The global tyre industry is undergoing significant change. Geopolitical disruptions, increased sustainability requirements, supply chain shifts and the move to digital manufacturing are transforming an industry once focused on scale and efficiency. Additionally, electric mobility, smart factories and material innovation are redefining competition.

In this context, the Global Tyre & Rubber Conference (GTRC) 2026, organised by Tyre Trends and scheduled for 17–18 June in Chennai, is especially timely. More than a typical industry gathering, the conference serves as a strategic forum for business leaders, machinery suppliers, material scientists and technology specialists to shape the future of tyre manufacturing.

The timing is significant.

India’s tyre sector is rapidly evolving, driven by domestic demand, export growth and investment in advanced manufacturing. Chennai, a key hub for automotive and tyre production, is a fitting location for a conference focused on industrial transformation.

The conference will begin with an inaugural session that sets the context for these industry changes.

The opening address will be delivered by Mike Norman, Chief Commercial Officer of VMI, a leading supplier of technology for the manufacture of superior radial passenger vehicle, light truck, all-steel truck and bus tyres. As a leader in tyre manufacturing technology, Norman offers valuable insight into global manufacturing trends, highlighting the increasing importance of advanced machinery and digital systems for competitiveness.

A strategic dimension will be added by Arun Mammen, Chairman of the Automotive Tyre Manufacturers’ Association (ATMA) and Vice Chairman and Managing Director of MRF, who will deliver the key address. Few voices are better placed to contextualise the present state of the Indian tyre industry. As manufacturers navigate shifting regulatory environments, sustainability expectations and global competitive pressures, Mammen’s perspective is expected to extend beyond immediate market conditions towards the structural evolution of the sector itself.

The ceremonial lighting of the lamp will formally inaugurate proceedings, but the conference’s real momentum begins with its first major business session.

The opening business session features a CXO panel of senior executives whose organisations have significant influence in manufacturing, technology and sustainability.

Moderated by Latha Chembrakalam, CEO of AutoAscend, the panel includes Anil Gupta (COO, Yokohama Off-Highway Tires), Arun Mammen, Mike Normann and Ian Wilson (Managing Director and Co-CEO, HF Group). This session is structured to address the key commercial challenges facing the industry, rather than serving as a routine executive discussion.

The panel will discuss how manufacturers are adjusting investments, localisation strategies and technology adoption in response to global changes. The focus is shifting from efficiency alone to building industrial resilience for future disruptions.

Sanjay Chatterjee, Director General of ATMA India, will complement this discussion with a presentation on industry growth, policy and institutional perspectives. His insights will be valuable for delegates interested in the regulatory and economic factors influencing future investments in India’s tyre sector.

If the opening sessions focus on commercial realities, the conference’s technical programme turns decisively towards manufacturing transformation.

Session II, chaired by V K Misra, Technical Director of JK Tyre, examines manufacturing excellence through the lens of process engineering and industrial innovation. The session begins with the presentation of Dr Gerard Nijman, Expert Sales Manager Tyre & Rubber, Krauss Maffei, who will present a paper titled ‘50 Years of Tyre Component Extrusion: Did the Piggyback Multiplex Head Reach its End of Life?’ The presentation will revisit the introduction of the piggyback co-extrusion concept nearly 50 years ago, which improved process capability, addressed OEM requirements and reduced scrap generation.

The technology enabled the co-extrusion of tyre components using up to seven rubber compounds and is now used in more than 95 percent of tread and sidewall production. Dr Nijman will also discuss the limitations of current multiplex heads and provide a preview of a new co-extrusion concept for tyre compounds.

Nicola Fedele Rodolfo, Managing Director and Board Member, Rodolfo Comerio, will speak on ‘Calendering – The Heart Beat of Tyre Production’. The presentation will trace Rodolfo Comerio’s role in calendaring technology for the global tyre and rubber industry, combining market perspectives, technical innovation, company heritage and future developments. The presentation concludes by underscoring the company’s 148-year legacy in the industry, from operating the first calender for Pirelli to supporting the next generation of tyre production technologies.

Karsten Jung, Director – Sales, Rubber Machinery Division, TROESTER GmbH & Co. KG, and Saravana Kumar S, Managing Director and Member, TROESTER India Pvt Ltd, will speak on ‘Robotics and Automation’. Jung will present the latest developments in automation and robotics solutions for the tyre industry while also addressing the impact of electric vehicle requirements on compound development. Drawing on testing conducted at TROESTER’s in-house laboratory, the presentation will highlight a newly adapted screw design developed to improve the processing of new EV compounds. Saravana Kumar will outline how regional service integration supports sustainable extrusion operations. Saravana Kumar’s presentation will focus on TROESTER India’s presence in Chennai and its customer support capabilities across engineering, technical service, spare parts and after-sales support, aimed at enabling faster response times and improved operational efficiency.

