through the strategy. JK Tyre is building capability in the higher-margin, above-16-inch rim segment. That is the reason, Singhania explains, a new northern warehouse was set up specifically for that category. The company began OE supplies to Kia Mexico in the 2026 financial year, with more SKUs planned. That, in turn, demanded a level of manufacturing consistency he says “only modernised, automated lines can deliver.”

The investment, Singhania says, is explicitly about “preparing the business for premium segment growth, expanding the high-margin ATV portfolio, and growing sales in mass-merchandise channels,” in step with efforts to optimise the wider product mix.

AUTOMATION WITH A HUMAN FACE

Within that first funded phase, the money is weighted towards capacity and automation. Ultra-modern machinery is being added across critical stages of tyre manufacturing, including key uniformity systems. The goal is to strengthen process precision and product consistency while readying plants for premium and higher-value categories.

But Singhania is careful to frame automation as a people project as much as a hardware one. The inauguration of a Dojo Training Centre in Mexico, he says, “testifies to our belief that automation pays off if the workforce is trained to run it.”

On the research side, Mexico already hosts one of the group’s four global technical centres. It functions as a Satellite Tech & Innovation Centre, feeding both OEM and aftermarket product development for Europe and the Americas.

CHASING THE EXPORT OPPORTUNITY

Export momentum has followed the investment. This year alone JK Tornel added 40 new distributors, including 20 in Mexico itself, taking its total past 140. It also launched 32 new tyre sizes specifically for the US market and expanded warehousing in northern Mexico and Brazil. Strategically, Singhania places Mexico inside what he calls the group’s “Export Rebalancing and China+1 Advantage” thesis. “Trade protectionism and geopolitical shifts are making reliable, in-region manufacturing bases like Mexico structurally more valuable,” he says.

The company, he adds, is building region-specific export strategies around that reality.

RESILIENCE AS STRATEGY

Navigating that volatility day to day, the JK Tyre MD argues, comes down to fundamentals rather than firefighting. “Our response is simple. Strengthen domestic distribution, sharpen product mix and expand capacity ahead of demand,” Singhania says.

He credits digitalisation, cross-functional collaboration and continuous capability building with lifting cost efficiency and productivity. “Long-term partnerships have kept service levels high despite market volatility, reinforcing the business’s broader resilience,” Singhania says.

ENGINEERING FOR THE AMERICAN DRIVER

That resilience is being engineered into the product itself. The new passenger tyres under development for Mexico and US are being shaped by evolving customer expectations around durability, safety and fuel efficiency. According to Singhania, customers want long tread life, dependable wet and dry braking, reduced rolling resistance for better fuel economy and a quieter, more comfortable driving experience.

Rising awareness of sustainability and total cost of ownership is also feeding into product development, the JK Tyre executive notes – tyres designed to combine performance, longevity, efficiency and environmental responsibility in a single package.

THE AI THREAD

Technology, more broadly, is the thread running through JK Tyre’s next five years. “Digital transformation, supported by AI-driven processes and a strong customer-centric focus, forms the cornerstone of JK Tyre’s R&D strategy,” Singhania says.

By integrating automation, artificial intelligence and core tyre engineering, he says, the company has positioned itself as “a pioneer across multiple technological domains” – an approach he credits with setting new benchmarks in tyre research and development.

WINNING WITHOUT RACING TO THE BOTTOM

Singhania insists that leadership in Mexico’s mass-merchandise segment was not bought with price. “Rather than competing purely on price, we have remained focused on product differentiation, disciplined execution and long-term customer partnerships,” Singhania says.

He adds that discipline defines the company across India, Mexico and more than 100 countries worldwide. The next phase of growth, as he sees it, lies in premium passenger vehicle tyres, larger rim sizes, SUVs, high-performance tyres and expanding OEM partnerships.

THE MEXICO-MYSURU FEEDBACK LOOP

Underpinning much of this is Mexico’s Satellite Product Development Center. It works closely with customers and OEM partners across North and Latin America to understand regional driving conditions, regulatory requirements and evolving market needs. Those insights feed into the Global Technology & Innovation Center — RPSCOE — in Mysuru, speeding up product development and validation.

The centre, Singhania says, plays a key role in developing region-specific tyres “while strengthening our competitiveness across international markets.”

Sourcing is being globalised too. Bringing tyres from Southeast Asia through the Mexican business, he says, reduces sourcing costs, increases supply flexibility and expands product availability. That, in turn, allows the company to price competitively while better serving customers in both Mexico and the US.

THE NEXT DECADE

Asked to look 5 to 10 years out, Singhania resists the temptation to talk in terms of volume. “The Mexico business is an important and growing part of JK Tyre’s international operations,” he says.

