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.

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Tana Oy has announced the appointment of Allan Bartholin Jacobsen as its new Territory Business Manager, effective 1 September 2026. He will be responsible for advancing the company’s international sales efforts, specifically concentrating on enhancing partnerships with dealers, identifying new avenues for growth and providing dedicated support to customers within designated regions.

Bringing over three decades of expertise in international sales and business development, Jacobsen joins the Finnish company from Eggersmann GmbH, where he managed sales strategies for recycling equipment across Europe and international markets. His previous roles involved cultivating dealer networks, expanding into new territories and driving sales performance in regions spanning Scandinavia, UK, Ireland, Switzerland, Italy, Southeast Asia, Australia and New Zealand.

This strategic hire underscores Tana’s ongoing commitment to bolstering its commercial operations and global outreach. The company continues to rely on its international dealer network to ensure localised service, deep market understanding and sustained operational benefits for waste management and recycling clients worldwide.

Gerd Schreier, VP – Sales, Marketing & Channel Development, Tana Oy, said, “Allan’s extensive industry knowledge, international experience, and proven ability to develop strong dealer partnerships make him a valuable addition to Tana. His experience in building markets and supporting distributors fits well with our ambition to grow closer to customers and create long-term value through our global dealer network.”

Jacobsen said, “I am excited to join Tana and become part of a company with a strong reputation for robust, intelligent waste management solutions. I look forward to working with Tana’s customers and dealers to support their business and help turn waste into value.”

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Dunlop Tires North America (DTNA) has named Matt Futrelle as its new Associate Vice President for the Truck and Bus Radial (TBR) division, effective 1 August 2026. The executive will assume leadership over the company’s TBR operations, directing strategic planning and growth initiatives while reinforcing the organisation’s dedication to high-quality products and service across the North American market.

Futrelle joins the role with over two decades of experience within the automotive aftermarket sector, recognised for his capabilities in leadership, operational efficiency and commercial expansion. His professional history includes building effective teams, cultivating strong client partnerships and implementing strategic frameworks that produce consistent, long-term performance outcomes for the businesses he has served.

Darren Thomas, CEO and President, DTNA, said, “Matt's leadership experience, industry expertise and commitment to excellence make him an outstanding addition to our leadership team. We are confident that his vision and customer-focused approach will help accelerate our growth in the TBR business and strengthen our position in the marketplace.”

Futrelle said, "I couldn't be more excited to join the Dunlop Tires North America team. We see significant opportunities to increase our participation in the North American Commercial Truck Tyre market bringing even more value to our commercial tire dealer and fleet partners. I am also happy to be a part of expanding the iconic Dunlop brand across North America. The brand holds a special place for me because I have such great memories growing up racing on Dunlop motocross tyres."

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Myers Industries has agreed to sell its Myers Tire Supply North America business to Lion Equity Partners for USD 30 million, as the US manufacturer sharpens its focus on engineered materials and core industrial markets.

The transaction, which has been completed, is subject to customary post-closing adjustments for cash, debt, net working capital and transaction expenses. The definitive agreement will be filed with the Securities and Exchange Commission.

The divestment marks a step in Myers’ strategy to reposition itself as a manufacturer of engineered resin and composite products serving infrastructure, industrial, consumer, food and beverage, and vehicle markets.

Aaron Schapper, President and Chief Executive of Myers Industries, said: “The completion of this transaction is a defining step in our ongoing transformation. By sharpening our focus on our core specialty engineered products, we are better positioned to drive long-term growth and create value for our shareholders.

“We also want to recognise the important role Myers Tire Supply has played throughout our history,” he added. “We are grateful for the dedication of the MTS team and the trusted relationships they have built with customers and the rest of the Myers team over many decades. We believe the business is well positioned for its next phase of growth under Lion Equity Partners’ ownership.”

Jim Levitas, Managing Partner at Lion Equity, said: “Myers Tire Supply has built a highly trusted brand through decades of exceptional service and commitment to its customers. We are excited to partner with the team to carry this legacy forward and support the company in its next chapter of growth.”

KeyBanc acted as exclusive financial adviser to Myers, while Vorys, Sater, Seymour and Pease served as legal adviser.

Founded in 1933, Myers Tire Supply distributes tools, equipment and supplies for the tyre, wheel and under-vehicle service industry across North America. The business employs 233 people, including 77 at its headquarters in Akron, Ohio, with the remainder working in sales roles and at four distribution centres.

Lion Equity Partners, based in Denver, focuses on corporate divestitures and special situations, aiming to create value through operational improvements, organic growth and acquisitions.

Myers Industries, headquartered in Akron, Ohio, manufactures plastic and metal products for a range of end markets, including consumer, vehicle, food and beverage, industrial and infrastructure.

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PCBL Chemical Limited has appointed Rohit Maindwal as Chief & Executive Director – Specialty Blacks and designated him as a senior management personnel, effective 20 August, 2026.

Maindwal brings around 32 years of industry experience. He holds a BTech in chemical engineering from the National Institute of Technology, Warangal. His previous roles include positions at Reliance Industries Limited and JBF RAK LLC, where he most recently served as Senior Executive Vice-President at Reliance Industries Limited.

The company said the appointment is in a full-time capacity, with the term not separately specified.

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