This progression towards advanced manufacturing continues in the third session which is on Advancements in Tyre Manufacturing.

Dr Róbert Hula, Sales & Marketing Manager, Vipo a.s., will present his paper titled ‘Bead and Apex Solutions for Advanced Tire Manufacturing’. The presentation will explore how changing tyre production requirements, including smaller batch sizes, frequent product changes and larger rim sizes, are increasing demand for more flexible manufacturing systems.

The presentation will highlight VIPO technologies such as the LIHEXAL 8 bead winding machine and advanced apexing systems, featuring real-time monitoring, AI-supported controls, MES integration and automated material handling. It will also introduce concepts such as sensor-ready bead production and digital optimisation of manufacturing lines, focusing on the role of bead and apex technologies in advanced tyre production.

Bob Irwin, Vice President Sales & Marketing, Steelastic, will give a paper presentation titled ‘Integrating Extrusion Technology with Conventional Calendering to Elevate Tire Manufacturing Efficiency’. The paper will explore the integration of Steelastic’s advanced extrusion-based systems with conventional calendering and cutting methods in tyre reinforcement manufacturing, with a particular focus on the APAC market.

The presentation will examine how combining these technologies can enhance production efficiency, flexibility, sustainability and quality across tyre manufacturing operations.

Session IV, chaired by C Harimohan of Yokohama Off Highway Tire, is Going Green and Sustainable. Colin Clarke, Director Technical Sales, Schill+Seilacher “Struktol” GmbH, will present a paper titled ‘From Evolution to Revolution – Functional Additive Chemistry Adapted to Extreme Processing Challenges’. The presentation will examine how process additives have evolved from general processing aids into targeted solutions addressing challenges such as silica dispersion, tack, green strength, mill release and compound-to-metal adhesion. Focusing on extreme silica-filled and resin-rich tyre compounds, the presentation will introduce a new functional additive technology designed to optimise mixer and mill release while maintaining silica dispersion, improved flow behaviour, enhanced green strength and tyre performance properties.

In his presentation titled ‘Innovative Silane Grafted Liquid Rubber for Tire Compounds’, Ralph Böhm, Senior Manager, Kuraray, will share his thoughts on the role of liquid rubbers, composed of isoprene, butadiene and styrene, in improving tyre processing and performance. The paper will highlight the latest study on functionalised liquid rubbers and their advantages in natural rubber and silica formulations, focusing on processability, balancing rolling resistance, abrasion and grip and supporting formulations for next-generation TBR and EV tyres with sustainability considerations.

In his presentation titled ‘Excellent Cord Adhesion Without Cobalt and Resorcinol – A Truly Sustainable Solution’, Dr Roberto Blanco Trillo, Global Business Development Manager, Allnex, will talk about emerging alternatives to conventional adhesion promoter systems used in tyre compounds. Dr Trillo will also talk on the challenges of eliminating resorcinol and cobalt salts from tyre formulations while maintaining vulcanisation speed, mechanical properties, cord adhesion and ageing performance. The presentation will highlight the development of resorcinol-free Novolak resins and a newly functionalised Novolak technology designed to deliver strong cord adhesion and ageing performance without the use of cobalt or resorcinol while also addressing environmental, toxicological and sustainability concerns.

As GTRC is known for providing networking opportunities, a Gala and entertainment night has been organised on the first day on the conference.

Day Two opens with one of the conference’s most contemporary themes.

Session V, explores emerging technologies and artificial intelligence within tyre manufacturing. The timing could hardly be more relevant.

Artificial intelligence (AI) has progressed rapidly from experimental concept to industrial application. Predictive maintenance, intelligent inspection systems and data-driven production management are already altering factory operations across multiple industries.

Marcel Berkers, Vice President Global Sales Tire & Rubber at VMI, is expected to share his thoughts on how these technological shifts are redefining manufacturing systems. Yet the most anticipated discussion may come from Peter Haan, Head of Global VM Tire at Siemens AG, whose presentation addresses the simple utilisation of AI in tyre manufacturing.

Hann will explore the practical adoption of artificial intelligence in tyre manufacturing through his presentation titled ‘Simple Utilisation of AI in Tyre Manufacturing’. The presentation will focus on how AI can be implemented and utilised more easily in industrial environments, particularly at a time when many AI projects struggle to achieve their intended outcomes. Highlighting the shortage of AI-skilled expertise within the industry, Haan will also discuss the importance of enabling

NEW VENUE FOR A BIGGER GTRC

The decision to host GTRC 2026 at the Chennai Trade Centre (CTC) reflects the conference’s growing scale and industry relevance. Following strong participation in the last two editions, organisers faced space constraints as GTRC evolved beyond a conventional conference into a major knowledge-sharing and networking platform for the global tyre and rubber industry.

