HF Group’s upcoming range of digital solutions will monitor several parameters in the curing process, like cycle times, movements of the machines etc. One of the exhibitors at the Tire Technology Expo, 2022 that was held in Hannover, Germany was HF Group. Dr Bernd Pape, Digital Solutions, HF Group, threw light on the company’s plans to develop a new product line that will enable its customers to digitally monitor tyre curing machines more effectively, the significance of sharing data and having trusted partnerships.

The global tyre industry is steering more towards digitisation to ensure precision and save production time. And in this effort, HF Group seems to be the frontrunner, banking on data warehousing to produce effective monitoring solutions for tyre curing.

“HF is known as a company constantly extending traditional machine solutions. However, we are very well aware of digitisation, and the solutions will change our previous way of doing business at a global level,” said Dr Bernd Pape, Digital Solutions, HF Group, while we interacted with him at the latest edition of the Tire Technology Expo held this year in Hannover, Germany.

“I joined HF last year in June to build up a new product segment. However, due to the pandemic, I had limited chances to visit customers or talk to potential partners for development, and this conference has been an optimum opportunity to perceive an overview of our industry,” Dr Pape mentioned while he talked about the expo.

Digital solutions
HF’s upcoming range of digital solutions will monitor several parameters in the curing process, like cycle times, movements of machines etc. It will then churn out the alarm messages of the machines and correlate them to identify discrepancies. The new-age solutions will monitor machine data at different stages and have communication modules that will share the data from the machine control software to the internet using IoT gateways.

Extra sensors will be placed on the machines to measure certain component parameters like pressure, temperature, energy consumption etc. Leveraging the combination of cycle time monitoring, alarm messages and specific measurements of the sensor technology, the data will be analysed to bring out in-depth information about the machines’ performance.

Answering whether the sensors are capable of identifying the problems, Dr Pape informed, “In order for them to work efficiently to identify problems, we need quite some data. And when we have that data, we can do two things – analyse that data and see if insights can be derived automatically, or work with experts to derive insights and then transfer the knowledge into the digital solutions. He further added, “The entire research and development process demands a lot of communication and learning together with pilot customers, too.”

It’s important to share data
Initially, HF plans to implement the solution in their own curing press and further develop solutions for other machines. “We may need cooperation from customers to better understand other machines or even the OEM of that specific machine. If you look into digital transformation, it’s all about partnership. And if you don’t share data, you will not be able to flourish. And so far, my gut has been that our industry still has room to improve. We can still learn from each other by sharing data. With every new machine, we will have a growing database and knowledge on how to improve production,” Dr Pape asserted.

Digital benefit
HF strives to keep the cycle time of a machine at a constant low level. The curing process for one tyre may take 14 minutes. With the solutions, it can be reduced by 10 to 20 seconds. This would add up for the customer to produce roughly between 500 and 1,500 tyres per press per year, informed Dr Pape. Moreover, the solutions will enhance machine availability by detecting warnings for errors or repair time.

Trusted partnerships
The new solutions will require huge amounts of data to effectively do its task, but protection of proprietary data is a major concern. Speaking in this context, Dr Pape cited, “Digital transformation is about partnership, and you need to share data. So, partnership is all about trust. You need an initial amount of trust to provide data. There is no way around that.”

“On the other hand, once you give me the data, it is on me to keep it carefully and not to share it,” he further averred and went on, “Because if I do not comply, then the alliance will be harmed. So, there is a great opportunity because we are a long-standing partner for the whole industry. Therefore, we have trusted partnerships and projects with a lot of customers.”

Explaining the timeline from implementation to resumption of services, the executive said, “Once we are up and running with this solution, we just need a couple of days to implement it. But for new machine types that have not been analysed before, a couple of weeks are needed. Once knowledge of the specific machine type, how to adjust the software and how to analyse and interpret the data is known, we can configure same machine types within days.”

Current monitoring landscape
According to the executive, currently technicians might face severe problems while monitoring the machines as the industry has witnessed a generation shift. Experienced technicians retire and new ones have to learn the entire process. With the automation of unloading and loading systems, which are getting more and more automated, there might be no operators available who can point out if the machines have any problems.

“If we get the data from the machine and analyse it, we can redirect technicians to the area that causes the problem, so that they are faster in remedying it. The data will also help us to predict problems in the near future,” Dr Pape pointed out.

