Harinder Pal Kaur

For fleet operators, tyres are more than just rubber on the road – they represent nearly 30 percent of total operational costs. As margins tighten, operators are moving beyond simple replacements and instead reassessing the entire tyre lifecycle to maximise longevity without compromising on safety or uptime.

In India’s cost-sensitive trucking industry, tyres represent one of the most significant operating expenses for fleet operators. Managing tyre life effectively has therefore become a critical part of fleet profitability, pushing many transporters to revisit tyre retreading as a strategic cost-management tool. While retreading has long existed within the commercial vehicle ecosystem, the segment today is evolving rapidly with improved technology, organised service networks and greater industry awareness around sustainability.

In an exclusive interview with Tyre Trends, Harinder Pal Kaur, General Manager of Cargo Carrier at Northern Cargo Service, shared how the company is redefining the role of tyre retreading. At present, the fleet operator manages nearly 800 trucks, where retreading is no longer a mere ‘stop-gap’ repair, it has evolved into a sophisticated, central pillar of their operational strategy.

“When we talk about trucking economics, tyres are one of the major operating costs for fleet operators. Managing tyre life effectively is therefore very important for transporters, and this is where tyre retreading plays a significant role,” she explains.

Over the past few years, rising tyre prices, growing fleet sizes and the need to optimise operational costs have made retreading increasingly relevant. At the same time, improvements in tyre construction, retreading technology and organised service networks are steadily transforming the segment into a more structured component of tyre lifecycle management.

TECHNOLOGY AND ORGANISATION

India has historically had a strong culture of tyre retreading in the commercial vehicle sector, largely driven by the cost-conscious nature of transport operations. However, the quality and reliability of retreaded tyres have not always been consistent in the past, particularly when the industry was dominated by small, unorganised players.

Kaur believes the sector is now entering a new phase of technological maturity. “Over the last few years, the commercial vehicle tyre retreading market in India has evolved steadily. Rising tyre prices, growing fleet sizes and the need to optimise operating costs have encouraged many transporters to look at retreading as a practical solution to extend tyre life and improve cost efficiency,” she notes.

A key factor behind this shift has been the emergence of more advanced retreading technologies. Modern retreading processes now include sophisticated inspection and manufacturing techniques designed to improve reliability and durability.

“Earlier, retreading was often associated with inconsistent quality, but today more organised players and better processes are improving reliability and performance. Technologies such as advanced pre-cure retreading, mould-cure or hot retreading and non-destructive tyre casing inspection systems are helping assess the condition of casings before retreading,” Kaur explains.

Automation is also playing a role in improving consistency. “Automated buffing and building machines along with improved rubber compounds are helping enhance the durability and performance of retreaded tyres,” she adds.

As a result, fleet operators are increasingly viewing retreading not merely as a cost-saving exercise but as a structured process that can extend tyre life while maintaining operational safety.

FREIGHT CYCLES AND FLEET UTILISATION DRIVING DEMAND

The demand for retreaded tyres is closely linked to the operating dynamics of the logistics sector. India has one of the world’s largest commercial vehicle fleets and trucks often operate over long distances with high utilisation rates. This naturally leads to faster tyre wear.

“The expansion of the logistics sector and improving highway infrastructure are allowing trucks to operate at higher speeds and for longer durations, which increases tyre wear and creates further opportunities for retreading,” Kaur explains.

Freight cycles and payment patterns within the industry also influence tyre management decisions. The transport business typically operates with extended payment cycles, which puts pressure on fleet working capital.

“In the transport industry, freight payment cycles are often long. Payments can take time, and in some cases, companies still require the physical hard copy of the lorry receipt before processing payment. Because of this, transporters usually need to maintain around 45–60 days of operational working capital to keep their fleets running,” she says.

During periods of strong freight demand, trucks spend more time on the road and less time idle. While this improves revenue generation, it also accelerates tyre wear.

“Long highway runs generate higher heat build-up in tyres, which leads to faster tread wear and increased tyre consumption,” Kaur notes.