He describes Tornel as the group’s route to “strategic access to the American markets.” The priorities he lists – pricing discipline, receivables security, market-specific portfolio alignment and long-term competitiveness – are pointedly not about chasing short-term volume.

That same discipline shapes how he defines success closer to home. “At JK Tyre, we measure success with the value we can offer our partners, our customers and our entire JK Tyre family,” he says.

For Tornel specifically, in three years’ time, he would judge it “by how much of our growth has shifted from volume to value” – alongside the resilience to navigate tariff dynamics, deeper distribution and a stronger premium position across its markets.

European replacement tyre demand rose in the second quarter of 2026, driven by strong growth in truck and bus segments, according to industry data published by Tyres Europe.

“European replacement tyre demand strengthened in Q2 2026, particularly truck and bus tyres,” said Adam McCarthy, Secretary General of Tyres Europe.

Consumer tyres, which include passenger cars, SUVs and light commercial vehicles, increased by three percent year on year in the quarter, lifting volumes for the first half by two percent. Growth was led by all-season tyres, which rose 15 percent in the quarter and nine percent in the first half.

By contrast, summer tyres declined by two percent, while winter tyres edged down one percent in the quarter and remained five percent lower over the first half, continuing a shift in demand towards all-season products.

Truck and bus tyres recorded the strongest performance, rising 13 percent in the second quarter and seven percent in the first half. The increase came despite geopolitical pressures and elevated fuel and energy costs, with freight activity and business sentiment remaining resilient.

Agricultural tyres continued to contract, declining seven percent in the quarter, although at a slower rate than earlier in the year. Moto and scooter tyres rose one percent in the quarter and were four percent higher across the first half.

Tyres Europe said miles travelled declined during the period, reflecting higher average fuel prices and weaker consumer sentiment linked to the ongoing conflict in the Middle East. Imports, however, rebounded after sharp declines in the first quarter.

Separate data showed changes in trade flows. Imports of passenger car, light commercial and truck tyres into the EU27 and UK fell six percent year on year between January and May 2026. Shipments from China dropped 24 percent, reducing its share to 58 percent from 72 percent a year earlier.

Suppliers in south-east Asia increased their presence, with their share rising to 19.9 percent from 7.4 percent, led by Thailand and Vietnam.

The shift followed an anti-dumping investigation by the European Commission, which concluded that Chinese imports had entered the market at unfair prices. Definitive duties ranging from 4.3 percent to 45.3 percent were imposed from July 8, 2026 for an initial five-year period.

In the truck and bus segment, imports into the EU27 and UK from non-European markets rose by almost 27 percent in the first five months of the year. Thailand and Vietnam together accounted for nearly 61 percent of volumes, reflecting a broader shift in supply away from traditional sources such as China, Korea and Japan.

Tyres Europe represents 14 corporate members whose combined global sales account for around 70 percent of the worldwide tyre market.

Fennell Tyres International, part of the Magna Tyres Group, has acquired Bunbury's Tyre Specialists, extending its operations into the South West of Western Australia. The transaction amount has not been disclosed.

The deal takes effect on 17^th  August, when the Bunbury business begins trading under the Fennell Tyres International name. The site will continue operating during the transition, and existing customer contacts and service contracts will remain in place where applicable. About five employees will join Fennell Tyres International as part of the acquisition.

Fennell Tyres International, based in Kewdale, has expanded across Western Australia since joining the Magna Tyres Group in 2020. It supplies tyres, servicing and technical support to the transport, mining, industrial, construction and earthmoving sectors.

The acquisition follows a long-standing relationship between Aldo Gismondi, Director of Magna Tyres Australia, and Bevan Dillon, Director of Bunbury's Tyre Specialists. The two have worked together for many years, sharing a focus on customer service and support for the transport, construction, industrial and earthmoving sectors.

Gismondi said: "This acquisition represents an exciting opportunity to further strengthen our service network across Western Australia. Bunbury's Tyre Specialists has built an outstanding reputation throughout the Southwest, and together we look forward to delivering even greater value and service to our customers."

Dillon said: "The relationship between our organisations has developed over many years, making this a natural progression. We are proud of the reputation Bunbury's Tyre Specialists has established and are excited about the opportunities this acquisition will create for our customers and our team."

Fennell Tyres International said the acquisition would improve its ability to serve customers in both Perth and regional Western Australia, with faster response times and wider product availability. The company described the move as the next stage of its long-term investment strategy, aimed at expanding its regional service capability across Western Australia's metropolitan and regional markets.