Stepping into the Indian market
HF has expanded its footprint across the globe and wants to market its products worldwide. The company’s pilot customers are in the Americas, followed by Europe. It also plans to tap into the Asian market.

Speaking on its plans to enter India, Dr Pape cited, “The country has great companies and some of them might be interested in the solutions. For building up a new product segment in India, we have to know what kind of customers are interested. We will then start operations on a remote basis and develop further.”

Collaborations for the long term
HF Group has also collaborated with Possehl Analytics as its solutions partner, which will also allow it to build a network for digital solutions in the industry. On the reference side, HF refers them as their solutions partner, while Possehl Analytics refers HF as a good operations partner.

Change is the only constant
While the tyre industry itself isn’t one that changes every day, we know that digitisation will have a pivotal role in its growth, including the tyre curing process, making sure the final product is of high quality. At the same time, sharing data and making long-lasting partnerships will only make the process and final outcome more competent.

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VMI has announced that it will showcase multiple new automation solutions at The Tire Cologne, aimed at advancing the retreading process. Among the innovations is an automatic splice unit, which will be on display and available for short demonstrations at the event. VMI account manager Ronald Noppers is scheduled to present on automation in retreading on 11 June at 12:45.

The company is introducing the automatic splice unit and automatic recipe loading as initial steps towards greater industry automation. Designed for applying extruded hot cushion gum to buffed tire casings, the VMI RETRAXX system currently relies heavily on skilled manual labour, a resource that is becoming scarcer and more expensive. To address this, VMI introduced an automated wingformer setting upgrade for the RETRAXX in 2024, allowing operators to start an automatic cycle that positions the wingformers without manual intervention.

Key advantages of these automation solutions include reduced operator dependency and improved uniformity and product quality. VMI will be located in hall 7 at stand number C-041.

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MESNAC made a notable return to the Indian market by participating in the 2026 India Rubber Expo, held in Delhi from 7 to 10 April. After an eight-year absence from offline professional exhibitions in the country, the company presented its advanced machinery and intelligent manufacturing solutions. This participation highlighted its strong technical expertise and service capabilities within the rubber machinery sector while also signalling a renewed commitment to long-term growth and a deep-rooted presence in the region.

At the event, MESNAC’s Vice President, Wang Zhiming, and his team held productive discussions with representatives from several local tyre manufacturers, including long-established industry leaders and existing clients. These conversations focused on technical exchanges regarding core equipment. The company’s exhibition booth attracted nearly 100 professional visitors each day, which helped strengthen ties with long-term partners and facilitated in-depth technical dialogues with potential new collaborators.

Given the steady expansion of India’s tyre industry, MESNAC is dedicated to further strengthening its local market position through a focus on both technology and service. By supporting the sector’s continuous upgrade, the company aims to play a key role in the industry’s evolving landscape.

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China’s Tercelo Tire Group is taking a measured, niche-led approach to global expansion, with India’s fast-growing mining sector firmly in its sights.

At a time when global tyre markets are being reshaped by regulation, geopolitics and intense pricing pressure, China’s Tercelo Tire Group is pursuing a strategy that favours clarity over scale. Rather than chasing volumes across crowded segments, the company is focusing on specific markets and applications where long-term demand fundamentals are strongest.

Nowhere is this approach more evident than in India, where Tercelo is positioning itself squarely within the off-the-road (OTR) tyre segment, aligned with the country’s rapidly expanding mining and infrastructure ecosystem.

The Chinese company, part of the Fortune 500 company Wuchan Zhongda Chemical Group, is a nine-year-old tyre maker selling products under the Tercelo, Transmate, Superhawk, Yingba, Three-A and Rapid brands, among others. The company claims to have over USD 7.2 billion in annual operating revenue and growing.

In an exclusive interaction with Tyre Trends, Akash Gupta, Country Manager – India & Africa, Tercelo Tire Group, said, “We are very new in this segment. We can say we are a small baby (in India) right now. But we are entering the market with a very clear mindset – slow growth, strong quality focus and very specific targeting.”

For a Chinese tyre manufacturer, India is not the easiest market to enter. It is fiercely competitive, dominated by strong domestic brands and governed by increasingly strict trade and quality regulations. Yet, Gupta believes that these very challenges make India strategically compelling.

“India is a very big market for the tyre industry. People like economical tyres – affordable tyres. Historically, Chinese brands always had some presence because of price competitiveness. Even a 10 or 20 percent market share is very big in India,” he said.

However, that landscape has changed significantly over the past few years.