At the same time, operational disruptions can also affect tyre utilisation. “Delays during loading and unloading, accidents or regulatory checks can sometimes keep vehicles stationary for several days,” she says.

In such situations, retreading helps fleet operators balance costs while maintaining operational continuity. “Retreading becomes an important cost-management strategy because it helps extend the life of tyre casings and reduce the overall cost of tyre replacement,” she adds.

CHANGING PERCEPTIONS AMONG FLEET OPERATORS

One of the most notable developments in the past decade has been the gradual shift in how fleet operators perceive retreaded tyres. “Retreading is increasingly seen not as a ‘cheap repair’ but as a part of structured tyre lifecycle management,” Kaur observes.

This change has been driven partly by technological improvements and partly by greater professionalism among fleet operators themselves. As fleets become more organised and data-driven, tyre lifecycle planning is receiving greater attention.

Another important driver behind this shift has been the growing involvement of tyre manufacturers in the retreading ecosystem.

“Tyre manufacturers are now more directly involved in the retreading process through programmes that provide approved retread designs, certified processes and casing inspection standards. This has improved the reliability perception of retreaded tyres and encouraged larger fleets to adopt them with greater confidence,” Kaur explains.

Her own experience highlights how operational acceptance evolves over time. “I remember an interesting experience from the early days of my career in the transport sector. While reviewing ways to control operational expenses, I initially tried approaching tyre manufacturers directly to negotiate better discounts for bulk purchases, but that idea did not work out as planned,” she recalls.

During that process, she discovered retreading vendors who offered a viable alternative. “I came across two vendors in Kolkata who were providing tyre retreading services and spent time understanding the process and its cost advantages,” she says.

However, adoption within the fleet was not immediate. “When we first introduced retreaded tyres into our fleet, many drivers were hesitant due to concerns about performance. To address this, we started using retreaded tyres only on the dead axle where the operational risk is comparatively lower,” avers Kaur.

The strategy gradually built confidence within the organisation. “Over time, as the tyres performed well, driver confidence gradually improved,” she adds.

TYRE MANAGEMENT AND CASING QUALITY

While retreading offers clear cost advantages, its success depends heavily on how tyres are managed during their first lifecycle.

“Retreadability largely depends on how well a tyre is maintained during its first life. Poor maintenance practices can significantly reduce the chances of a tyre being successfully retreaded. Common mistakes include irregular rotation, incorrect air pressure, delayed servicing and neglecting tube or valve condition,” she says.

Driving behaviour also plays a critical role. “Overloading, harsh braking or aggressive driving can damage the casing and reduce retread potential. Maintaining proper rotation, correct air pressure, regular vehicle servicing and disciplined driving are key to keeping tyres healthy and suitable for retreading,” Kaur explains.

The quality of the original tyre is another crucial factor. Premium tyres often provide stronger casings that can withstand retreading more effectively.

She acknowledges: “premium tyre brands generally offer better retreadability because their casings are stronger and of higher quality. A durable casing maintains its structure after the first life, increasing the chances of a successful retread.”

In contrast, the growing influx of low-cost imported tyres poses challenges for the retreading ecosystem.

“Many imported tyres have shorter lifecycles and weaker casings, which makes them less suitable for reliable retreading. While they may reduce the initial purchase cost, they often offer lower long-term value in terms of durability and retreadability,” says the executive.

ECONOMICS AND SUSTAINABILITY ADVANTAGE

Ultimately, the biggest driver behind retreading adoption remains economics. In a competitive logistics market where margins are often thin, tyre lifecycle optimisation can significantly improve profitability.

“Retreading can add 50,000–55,000 km of additional life to a tyre after its first use. Since retreading costs roughly 40–50 percent of a new tyre, fleets can extend tyre value at a much lower expense,” she says.

When combined with proper tyre rotation and casing management, the savings can be substantial. “Retreading can help reduce overall tyre costs by 20–30 percent per axle while maintaining reliable on-road performance,” she says.