Located in Nandambakkam and managed by the Tamil Nadu Trade Promotion Organisation (TNTPO), the Chennai Trade Centre offers modern convention and exhibition infrastructure with excellent connectivity to the airport and city transport networks. Its large, flexible facilities are designed to host international trade fairs and business events.

“The move to CTC also responds to industry demand. Many participating companies increasingly view GTRC not only as a forum for technical discussions but also as a platform to showcase innovations and technologies through exhibition booths. The venue’s integrated conference and exhibition facilities make it an ideal setting for GTRC’s next stage of growth,” said Antony Powath, President, Pin 365.

AI adoption by non-specialists. The presentation will also touch upon how AI can accelerate process optimisation in emerging areas such as electrical curing and tyre recycling.

The conference subsequently turns towards quality assurance through Session VI, chaired by UnniKrishnan P K, Global Head – R&D, Tyre Testing at Apollo Tyres.

Testing technologies increasingly determine both production quality and operational efficiency. As artificial intelligence gains traction across tyre manufacturing, autonomous inspection systems are emerging as a key area of innovation. At GTRC 2026, Dr Shaun M Immel of Micropoise will present the latest developments in autonomous tyre defect detection through X-ray image analysis. The paper will focus on advances in Autonomous Defect Recognition (ADR), highlighting a new software solution designed to streamline tyre X-ray inspection. Unlike conventional systems that rely on expensive master tyres and lengthy calibration procedures to achieve millimetre-level screening accuracy, the new approach eliminates these requirements. According to Micropoise, the technology significantly reduces the time and effort involved in creating and managing inspection recipes, cutting preparation times from hours to minutes. By integrating AI and Deep Learning (DL) techniques, the system enables more accurate autonomous tyre inspection and defect classification.

Lubos Hodal, Head of Sales Department at Micro-Epsilon, will present the company’s latest developments in tyre inspection systems. Hodal’s presentation will highlight offline profiling with compound measurement, online profiling with auto-correlation functionality, tyre letter inspection and tyre mould inspection technologies aimed at improving manufacturing accuracy and defect detection. Hodal will also underline Micro-Epsilon’s ‘Made in India’ approach, reflecting the growing role of localised manufacturing in supporting the tyre industry.

Michael Müller, Senior Sales and Key Account Manager at ZF, will present a technical paper titled ‘Tyre High Speed Uniformity Measurement – Interpretation Regarding Quality & Vehicle Comfort in R&D and Virtual Tyre Development’.

As tyre manufacturers increasingly rely on virtual development and advanced modelling techniques, accurate high-speed uniformity (HSU) measurement has become central to evaluating tyre performance, ride comfort and quality.

Müller’s presentation will examine the state of the art in HSU measurement and analysis, addressing how key tyre characteristics are incorporated into tyre modelling and comparing measurement approaches using speed ramps and constant speeds. The session will also explore the different machine types used for HSU measurement, including the influence of machine natural frequencies on measurement outcomes.

Further discussion will focus on typical HSU evaluations, the impact of varying road wheel surfaces and the available concepts for testing across different surfaces. The presentation will additionally highlight the tyre model parameters derived from HSU measurements and review both recent technological advances and ongoing developments shaping the future of high-speed tyre testing.

The session is expected to offer valuable insight into the evolving role of HSU measurement in tyre R&D, quality assurance and virtual tyre development.

With sustainability moving to the forefront of tyre manufacturing, curing technologies are under increasing scrutiny. Anil Nair, Director of Curing Press Sales for HF Group in India, will present ‘HF eCuring – The Next Level of Electrical Tyre Curing, in the final technical session. In his presentation, Nair will highlight how HF Group’s electrical curing technology could significantly reduce the curing room’s carbon footprint while delivering operational gains such as higher throughput, improved tyre quality, enhanced safety and lower maintenance costs. The presentation will also highlight the role of online condition monitoring and predictive maintenance in supporting long-term efficiency.

As the tyre industry accelerates its shift towards circularity, end-of-life tyre traceability is becoming increasingly important. Arthur Wagner, CEO, REGOM, will discuss how data-driven traceability solutions can improve transparency and efficiency across the recycling value chain. The presentation will tell how structured data and material flow tracking can support compliance, improve decision-making and enhance the quality of recovered materials, helping build a more circular tyre ecosystem.

Sustainable material innovation will also feature prominently at GTRC 2026, with Black Donuts presenting a novel approach to replacing fossil-based tyre components. Aki Nurminen from Black Donut will throw light on a new premix material combining natural rubber and microfibrillated cellulose (MFC), a plant-derived reinforcement material. Designed to overcome compatibility challenges in tyre manufacturing, the technology promises improved usability while reducing reliance on carbon black and other fossil-based inputs.