The launch of the Made-in-India MICHELIN Primacy 5, the company’s first locally manufactured passenger car tyre, is not simply another product introduction. It is the cornerstone of a broader strategy that spans premium mobility, advanced manufacturing, artificial intelligence, customer experience and global supply chains. As India’s automotive market shifts towards larger, safer and more premium vehicles, Michelin believes the country is ready for technology-led tyres manufactured closer to home.

For much of the past decade, Michelin’s India story has largely revolved around truck and bus radial tyres. The French tyre maker built a modern manufacturing facility in Chennai, supplied premium commercial vehicle tyres to both domestic and export markets, expanded its engineering, research & development and digital capabilities in Pune and patiently built its brand in a market where price traditionally outweighed premium performance.

But now, Michelin believes the timing is right to make its biggest play yet in India’s passenger vehicle market.

The company has launched the MICHELIN Primacy 5, the first passenger car tyre manufactured by Michelin in India, ending years of reliance on imports for one of its most important premium product lines. This new launch represents more than localisation. It reflects Michelin’s confidence that India is entering a new phase of automotive consumption – one where buyers increasingly prioritise safety, comfort and long-term ownership value over the lowest purchase price.

Speaking at the launch in Chennai, Shantanu Deshpande, Managing Director, Michelin India, described the milestone as the culmination of a strategic shift announced just 18 months earlier.

“Just about a year and a half ago, we stood here and announced that we were going to start manufacturing passenger car tyres. It’s no more a promise. It is actually happening. The tyres are being manufactured as we speak now in our factory,” said Deshpande.

The passenger car production line was commissioned in just 12 months, supported by 50,000 hours of employee training and equipped with Michelin’s latest manufacturing technologies. But the investment is less about expanding capacity than positioning Michelin for what it sees as the next chapter of India’s automotive evolution.

RAPIDLY CHANGING PASSENGER CAR SEGMENT

The central premise behind Michelin’s strategy is straightforward: India is no longer simply a small-car market.

For years, hatchbacks dominated domestic passenger vehicle sales, shaping not only vehicle development but also tyre demand. That landscape has changed dramatically as rising incomes, improved highways and changing consumer aspirations have driven buyers towards larger vehicles.

Deshpande believes this transformation is reshaping consumer expectations. “Generally speaking, India is not a country now which is looking for cheap products. It is not limited only to automobiles. You see premiumisation happening across technology, real estate, lifestyle, and it is equally applicable to mobility,” explained Deshpande.

He argues that better road infrastructure has fundamentally altered how Indians use their cars. Explaining it further, Deshpande said, “Cars are no longer just something parked in the garage during the week and taken out over weekends. Families are travelling longer distances at higher speeds, and consumers are looking for bigger cars, comfortable cars and safer cars.”

The numbers support that view.

SUVs, crossovers and MPVs accounted for just over one-fifth of passenger vehicle sales in 2010. By 2025, they represented more than half of new vehicle sales, while annual volumes in the segment have expanded to roughly 1.5 million units. Michelin believes that trend will continue, creating sustained demand for premium tyres in the 16-inch and above category.

That explains why the Chennai plant will manufacture tyres ranging from 16 to 22 inches – sizes increasingly fitted to SUVs and premium sedans rather than traditional entry-level hatchbacks. “Our chosen segment is 16 inches and above. That is where we see the strongest growth,” Deshpande said.

Unlike domestic tyre manufacturers that compete across virtually every price segment, Michelin is deliberately narrowing its focus.

Rather than chasing volume at the lower end of the market, it wants to dominate the premium replacement segment, where technological differentiation and brand equity command stronger pricing power.

SAFETY AS A VALUE PROPOSITION

Launching another premium tyre in India would have been difficult if Michelin relied solely on brand reputation. Instead, the company is attempting to build its value proposition around measurable safety performance.

The Primacy 5 has been tested in India by independent testing agency Applus+ IDIADA against competing premium products from its immediate peers on Indian roads.

According to Michelin, the tyre stops up to eight metres shorter than competing tyres in wet braking tests when new and up to nine metres shorter when worn. It also delivers a four-metre advantage in dry braking while offering an eight percent improvement in longevity over its predecessor, the Primacy 4ST.

For Deshpande, these figures translate into a much broader consumer message. “Eight metres is probably as long as a city bus. That difference, when you’re driving in wet conditions, is the difference between being safe and being involved in an accident,” explained Deshpande.

More importantly, Michelin emphasises that the braking advantage remains even after the tyre has worn. “The confidence is not only when you buy a new tyre. The confidence lasts for the entire life of the tyre. That is what the consumer wants,” added Deshpande.

This lifecycle approach has become a defining characteristic of Michelin’s premium positioning globally, but it is particularly relevant in India, where tyres are often used until the legal wear limit or beyond.