However, fleets often adopt a selective approach to ensure operational safety. “In our operations, we generally use retreaded tyres on vehicles running shorter routes or last-mile deliveries, while long-haul operations rely more on new tyres,” Kaur notes.

Beyond cost savings, sustainability considerations are also encouraging logistics companies to adopt retreading. “Retreading extends the life of a tyre casing and uses significantly less raw material and energy – up to 70–80 percent savings compared to producing a new tyre,” she explains.

In an era where organisations are increasingly focussing on reducing their carbon footprint, usage of retreaded tyres also has its own merit going beyond just cost saving.

“It reduces carbon emissions, lowers material consumption and significantly cuts tyre waste because fewer tyres end up in landfills,” she explains. By extending tyre lifecycles, retreading supports circular economy principles that are increasingly becoming part of corporate sustainability strategies.

THE ROAD AHEAD

Looking ahead, the retreading industry will need to adapt to emerging technological and regulatory trends. One of the biggest shifts on the horizon is the electrification of commercial vehicles.

“Electrification will bring new dynamics to the retreading business. Electric vehicles deliver higher torque, which can increase tyre wear,” she says.

At the same time, EV tyres are designed differently and may require specialised retreading materials and processes. “As tyre technology adapts for electric vehicles, retreading will also need EV-specific compounds and processes,” she explains.

Despite these changes, Kaur believes retreading will continue to remain relevant for fleet operators. “As the EV market grows, retreading could still remain a cost-effective solution, provided the technology evolves along with vehicle and tyre design,” she says.

For India’s logistics sector, where cost efficiency and operational optimisation remain paramount, tyre retreading is likely to remain a vital part of fleet strategy.

As Kaur summarises: “When supported by proper tyre maintenance, reliable partners and structured tyre management practices, retreading can deliver both economic and environmental benefits for fleet operators.”

Balkrishna Industries Ltd. (BKT) has extended its partnership with Cricket Australia for a further three years, remaining the naming rights partner of the Golden Cap awards in the Big Bash League (BBL) until the end of the 2028-29 season. The renewal takes the partnership beyond a decade, making it one of the league's longest-running commercial agreements.

BKT has been an Official League Partner of the Big Bash League since 2018. The companies said the extension reflects their continued commitment to supporting the growth of Australian cricket while enhancing the experience for players and fans.

Over the course of the partnership, BKT has developed a strong presence across the Big Bash Leagues through its association with the tournament and fan engagement initiatives. The renewed agreement, the companies said, reflects a long-term relationship built on community engagement and a shared commitment to Australian cricket.

Rajiv Poddar, Joint Managing Director of BKT, said: “The extension of the partnership with the BBL has continued to evolve since 2018, bringing us to achieve significant milestones together. Australia remains a strategic market for BKT, and cricket is one of the country's most popular and passionately followed sports, bringing together millions of fans every year. That’s why we are pleased to continue supporting one of the world's most exciting cricket competitions through the 2028/29 season. We look forward to building on the success we have achieved together and creating lasting value for our stakeholders, partners and fans around the world.”

Alistair Dobson, General Manager of the Big Bash Leagues at Cricket Australia, said: “We’re thrilled to extend our partnership with BKT, who has been such a fantastic supporter of the Big Bash for nearly a decade. The BKT Golden Bat and BKT Golden Arm caps have long been popular with players and fans and a great way to celebrate the world-class batting and bowling across both the BBL and WBBL. BKT Big Bash Tipping also adds to the fan experience, giving fans another avenue to engage with the leagues and challenge their friends, families and workplaces. We’re looking forward to continuing to build on our strong relationship with BKT as this partnership extends beyond a decade in the coming years.”

The companies said they would continue to work together as the partnership enters its second decade, with a focus on innovation, fan engagement and the long-term development of Australian cricket.

JK Tyre & Industries has appointed Pushpak Barik as Vice President – Replacement Business, reinforcing its domestic leadership team as the company looks to strengthen its presence in the replacement tyre market, according to a report.

In his new role, Barik will lead the strategic growth of JK Tyre's replacement business, with responsibility for expanding the company's replacement market portfolio, optimising channel performance and strengthening its retail footprint across India.