The conference closes with a panel discussion that may ultimately prove its most candid conversation.

Moderated by Srikanth Chakravarthy, Managing Director of Eonix, the discussion on crisis, sustainability and the green transition brings together Nikhil Puri of Yokohama and procurement leaders from other tyre companies. Their conversation is expected to confront the difficult questions underpinning contemporary industry strategy: how manufacturers balance sustainability with cost realities, navigate geopolitical disruptions and maintain competitiveness amid rapidly changing technological and environmental expectations.

For the tyre industry, GTRC 2026 arrives not simply as another conference but as a reflection of an industry in transition. Chennai may provide the venue, but the themes under discussion – automation, circularity, artificial intelligence and manufacturing resilience – are unmistakably global.

WHAT INDUSTRY LEADERS SAY ABOUT GTRC PAST EDITIONS

“Over and above it, GTRC is a great networking opportunity.”

Satish Sharma, Senior President & Director – Business Development & Strategy, Balkrishna Industries Ltd (BKT)

“I loved the conference a lot, and I thank you, Antony, and the team. Looking forward to attending more conferences.”

Pravin Joshi, Vice President at Yokohama Off-Highway Tyre

“First, we are very happy to be here; it’s always good to be with our friends and customers for a couple of days. It gives us the opportunity to discuss in a very nice atmosphere. I also think the presentations are very good and high level. It helps us connect with our customers and understand their needs better so we can help them and support them even better. This year (2024) , a record number of people have come here, so all in all, it is very good.”

Harm Voortman, VMI Group

“I think it is a very interesting event to get to meet major role players from the Indian tyre industry in one room where they can see all the new developments and trends within the industry – having this conference once every two years is great, as developments take time.”

Warren Rudman, HF

“I like the interaction. The setup, speakers and high-quality audience are all good combinations.”

Erik Lapre, VMI

“On behalf of our company (Vipo), I would like to thank you for organising GTRC and for bringing some great people and topics related to the tyre industry. It is a unique place for networking. I recommend GTRC to everyone in the industry.”

Andrej Bencel, PhD, Vipo A.S.

“I would like to thank the team for hosting GTRC and bringing all the industry leaders together on a common platform. It is a great knowledge-sharing platform as well as a productive one. The topics covered on sustainability and AI are great and very useful. To be frank, it is the need of the hour.”

Vashni R, SRF Limited

“I thought it would be like any other conference, but it was beyond that, and I learned many things from GTRC. Not only the content but also the hospitality was very good. It was just perfect.”

Sahana, Assistant Manager R&D, Yokohama

The Indian tyre industry continues to demonstrate robust momentum, underpinned by strong automotive demand, significant capacity expansions and a growing global footprint. In an exclusive interview with Tyre Trends, Arun Mammen, Chairman, Automotive Tyre Manufacturers’ Association (ATMA) and Vice-Chairman & MD, MRF, discusses the current landscape, raw material dynamics, replacement market trends and the outlook for the sector over the next few years.

How do you assess the current situation in the Indian tyre industry?

The Indian tyre industry has maintained consistent growth over the years and has now reached a market size of approximately INR 1,100 billion. It is expanding at a healthy 10–12 percent year-on-year, which represents a significant and sustainable pace for a mature sector.

In the last few years, the industry has invested over INR 270 billion in capacity augmentation, strengthening its ability to meet both domestic and international demand. Exports have also emerged as a key pillar, with the sector shipping tyres worth nearly INR 250 billion annually to over 170 countries worldwide. Having evolved over the past 70 years, the Indian tyre industry is now well-positioned for phenomenal long-term growth.

What is your view on Indian automotive sales growing at a record pace?

Original Equipment Manufacturers (OEMs) across segments are performing exceptionally well. Whether it is tractors, two-wheelers or passenger vehicles, strong sales momentum is clearly visible. When OEMs thrive, the tyre industry naturally benefits through higher OE fitments. We expect this positive trend to continue, driving further expansion in both the automotive and tyre sectors in the coming years.

What is the situation on the supply of raw materials, especially natural rubber? Is that something to watch out for in the coming months?

India currently produces only about 60 percent of the natural rubber required by its tyre industry, with the remaining 40 percent met through imports. As domestic demand grows, the volume of imported natural rubber is expected to rise further, potentially creating supply tightness.

To address this strategic vulnerability, a consortium of four major Indian tyre manufacturers has invested over INR 10 billion in rubber plantations in Northeast India over the last four to five years. While these plantations will take additional years to reach full production, they represent a meaningful step towards improving domestic supply security. Though it will not fully resolve the gap, this initiative will certainly help mitigate future shortages.

Replacement demand is also giving a significant boost to overall volumes. How do you see this evolving?