CHOOSING INDIA AMID REGULATION AND RESISTANCE

India’s tyre market has undergone a sharp regulatory shift, particularly in response to rising imports and the government’s push to strengthen domestic manufacturing. Anti-dumping duties, mandatory BIS certification and tighter customs scrutiny have fundamentally altered the playing field – especially for Chinese manufacturers.

“The government started anti-dumping because they are giving scope to local manufacturers. If you don’t protect them, it becomes very difficult,” Gupta explained.

As a result, entire segments are effectively closed to Chinese imports. “PCR, motorcycle and some other tyres – nobody can bring them from China now. So Chinese tyres are not coming into India in these segments,” Gupta said.

While tyres continue to enter India from countries such as Indonesia, Thailand and Japan, Gupta dismisses suggestions that Chinese manufacturers can simply reroute shipments through third markets.

“It’s not possible. A lot of people tried Dubai, but it failed. The cost is very high. You send tyres to Dubai, then again to India – the margins simply don’t make sense,” he stated firmly.

Faced with these realities, Tercelo made a deliberate strategic decision. “That is why our focus is not TBR or PCR. Our focus is only OTR,” Gupta said.

Unlike passenger or truck tyres, OTR tyres cater to a specialised industrial customer base, are less price-elastic and are closely tied to capital-intensive sectors such as mining, construction and quarrying. For Tercelo, this segment offers a more stable entry point.

He said, “OTR is a growing sector in the Indian market. We have Coal India, Adani, Reliance – a lot of mining companies. And now the government is also encouraging many small companies to enter mining.”

RISING THROUGH COVID-19

Tercelo’s rise has been shaped by disruption. The company began its manufacturing journey in 2019 — just as the Covid-19 pandemic brought global industrial activity to a standstill.

“When Covid started, all the factories in China were shutting down. But what our company did was something very different,” Gupta recalled.

Instead of retreating, Tercelo expanded. “They bought four factories in China – two for TBR, one for OTR and one for PCR. These were very major factories,” he said.

Among them were Super Hawk and O’Green Group, established manufacturing facilities with strong domestic reputations. “We started from there,” Gupta added.

This bold move allowed Tercelo to build scale quickly once markets reopened. “Today, we are selling more than one million tyres every year – OTR, TBR and PCR combined,” he said.

The company has also structured its brand portfolio carefully to address different geographies and customer expectations. “Our premium brand is Transmate/Tercelo (PCR, TBR and OTR),” Gupta explained. “Then we have Routeck (TBR) for the mid-segment, which is an economical tyre.”

For highly price-sensitive markets, Tercelo operates distinct brands. “StepRising (TBR) and EcoSaver (TBR) are only for Africa. Africa market prefers cheap tyres – low price, low quality. That is the reality,” he said.

This segmentation, Gupta believes, is critical. “You cannot sell the same tyre in Europe, India and Africa with the same positioning. Every market has its own mindset,” he averred.

INDIA’S OTR OPPORTUNITY: MINING, INFRASTRUCTURE AND LONG-TERM DEMAND

India’s mining sector is undergoing a structural expansion, driven by rising energy demand, infrastructure development and policy reforms aimed at increasing private participation.

“The government has given a lot of tenders to small, small companies to participate in mining. We believe the mining business for the next five years is going to be very big,” Gupta said.

While large conglomerates continue to dominate, the emergence of smaller operators is creating opportunities for mid-segment OTR tyre suppliers – exactly where Tercelo wants to position itself.

“We are manufacturing from small OTR to giant OTR tyres. But in India, we see ourselves more in the mid-segment of giant OTR (16.00-25 to 12.00-24),” he said. These tyres serve large dumpers, loaders and haul trucks used in coal, iron ore and limestone mines. “Big vehicles used by companies like Adani, Reliance – that is where our focus is,” he explained.

Rather than chasing aggressive volumes, Tercelo is targeting measured penetration. “We are not trying to take a big share. We are trying to enter gradually,” Gupta reiterated. The numbers reflect this caution. “We are targeting maybe two or three percent of the market initially. In the next three years, my target is five percent. I don’t want anything more,” Gupta explained.

For the executive, this is a realistic and sustainable ambition. “We are only six years old,” he says. “There are many Chinese companies – Triangle Tires, Techking Tires, Advance, Maxam – they are veterans of 20, 30, even 40 years.”

