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.”

The U.S. Tire Manufacturers Association (USTMA) has elected David Cichocki, Managing Director, Americas, and chief sales officer, Americas Consumer, at The Goodyear Tire & Rubber Company, to its board of directors.

“I’m pleased to welcome David to our Board. His extensive experience and expertise across the tire and consumer goods industries will be invaluable as we navigate today’s complex industry,” said Anne Forristall Luke, USTMA president and chief executive. “His proven leadership will strengthen our ability to seize emerging opportunities.”

Cichocki joined Goodyear in early 2026 and is responsible for overseeing the Americas region and leading the company’s Americas Consumer sales business.

He brings more than 30 years of leadership experience across industrial and consumer goods companies to the USTMA board.

Before joining Goodyear, Cichocki served as senior vice-president of US sales at Whirlpool, where he managed a portfolio valued at more than $10bn across retail and direct-to-consumer channels.

He also spent more than 20 years at Kraft Foods and Nabisco in a range of senior leadership roles.

The Indian rubber and tyre machinery industry is mourning the passing of Daljeet Niranjan Singh, Founder of Santosh Rubber Machinery Pvt Ltd, who passed away yesterday. A prayer meeting in his memory will be held on 23^rd May 2026 in Mumbai.

Singh was recognised as a pioneering entrepreneur and industry veteran who played a key role in developing India’s rubber processing machinery sector. Under his leadership, Santosh Rubber Machinery grew into one of the country’s well-known manufacturers of rubber processing equipment, serving customers across the tyre, rubber goods, and industrial manufacturing industries.

Established in 1966, Santosh Rubber Machinery has built a strong reputation for engineering excellence and a wide product portfolio covering rubber mixing mills, dispersion kneaders, extruders, calender machines, hydraulic presses, autoclaves, and tyre recycling systems. The Mumbai-based company operates a 36,000 sq ft manufacturing facility and offers one of the largest ranges of rubber processing machinery under a single roof in India.

The company also earned recognition for its export performance and engineering excellence. Santosh Rubber Machinery has won many export awards. Most recently, it was honoured with the 23rd Export Award for Excellence in Export for Machinery Manufacturing by the All India Rubber Industries Association (AIRIA), underlining its strong presence in international markets and longstanding contribution to the rubber machinery industry.

Industry associates remembered Singh as a visionary founder, respected mentor, and a man of integrity whose dedication and technical understanding helped shape Santosh Rubber Machinery’s growth over nearly six decades.

According to the family notice, the prayer meet will take place from 5 pm to 7 pm on 23 May 2026 at 1st Floor MPH, Tower A, Esquire by Oberoi Realty, Oberoi Garden City, Goregaon East, Mumbai.

He is survived by his family, loved ones and colleagues, who said his legacy and values will continue to inspire the industry for years to come.

Apollo Tyres plans to invest INR 35 billion in FY2026-27, with nearly 80 percent of the capital expenditure earmarked for growth and capacity expansion projects across India and Europe, as the tyre maker seeks to meet strong demand despite escalating raw material costs and geopolitical disruption.

Most of the planned investment will be directed towards expanding truck and passenger car tyre capacity in India, while the remainder will support passenger car tyre expansion at the company’s Hungary plant.

Apollo Tyres said capacity utilisation across both India and Europe had reached about 90 percent, with demand remaining strong in replacement and original equipment markets. The company added that April volumes had continued to show strong momentum despite recent price increases.

The company reported consolidated revenue of INR 73.4 billion for the fourth quarter, up more than 14 percent year on year, while earnings before interest, tax, depreciation and amortisation margin improved to 14.6 percent from 13 per cent a year earlier.

Revenue from Indian operations rose 14.3 percent to INR 52.4 billion during the quarter, supported by high-teen volume growth in both replacement and original equipment segments.

Neeraj Kanwar, Vice-Chairman And Managing Director, said geopolitical developments in West Asia continued to create uncertainty and volatility across raw material, energy and logistics costs.

The company expects raw material costs to rise by mid- to high-teens sequentially during the current quarter, led by a sharp increase in natural rubber prices. Apollo Tyres said natural rubber prices had risen to about INR 250 per kg from around INR 200 per kg during the fourth quarter.

To mitigate the pressure, Apollo Tyres has announced price increases of 6-8 percent across product categories in India during the current quarter and indicated that further increases may be necessary.

Gaurav Kumar, Chief Financial Officer, said the inflationary environment remained highly volatile.

“Mid to high teens is the current reality,” Kumar said. “We’ve taken about half the price increase that is needed.”

The company said it was also implementing cost-control measures across operations, including reductions in discretionary spending, as it sought to protect margins from higher commodity and logistics costs.

Apollo Tyres continues to restructure its European manufacturing operations as part of efforts to improve profitability. The company said the closure of its Enschede plant in the Netherlands remained on schedule, with production expected to cease by June 30.

Management said the decision was driven by persistently weak European market conditions, elevated energy costs and unusually high wage inflation in western Europe.

Apollo Tyres has taken a non-cash write-off of EUR 43 million related to the plant closure and expects total restructuring-related cash outflow, including social plan payments and legal costs, to exceed EUR 55m.

The company said the restructuring should begin improving European margins during the second half of FY2026-27 as production shifts towards lower-cost facilities in Hungary and India.

Apollo Tyres added that India and Europe would remain priority markets for future capacity allocation decisions, although export demand in some overseas markets had softened amid broader macroeconomic uncertainty.

Linglong Tire has appointed Pradeep Karat as Sales Director OTR for the Middle East and Africa (MEA) region, effective from the beginning of May 2026.

Karat will oversee strategy and sales for the company’s specialty tyres division across the MEA region and report to Jeffrey Hughes, director EMEA. He will work with product and marketing teams to expand the group’s presence in the off-the-road (OTR) tyre segment, develop strategic partnerships and support growth in new markets.

Before joining Linglong, Karat worked at Hankook Tire, where he most recently served as senior manager for truck tyre sales in the Middle East and Africa.

Over a career spanning more than 30 years, he has held sales and marketing management roles at tyre manufacturers including Bridgestone, Goodyear and Continental.

“I am very pleased to be part of the Linglong team with immediate effect and to start as Linglong Sales Director Middle East Africa. I will do everything I can to use my experience and expertise to successfully advance Linglong in the MEA region,” said Karat.

Linglong said Karat would focus on strengthening the company’s position in India and key African markets. He will also work closely with Sherif Degheidy, who joined the company in February.

“I have worked with Pradeep in the Middle East in the past and am very pleased that he is now joining Linglong to help us continue to grow our off-highway business,” Hughes said.

“He brings extensive knowledge of the region, knows how to find new distributors and build strong partnerships. Pradeep will seek to expand Linglong's presence in India as well as in key African markets.”

Karat holds a master’s degree in marketing and economics and speaks Arabic, Hindi, Tamil and Malayalam, in addition to English. He will be based in Dubai.