Absolutely. Strong OE sales today lay the foundation for healthy replacement demand in the future as vehicles age and enter the aftermarket. We remain optimistic that both OE and replacement segments will experience steady growth, providing a balanced and resilient demand base for the tyre industry.

Looking ahead to the next three to five years, what will be the key challenges and opportunities for the Indian tyre industry?

Like any dynamic industry, challenges will persist. Geopolitical developments, such as the ongoing Middle East crisis, have already led to rising raw material costs, elevated logistics expenses and higher shipping rates. These external pressures are part of the business cycle and will continue to test industry resilience.

Yokohama Rubber Company’s decision to establish Mexico as the manufacturing hub for its Americas OTR operations signals more than a capacity expansion. It reflects a strategic overhaul of its global industrial footprint. As geopolitical uncertainties, tariff risks and supply-chain disruptions reshape manufacturing priorities, the company’s ‘local for local’ model seeks to position production closer to customers while strengthening resilience. The move also underlines its broader ambition to emerge as the world’s second-largest supplier of specialised mining and construction tyres.

Yokomaha Rubber Company is seeing Mexico as its gateway for Americas, especially its OTR tyre business. Mexico will serve as the production hub for Yokohama and Goodyear Off-the-Road branded products under its ‘local for local’ manufacturing strategy.

Yokohama Rubber will invest USD 115 million to build a mining and construction machinery tyre plant in Mexico as part of the second phase of expansion at its site, where a passenger car tyre plant is already under construction. The brownfield facility will have an annual production capacity of 10,650 tonnes (rubber weight), with construction due to begin in the third quarter of 2026 and production expected to start in the second quarter of 2028.

The company is also establishing a greenfield OTR tyre plant in Odisha, India, with an annual production capacity of 9,150 tonnes and a planned investment of USD 130 million. Production at the Indian facility is scheduled to begin in the third quarter of 2028.

The facility will supply OTR tyres across North and South America, complementing plants in Romania, India, Japan and the Czech Republic, while maintaining global quality standards supported by research and development centres in Japan and US.

Speaking to Tyre Trends¸ Yokohama OTR President Loic Ravasio said, “Mexico becomes the anchor of our Americas production, part of a broader move towards a ‘local for local’ model in which we manufacture OTR tyres in every major region, closer to the customers who use them. It joins a growing worldwide footprint that already includes Romania, India, Japan and the Czech Republic – every site held to the same quality benchmark backed by our research and development centres in Japan and US. For manufacturing specifically, Mexico’s role is to serve North and South America from one central site, putting product closer to mining, construction and infrastructure customers throughout the Americas.”

The plants in India and Mexico are sized and positioned for the regions they serve. These new facilities are part of the company’s transition from Goodyear-operated production to Yokohama-owned sites while also growing its total worldwide OTR capacity. Japan remains one of the company’s core production sites throughout, added Ravasio.

“Mexico’s plant and India’s greenfield plant will more than replace Goodyear plants capacity, allowing us to continue supplying our existing customers, supporting their growth, and also winning new customers with the additional capacity,” he added.

As for production responsibilities, the company’s goal is to produce tyres closest to the customers that need them. OTR plants are flexible and able to adapt to regional needs. “We’re not locking in specifics yet. We want to listen to customers and show them what the combined portfolio can do first and let that shape where things get built,” Ravasio said.

The Mexico manufacturing facility is being developed in Saltillo, Coahuila. Its centralised location for production and distribution across the entire Americas region will allow Yokohama to produce OTR tyres closer to its customers, shortening the lead time and improving responsiveness to customer requests.

“We’re building the Saltillo site to be state-of-the-art from day one including the technology and quality standards because we’re not planning only for today’s market, we’re planning for where our customers and this industry are heading,” said Ravasio.

MARKET ADVANTAGES

The acquisition of Goodyear’s OTR business has created optimum synergies for Yokohama Rubber Company as it is now leveraging the strengths of two complementary product portfolios, which lets it offer one of the most complete product ranges available and better meet the needs of its customers.

“Manufacturing, logistics, research and development synergies have all played their part, bringing procurement, production planning and engineering together from both organisations rather than running them in parallel. Together, that’s meant retaining the great majority of longstanding accounts from both sides and winning new customers we hadn’t worked with before,” said Ravasio.

He added, “What’s really exceeded our initial expectations is the pace. We said we wanted to move quickly on capacity and within about a year of closing we’d already committed to three new or expanded plants across three continents. The two research and development centres working together have increased our capabilities to launch quicker new products and new technologies into the market. That pace shows real commitment to the OTR industry.”

Commenting on the advantages that Mexico offers the business, he noted that Mexico has a skilled, experienced manufacturing workforce and an established industrial supplier base. Its real advantage is geography as a single site here can efficiently reach customers across North America, Central America and South America, which is central to the company’s local-for-local approach.