Competing with them requires patience. “Quality, consistency and service – that is how we will succeed,” he added.

REGULATORY CONTRADICTIONS AND MARKET REALITIES

Despite his pragmatic outlook, Gupta does not shy away from critiquing India’s regulatory inconsistencies, particularly in the TBR segment.

“The government has anti-dumping, but at the same time, some Chinese companies are getting BIS. Companies like Sailun, Jetsea and Double Coin – they have BIS (TBR),” he pointed out.

As a result, these brands are able to sell significant volumes. “They are selling 20,000–30,000 tyres every year, sometimes more,” Gupta revealed. For him, this creates mixed signals. He argued, “If your rules are rules, then stick to them. Why give loopholes?”

He adds that such decisions also affect domestic manufacturers. “Somehow, you are taking market away from MRF, Apollo Tyres and JK Tyre also. This feels negative,” he said.

These contradictions reinforce Tercelo’s conservative India strategy. “That is why we don’t want to get into grey areas. OTR is clean, focused and aligned with India’s growth story,” he explained.

AFRICA AND EMERGING MARKETS: VOLUME THROUGH PRICE

While India is a story of regulation and selective opportunity, Africa represents a completely different dynamic – one dominated by price sensitivity and limited technical awareness.

“I worked in Africa for almost 20 years. I know the market very well,” Gupta recalled. According to him, African customers prioritise upfront cost above all else. “They don’t want to invest a lot of money on premium tyres because their awareness is very little,” he explained.

Basic practices such as load management and tyre pressure maintenance are often ignored. “They don’t know how to drive vehicles properly, how to maintain air pressure – it’s just load and run,” Gupta said.

Premium tyres do have a niche audience. “If transporters are Indian or British, they understand quality. But local African customers want a USD 100 tyre. That is enough for them,” he said.

This lack of maintenance awareness drives high replacement demand – a reality Gupta acknowledged candidly. “Replacement is very high everywhere – India, Africa, even some parts of Asia. And trust me, all manufacturers love this problem,” he said.

He explained with disarming honesty that if customers started maintaining tyres properly, checking pressure, loading correctly, then the replacement market will reduce and business will go down. “And Frankly speaking, nobody wants that,” he said.

A MEASURED VISION FOR THE ROAD AHEAD

Unlike many new entrants who promise aggressive expansion, Tercelo’s leadership is deliberately cautious in its outlook. He averred, “We are not chasing big numbers. We are chasing stability.”

In India, that means aligning closely with mining growth, building credibility with fleet operators and gradually expanding product acceptance.

He reiterated that while the competition is severe, it is important to acknowledge that Tercelo Tire started in 2019. “Six years is nothing in this industry,” he pointed out.

Yet, Gupta remains confident that discipline will pay off. “If we maintain quality, service and pricing balance, five percent market share is more than enough for us,” said an optimistic Gupta.

As global tyre markets continue to fragment and regional strategies become increasingly important, Tercelo’s approach is looking at an alternative playbook strategy for India – focusing on a niche before building up to a larger play.

“We are starting slowly. But slow growth with the right direction is always better than fast growth with no control,” Gupta concluded. 

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Artificial intelligence (AI) is steadily moving from experimentation to practical deployment in tyre manufacturing, where complex processes and variable raw materials often limit the effectiveness of fixed production standards. By analysing large volumes of plant data and responding to real-time process conditions, AI-driven optimisation systems are helping manufacturers improve efficiency, reduce waste and stabilise product quality. In an interaction with Tyre Trends, Vincent Barjaud of Braincube explains how such systems are transforming key production stages including mixing, extrusion and curing while complementing operator expertise.

The tyre industry indeed depends heavily on raw materials with significant variability, particularly those derived from natural sources and petrochemicals. These materials change over time and therefore are not always consistent in terms of quality and performance. Because industrial processes operate under constantly changing conditions, fixed production standards often create a hidden performance ceiling. Systems capable of adapting to real-time conditions allow plants to consistently reach the best achievable operating point.

Artificial Intelligence (AI) is helping manufacturers move beyond fixed production standards towards more adaptive approaches. Real-Time Process Optimisation (RTPO) processes historical and real-time plant data to continuously adjust operating setpoints based on live process conditions. By responding to variability in raw materials, equipment behaviour and operating environments, RTPO enables plants to consistently operate closer to their optimal performance point.