Before joining JK Tyre, Barik served as Head of Sales – Commercial Mobility at TVS Motor Company, where he led initiatives to accelerate business growth in the commercial mobility segment.

He brings extensive industry experience, having held leadership positions at Continental, Ashok Leyland, Bajaj Auto and Tata Motors. His expertise spans sales leadership, channel development, commercial mobility, strategic partnerships, network expansion and business transformation.

JK Tyre said Barik's experience in driving profitable growth, strengthening distribution networks and expanding market presence will support the company's next phase of growth in the replacement business.

Nokian Tyres has announced the promotion of Tiina Frazer to Senior Vice President of Brand, Marketing and Communications, effective 1 August 2026. In addition to her new executive role, she will join the company’s Management Team, operating from the headquarters in Helsinki, Finland, and reporting directly to President and CEO Paolo Pompei.

Frazer originally joined the Finnish tyre manufacturer in September 2025 as Vice President for the same functional area. Her professional background includes a tenure as Vice President of Brands and Marketing at HKFoods Finland Oy, along with prior senior leadership roles at Lumene, Roche Pharmaceuticals and Fiskars, bringing extensive cross-industry experience to her expanded responsibilities.

Paolo Pompei, President and CEO, Nokian Tyres, said, “I am delighted to welcome Tiina to the Nokian Tyres Management Team. Her experience in building impactful brands make her an excellent addition to our team as we continue to strengthen our premium position in our key markets.”

Fornnax Technology has taken a decisive step to strengthen its European footprint by formalising a service partnership with industry veteran Lukas Baur of NOBA Maschinenservice. The agreement, ratified by company CEO Jignesh Kundaria, transitions the Indian manufacturer’s support model from remote coordination to an on-the-ground operational presence. This strategic alignment is designed to address the growing demand for immediate technical intervention across the continent’s recycling sector.

Based in Worbis, Germany, Baur commands a fully integrated service infrastructure that includes a 1,000-square-metre workshop fitted with a 5-tonne crane system, a dedicated hydraulic bay and specialised tooling for bearing replacements. His mobile response unit comprises 12 Mercedes Sprinter vans and a workforce of 24 certified technicians, enabling rapid deployment across a 1,000-kilometre radius. This setup guarantees that Fornnax customers can expect emergency assistance within 24 hours of a service call.

Baur’s professional history spans over 20 years of hands-on work with prominent shredder brands such as Eldan, Lindner and Vecoplan, giving him intimate knowledge of the operational challenges faced by European plant operators. His decision to join forces with Fornnax was driven by the manufacturer’s distinctive combination of competitive pricing, rugged construction and advanced wear-resistant engineering. He recognised that the current market turbulence – marked by tight margins, postponed capital expenditures and a dwindling labour pool – demanded a partnership capable of delivering both technical depth and logistical speed.

Under the new arrangement, Baur assumes full responsibility for the entire equipment lifecycle, covering system commissioning, scheduled upkeep, urgent breakdown recovery and the supply of mechanical, hydraulic and electrical components. He has also expressed a long-term vision to transform his Worbis facility into a regional spare parts consolidation centre, particularly if Fornnax opts to stock inventory at that location. To match anticipated growth, he plans to augment his fleet and technician count by two to three units annually.

This collaboration signals Fornnax’s broader commitment to building a dedicated European service network rather than relying on generalized support structures. With Baur’s proven capabilities now formally integrated, the company aims to deliver faster resolution times and technically nuanced assistance that aligns with the high-throughput demands of modern recycling operations. The partnership ultimately positions Fornnax as a formidable contender in the European shredding equipment landscape, with service excellence as its cornerstone.

Jignesh Kundaria, Director and CEO, Fornnax, said, "We strongly believe that by continuously improving our service quality and customer satisfaction index, we can build long-term relationships with our customers. Higher customer satisfaction leads to greater trust, which significantly increases repeat orders and ultimately drives sustained growth in our sales revenue."