Yokohama Rubber Company is also able to build on existing local relationships in the country, giving it a head start on talent and operational know-how as it brings the OTR plant online.

GROWTH DRIVERS

According to Ravasio, global infrastructure development in roads, rail and housing along with continued mining and construction activity continues to drive demand for OTR tyres across the Americas.

Mexico’s centralised location allows for shorter supply lines and tyres built closer to the mines and job sites that use them rather than shipped across oceans, which means less equipment downtime waiting on tyres.

“In a market where total cost of ownership (TCO) and not just tyre price drives the buying decision, minimising that downtime is one of the ways we compete,” he noted.

The Mexico plant is designed first and foremost to serve regional demand across the Americas. Nonetheless, the company’s global network is built for flexibility and the plant’s output can support other markets as needed to balance capacity across our worldwide footprint, said Ravasio.

The primary beneficiaries will be mining and construction operators across the Americas along with the infrastructure projects that depend on them. Yokohama Rubber Company’s priority is to better serve its customers, global or local, and to ensure business continuity.

Moreover, as competition toughens in the global OTR market, Yokohama Rubber Company seeks to secure the second spot in the list of world’s largest suppliers. Alluding to this, Ravasio said, “Our ambition is clear. We want to become the world’s second-largest supplier of specialised mining and construction tyres and the right manufacturing footprint is one part of how we get there alongside the same high-quality standards we’re building into every new site including Mexico.”

“Product quality and performance matter just as much and our research and development centres in Japan and US design tyres built specifically for this segment backed by services like tyre pressure management systems TPMS and EMTrack that give customers real-time visibility into tyre health and performance,” he added.

The target behind all of it is straightforward, which is to lower Yokohama customers’ TCO and help them run more competitive operations. Total cost of ownership matters more to OTR customers than any other measure and Yokohama Rubber Company is building everything including research and development, service tools and manufacturing around living up to its TCO leadership position in the market.

FIGHTING CHALLENGES

The plant is being built around modern, energy- and water-efficient lines with the digital process controls needed to hold consistent quality at scale. Producing closer to its customers also means less long-distance transportation of finished tyres and fewer transport-related emissions as a result.

Workforce training will be built around Yokohama Rubber Company’s current manufacturing standards and the plant’s operations will be measured against the environmental targets in its medium-term management plan.

Furthermore, this project is as much about people as it is about capacity. The company is leaning on local expertise and know-how in the region to build the Mexico manufacturing team paired with quality training grounded in its manufacturing experience from other parts of the world.

Hence, the site benefits from both perspectives from day one and creates meaningful skilled employment, directly at the plant and through the broader supplier network around it.

“It’s the same approach we’ve used successfully as we’ve expanded elsewhere. We invest in local talent, train heavily and hold everyone to the same standards we apply globally. Wherever we build, the people on the floor get the same training and hold the same standards as any other Yokohama site. That’s non-negotiable,” Ravasio said.

Alluding to tackling supply chain setbacks, the executive noted that producing closer to the customer is the clearest way to build resilience too as it reduces the company’s exposure to long cross-continental shipping routes and the risks that come with them, plus it helps mitigate the impacts of tariffs.

“Our plant in Mexico makes our overall industrial footprint stronger, which is what helps us weather supply-side setbacks rather than depending on any single site or transit lane. It also lets us react faster to swings in product trends and other unforeseen events because the people and the production capacity making that call are closer to where the need actually is. That kind of diversified, local-for-local footprint is deliberately designed to avoid the kind of supply shocks the industry has seen in recent years,” he added. And over the next five years, Mexico becomes one of the clearest proof points for the company’s local-for-local approach. “We expect continued growth from infrastructure and mining activity and customers pushing equipment harder, which raises the bar for durability and service as much as tyre technology. Regional manufacturing, closer partnerships with customers and the network we’ve built over the past year are how we intend to become the world’s second-largest supplier in the OTR industry,” Ravasio said.

Mexico’s emergence as the company’s Americas manufacturing hub represents a calculated investment in regionalisation rather than simple capacity addition. Whether this strategy translates into sustained market share gains will depend on execution, customer adoption and competitive pressures, but it firmly positions the company to respond faster to an increasingly demanding global OTR market.

The Country Manager of Bridgestone Mexico on regional strategy, the Cuernavaca plant, the rise of retreading and why the future belongs to companies that evolve with their customers.

Mexico has spent the past decade transforming itself from a low-cost manufacturing base into something far more strategic within North America’s automotive supply chain. Few executives are better placed to explain that shift than Alexandre Lopes Araujo, Country Manager of Bridgestone Mexico, who believes the country is living through one of the most significant moments in its automotive history, recognised today not only for its manufacturing strength but for the strategic role it plays in the wider development of the North American industry.