Speaking exclusive to Tyre Trends on the integration of AI, Technical Partner Manager at France-based Technology firm Braincube, Vicent Barjaud, said, “Our AI-driven solution provides real-time process optimisation by recommending the exact action operators should take, on which actuator and at what moment. Instead of suggesting a broad operating range, the system recommends the precise optimal value in real time. Because operating context evolve during production, this optimal value may change within hours. The system continuously adapts to these changes to maintain optimal performance.” The company devises solutions to address the entire tyre manufacturing process, but the software is particularly effective in compound mixing, extrusion and curing, where material transformation through machine actuation makes these stages highly process-oriented and suitable for optimisation.

The implementation typically takes six to twelve weeks from project kick-off to go-live. During this phase, plant data sources are connected and structured for AI analysis without requiring access to confidential compound formulations.

Since most industrial players maintain historical data through data historians, this data is injected into the system, enabling real-time optimisation and recommendations from day one, and in rare cases where no historical data exists, a few weeks are required to gather sufficient operational data.

The solution can be implemented in any plant equipped with PLC-based automation systems, while additional digital systems such as MES, ERP or LIMS improve recommendation accuracy, although valuable real-time operator guidance can still be delivered with only historian data and basic inputs.

ROOM FOR IMPROVEMENT

According to Barjaud, one of the biggest opportunities for improvement lies in the uniformity of the final tyre, particularly during quality control at the end of production. This is largely due to the curing stage.

“Plants often operate dozens of different curing moulds. Each mould functions as an individual asset, but many manufacturers treat them as if they were identical. In reality, each mould behaves slightly differently, which can affect tyre uniformity. Recognising and optimising these individual differences can significantly improve efficiency and product consistency,” he added.

It is considered beneficial to treat each curing mould individually because every mould has distinct characteristics including differences in lifetime, behaviour, wear patterns, maintenance history and the time since its last servicing.

When moulds are treated as identical, these variations are overlooked. By managing each mould separately rather than as part of a uniform group, process optimisation can be achieved more precisely, resulting in improved efficiency and performance.

“Strong optimisation results have also been observed in extrusion, where start-up phases of new process orders typically generate scrap as the first few metres of material are discarded before reaching a steady state. By adjusting process parameters more precisely, the time required to reach this steady state can be reduced, thereby lowering start-up waste,” noted Barjaud.

Braincube’s optimisation approach works similarly to navigation apps such as Waze or Google Maps, which continuously adjust routes based on real-time traffic conditions to reach a destination faster.

In the same way, Braincube dynamically updates manufacturing parameter recommendations as process conditions change. Similar to navigation applications such as Waze or Google Maps, the system continuously adjusts the optimal ‘route’ for the process as new conditions emerge.

The approach also applies to extrusion processes, where significant material waste often occurs during machine ramp-up. By helping operators set the correct parameters from the first seconds of operation, the company reduces the amount of material that must be scrapped at start-up.

INTO MANUFACTURING

Braincube works with tyre plant engineering teams to define ideal performance targets such as acceptable tyre uniformity ranges. It analyses production data to identify the actuators and operating conditions that drive optimal results and provides real-time insights to operators so processes can be adjusted to keep tyres within the desired ‘super zone’ of uniformity.

In mixing, its system addresses inefficiencies during product changeovers. Since the first batch after a changeover starts under different conditions such as temperature, roll distance and machine state, it separates the recipe for the first batch from subsequent batches, ensuring consistent viscosity and composition while reducing the higher scrap rate typically seen in the first batch.

For curing, Braincube performs real-time optimisation by adjusting parameters such as steam injection, temperature and curing duration based on the specific mould and its operating conditions. It also helps extend mould lifetime by identifying moulds that can safely operate beyond the usual maintenance threshold of around 3,000 tyres, potentially extending their life by 20–50 percent.

Overall, waste reduction comes from replacing fixed production standards with dynamic optimisation, where the system continuously analyses real-time conditions and recommends adjustments to recipes and operating parameters, improving efficiency while lowering scrap and environmental impact.

“In one case with a top-five global tyre manufacturer that deployed Braincube across its factories, we observed waste reduction of around 70 percent during the extrusion start-up phase. This level of improvement can significantly reduce both material losses and production costs,” noted Barjaud.

MACHINE NEEDS MAN

Braincube approaches root-cause analysis by identifying the drivers of success rather than only analysing defects. Instead of focusing solely on scrap and deviations, the system studies past production data to determine the conditions under which the best tyres were produced.