The Primacy 5 delivers a claimed 6.5 percent improvement in rolling resistance compared with the Primacy 4ST, helping reduce fuel consumption in internal combustion vehicles while extending driving range in electric vehicles. Michelin also claims a nine percent improvement in ride comfort through a redesigned tread pattern aimed at reducing road noise.

BENCHMARKING AGAINST THE BEST

Michelin is positioning the Primacy 5 at the top end of India’s replacement tyre market, and its performance claims have been measured against what it considers the strongest competitors in the segment.

Rather than comparing the tyre with mid-market products, the company benchmarked the Primacy 5 against flagship offerings from its immediate peers.

“We picked the top-of-the-line products,” Deshpande said.

The comparison included Bridgestone’s Turanza range, Continental’s UltraContact UC6 and Yokohama’s BluEarth series – products that define the premium replacement segment. By evaluating the Primacy 5 against competitors’ best offerings, Michelin believes it provides consumers with a more meaningful assessment of performance, particularly in safety, comfort and longevity.

For Michelin, the objective is not simply to participate in the premium category but to establish itself as the benchmark against which other premium tyres are measured.

AN EV STRATEGY WITHOUT BUILDING AN EV TYRE

Another notable aspect of Michelin’s positioning is its approach to electric vehicles.

Unlike several competitors that market dedicated EV tyre ranges, Michelin is promoting the Primacy 5 as a platform equally suited to internal combustion engine, hybrid and battery-electric vehicles.

The tyre has been engineered to manage the additional weight and higher torque associated with electric vehicles while reducing rolling resistance to improve driving range.

Deshpande summarised the positioning succinctly: “Our products are good for ICE and great for EV.”

Rather than creating separate product families, Michelin appears to believe that mainstream premium tyres will increasingly serve multiple powertrain technologies as the market evolves.

That approach may prove particularly relevant in India, where consumers continue to choose between petrol, diesel, hybrid and electric vehicles across the same model lines.

LOCAL MANUFACTURING GOES BEYOND IMPORT SUBSTITUTION

For Michelin, manufacturing passenger car tyres in India is not simply about reducing imports. It reflects the company’s broader ‘local to local’ strategy – producing closer to customers while maintaining global technology and quality standards.

The Chennai facility now houses one of Michelin’s most advanced passenger car production lines, featuring extensive automation and robotics. Questions inevitably arose about whether tyres manufactured in India would differ from those produced in Europe.

Deshpande dismissed the suggestion. “The fact that we have been exporting our truck tyres made in Chennai to North American markets, European markets and African markets is testimony that a Michelin tyre of the same quality standards which is made outside India can be made in India,” said Deshpande.

The only changes, the Michelin India executive said, involve reinforcing the tyre for Indian road conditions while maintaining the same global performance standards.

WHY MICHELIN SKIPPED PRIMACY 4

The launch also prompted questions about Michelin’s product strategy.

Why introduce the Primacy 5 as the first locally manufactured passenger car tyre instead of producing the outgoing Primacy 4? Deshpande said the answer was straightforward.

“The Primacy 4 is a tyre line which is getting succeeded by Primacy 5. We are selling Primacy 4 right now because we wanted to manufacture Primacy 5 in India. Now that we are launching Primacy 5, over time, through a phase-in and phase-out process, we’ll discontinue Primacy 4 and have only Primacy 5,” stated Deshpande.

PREPARING FOR THE AI CONSUMER

Michelin also sees artificial intelligence reshaping how tyres are marketed. According to Deshpande, the battle for consumer attention is moving beyond Google.

“The research online is now changing. It is not just websites or Google. People are searching through AI,” he said. That requires manufacturers to rethink how information is published.

“It is very important that you are engaging on the right forums where this information is crawled by AI agents. Platforms talking objectively about tyres and vehicles need to have the right content available so that whenever a consumer researches, that information is captured and presented,” added Deshpande.

BUILDING A GLOBAL SUPPLY CHAIN FROM INDIA

Michelin’s ambitions in India extend well beyond manufacturing finished tyres.

Alongside expanding local production, the company is actively identifying Indian suppliers that can become part of Michelin’s global procurement network. Deshpande explained that Michelin categorises its raw materials into three broad groups. Certain strategic components and proprietary compounds continue to be produced internally to safeguard intellectual property, while natural rubber remains an area where India still depends heavily on imports because domestic production cannot fully meet industry demand.

The larger opportunity, however, lies in industrial raw materials such as chemicals, carbon black and other tyre manufacturing inputs.

“Our focus is to procure more of these raw materials locally in India but also identify suppliers who can become part of Michelin’s global supply chain,” Deshpande said.