For Bridgestone, he says, that shift represents ‘a tremendous opportunity’. Araujo is careful to frame the company’s ambitions in broader terms than production volumes alone: Bridgestone’s goal, he explains, is not simply to manufacture tyres but to act as a strategic partner to OEMs, fleet operators and the replacement market, helping customers navigate an industry evolving at unprecedented speed.

Customer expectations, in his view, have shifted considerably. The market now demands products that deliver strong performance, safety and efficiency while also offering solutions that help optimise operations – which is why Bridgestone continues to strengthen its manufacturing capabilities and draw on the group’s global expertise to meet those evolving needs. He also points to the regionalisation of supply chains as a further tailwind, arguing it presents an opportunity to strengthen North America’s competitiveness and respond more quickly to market demands. “I am convinced that Mexico will continue to play an increasingly important role within this ecosystem, and at Bridgestone we are committed to contributing to that evolution through technology, talent and a long-term vision,” says Araujo.

FROM FACTORY FLOOR TO STRATEGIC HUB

What sets Mexico apart, Araujo argues, is not manufacturing capability alone. The expertise built up over decades and its proximity to North America’s key markets allow the tyre major to respond quickly to customer needs while working closely with OEMs, distributors and business partners throughout the region. For Araujo, this reflects a broader shift in how success is defined across the industry. “Success today is no longer defined solely by building a great product. It also depends on understanding where the industry is heading and having the ability to evolve alongside it,” explains Araujo.

His outlook for the country remains firmly upbeat. Araujo describes Mexico as having a solid industrial base, a strategic location and, above all, talented people with an extraordinary ability to adapt to an ever-changing environment – strengths he believes position the country for continued growth in the years ahead.

FORTY-FIVE YEARS AT CUERNAVACA

Araujo is quick to underline the continued significance of Bridgestone’s Cuernavaca plant, which has anchored the company’s Mexican operations for more than four decades and, in his words, “continues to play a strategic role within our regional operations.”

Competitiveness, the Bridgestone executive says, is about more than technology and infrastructure alone – it also depends on the ability to respond quickly to a constantly evolving market. Accordingly, the focus at Cuernavaca has been on continuously strengthening productivity, quality, operational flexibility and sustainability, ensuring the plant remains competitive and resilient within Bridgestone’s global manufacturing network. Rather than preparing for any single anticipated market shift, Araujo says, “the company is building an agile, efficient operation ready to meet the future needs of both the industry and its customers.”

DEEPER TIES WITH OEMs

Bridgestone’s relationship with vehicle manufacturers has evolved substantially, Araujo says. It is no longer simply a matter of developing a tyre that meets specific technical requirements; the company now collaborates with manufacturers from the earliest stages of development to better understand each vehicle’s needs and the driving experience they want to deliver to consumers. “Electrification, connectivity and higher performance standards are reshaping the industry, prompting increasingly specialised solutions and deeper collaboration with OEM partners worldwide,” adds Araujo.

He also identifies a shift in how customers weigh up value, with decisions now driven more by total cost of ownership and lifecycle value than by initial purchase price – a perspective that, Araujo says, shapes how Bridgestone develops products and works alongside manufacturers. According to Araujo, close collaboration with OEMs allows the company to anticipate industry trends and translate those insights into better products, something he regards as one of the key factors behind Bridgestone’s global leadership in technology, quality and performance.

COMMERCIAL FLEETS AND THE RISE OF RETREADING

As per Araujo, the commercial vehicle segment is highly strategic for Bridgestone given its close links to the growth of logistics, transportation and distribution. Behind every fleet are businesses looking to operate more efficiently, reduce costs and keep vehicles on the road – and purchasing decisions have shifted accordingly, moving beyond simple tyre quality to encompass total cost of ownership, cost per kilometre and overall operational efficiency.

Within that shift, Araujo singles out tyre retreading as one of the clearest examples of the circular economy in the industry, extending tyre life while maximising operational efficiency without compromising safety or performance. “This evolution is pushing Bridgestone to go beyond the product itself, offering an integrated value proposition that combines high-performance tyres with services designed to improve fleet productivity,” says Araujo.

Bandag, Bridgestone’s retreading business, sits at the heart of that strategy. “Through Bandag, this approach becomes a strategic solution with an even greater impact,” Araujo says. Sustainability, in his view, is no longer a standalone concept but a business imperative: fleet operators want to reduce their environmental footprint while also optimising costs, maximising resource utilisation and improving profitability, which is precisely where Araujo believes Bandag delivers meaningful value. He frames the approach as part of a lifecycle-wide sustainability commitment, one fully aligned with Bridgestone’s E8 Commitment and its aim of helping customers strengthen their competitiveness while contributing to a more efficient, sustainable transportation industry.