By analysing the highest-performance production runs including machines, operators, raw materials and process conditions, it identifies the key factors behind superior performance and recommends settings that help replicate those results consistently.

Installing Braincube mainly involves resolving material traceability across the plant. During a six-to-twelve-week integration phase, the system connects to existing data sources and reconstructs where each product was at specific times in the factory.

Once this mapping is completed, Braincube can continuously process data and perform automated optimisation. Plants with strong traceability systems integrate more easily, while others may require certain assumptions during setup.

“Our solution’s recommendations typically achieve more than 90 percent accuracy, but the system is designed to assist operators rather than automatically enforce actions. Operators receive recommendations but remain fully in control of whether to apply them. If a recommendation is rejected, the system immediately recalculates a new suggestion based on the updated operating conditions,” explained Barjaud.

He added, “This human oversight is important because some real-world conditions may not be captured in the dataset. For example, a lower operating temperature may have produced good results in the past because a machine door was open, affecting process conditions. If that factor was not recorded by sensors, the system may initially recommend the same temperature again even though the door is now closed. In such cases, operators can reject the suggestion, ensuring that AI insights are balanced with practical judgment.”

Barjaud contended that operator expertise remains essential when using AI systems. While the system provides data-driven recommendations, experienced operators play a critical role in deciding whether to apply them.

Their deep understanding of the process ensures that AI insights are used appropriately, making the combination of human expertise and AI analysis key to achieving the best production results.

IMPLEMENTATION AND SAFETY

The company also partners with machine manufacturers through white-label agreements, allowing them to offer Braincube-powered optimisation services alongside their equipment. This enables customers to benefit not only from the machinery itself but also from continuous performance optimisation.

In the tyre industry, Braincube currently focuses on mixing, extrusion and curing and still sees major opportunities to expand optimisation in these processes. Even when analysing a specific stage such as curing or tyre uniformity, the system incorporates data from upstream operations like building and other production steps to understand the factors affecting final performance.

The emphasis on optimisation ultimately centres on the final KPI, since this reflects what customers pay for, which is finished tyre quality and uniformity. By integrating data from across the entire plant including upstream processes and raw materials, Braincube helps manufacturers consistently meet required product performance standards.

Also, many tyre makers have more than one manufacturing unit. Integrating Braincube’s solution across each one requires a simple collaborative excursive involving the French company’s team and a ‘Champion’.

“Most companies appoint a champion or a dedicated engineer responsible for replicating successes across plants. This person ensures that the best practices identified in one plant are standardised and implemented across other facilities,” explained Barjaud.

He added that companies usually deploy Braincube as a technical solution while also establishing a human organisational structure to drive replication and standardisation. The combination of technology and internal leadership ensures that improvements are scaled across multiple plants.

Besides, data security is a top priority for Braincube, especially because industrial manufacturing data is highly sensitive. The system complies with major cybersecurity standards such as ISO 27001 and SOC 2, and in its 18 years of operation, it has never experienced a data breach.

The company regularly conducts external penetration tests, maintains a dedicated cybersecurity team and operates under the supervision of a Chief Information Security Officer (CISO) responsible for vulnerability management and system protection.

Regarding concerns about job replacement, Barjaud reported little resistance from engineers or operators. “Industrial environments have evolved through successive technological stages, from manual decisions to PLCs, closed-loop control, advanced process control and now AI. In this context, AI is generally viewed as the next step in improving efficiency, helping people make better decisions rather than replacing them,” he noted.

MARKET VIEW

Braincube operates globally with a full operational office in Europe but also has offices in United States and Brazil, which has supported the Latin American market for about 15 years.

From Europe, the company manages both European and Asian markets and works with several software distribution partners worldwide including in Thailand, India, Poland, Germany, Spain, Switzerland, UK and Italy, collaborating with firms such as Ematica to deliver and integrate its solutions.

In Asia, particularly in India and Southeast Asia, Braincube mainly relies on local partners rather than establishing its own offices. These partners, often industrial software distributors already working with automation systems, MES platforms and data historians such as AVEVA, handle integration and customer engagement.

The company is also engaging with new tyre manufacturers in Asia, typically through those partners who add Braincube’s AI-driven optimisation to their existing portfolios of PLC, SCADA and MES solutions.

Concluding the interaction, Barjaud pointed out that one of the biggest challenges for AI providers in the tyre industry is balancing multiple objectives such as throughput, energy consumption, material usage and product quality. n

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