NAVIGATING A VOLATILE SUPPLY CHAIN

Global tyre makers are contending with volatile raw material costs and shifting trade policy. Araujo says the past few years have taught the industry that resilience is just as important as efficiency. Today’s supply chains must be agile enough to adapt to fluctuating raw material costs and an increasingly dynamic global trade environment, says Araujo.

Against that backdrop, Bridgestone is focused on building a flexible operation closely connected to local market needs. The growing regionalisation of supply chains presents an important opportunity to strengthen North America’s competitiveness, with Mexico playing a strategic role by enabling faster, more responsive service to the market. Data-driven decision-making and digital tools have become key competitive differentiators, improving visibility

across the value chain and helping the company anticipate customer needs. As he puts it, the objective is “not simply to respond to market changes but to build a resilient organisation capable of evolving sustainably alongside the industry and our customers.”

DEFENDING A PREMIUM POSITION

Price sensitivity remains a fact of life in the tyre market, but Araujo is firm that Bridgestone’s premium positioning rests on more than the sticker price. Price, he acknowledges, will always be an important part of the purchasing decision – but looking at the conversation solely from that angle tells only part of the story. Araujo adds that what truly matters is the value a tyre delivers across its entire lifecycle: customers who choose Bridgestone are investing in technology, safety, durability and long-term performance, attributes that translate into a lower cost per kilometre and a lower total cost of ownership, particularly for commercial fleets.

“Being a premium brand is not about having the highest price. It is about delivering the highest return on investment through high-quality products and value-added solutions,” Araujo says. That commitment, he believes, is what allows Bridgestone to build long-term trust with customers and sustain its position as a premium brand in an increasingly competitive market.

FROM REACTIVE TO PREDICTIVE

Digital technology is reshaping fleet management, and Araujo sees Bridgestone moving from a reactive posture to a predictive one. Technology, he says, now allows the company to anticipate issues, optimise resources and make data-based decisions in ways that were unimaginable only a few years ago. For fleet operators in particular, Araujo believes this represents a significant transformation – it is no longer just about having a high-performance tyre but about having access to insights that improve vehicle availability, optimise maintenance and reduce total cost of ownership.

Araujo describes digitalisation as a natural extension of Bridgestone’s core products rather than a separate line of business, with connected solutions and data analytics helping the company deliver actionable insights that improve operational performance. Looking ahead, Araujo expects data-driven decision-making to become one of the industry’s greatest competitive advantages. “The true value of technology is not simply collecting data but turning that information into actions that make operations safer, more efficient and more profitable,” Araujo says. That trajectory mirrors the company’s own evolution from tyre manufacturer to strategic partner combining premium products with innovative solutions, he adds.

SUSTAINABILITY AS A DAILY DISCIPLINE

Bridgestone has promoted its E8 Commitment globally, and Araujo says the framework shapes priorities at the local level in Mexico too. Sustainability, in his view, is often narrowly associated with reducing environmental impact, when in fact it represents something much broader – making better decisions every day that create value for customers, employees, the communities in which the company operates and the environment. Araujo explains, “The E8 Commitment serves as the foundation for that approach, guiding efforts to strengthen product safety and quality, develop people and continuously improve operations and manufacturing processes.”

It also shapes how Bridgestone collaborates with customers, he says, whether through higher-performing products, expanded solutions such as tyre retreading or new technologies – the underlying objective being to help customers operate more efficiently while creating value across the entire tyre lifecycle. Ultimately, the E8 Commitment is a reminder that sustainable business growth must go hand in hand with creating a positive impact, a balance he sees as central to what Bridgestone Mexico continues to build.

THE NEXT FIVE YEARS

Asked to look further ahead, Araujo believes the industry is entering an entirely new chapter – one in which the challenge is no longer simply building better vehicles and tyres but building a more competitive, integrated industry capable of responding quickly to an ever-changing marketplace. He sees Mexico as unusually well positioned to capitalise on that shift, citing the country’s strong manufacturing base, highly skilled talent and strategic position within the region as the growing regionalisation of supply chains continues to strengthen North America’s competitiveness.

“For Bridgestone Mexico itself, the priorities ahead are threefold: strengthening the competitiveness of operations, accelerating customer-centric solutions and advancing sustainability initiatives that create value throughout the tyre lifecycle. More than anything, the company wants to anticipate market trends and help customers navigate the challenges they will face in the years ahead,” Araujo adds.

Pressed to sum up his vision in a single sentence, Araujo offers a line that captures his broader philosophy: “The future will not belong only to the companies that build the best products but to those that best understand their customers and evolve alongside them.” That, he says, is the kind of company Bridgestone Mexico is committed to building – one defined less by the products it makes today than by how quickly it can adapt, innovate and deliver meaningful results for the customers who place their trust in it. As Araujo puts it, that is the challenge that excites him most, and the one that will define the company’s success in the years to come.

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.