new microsoft office word document (2)

5/28/2018 New Microsoft Office Word Document (2)

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THE GENERAL TYRE AND RUBBER

COMPANY OF PAKISTAN.


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Principles Of Management

Report

Presented To:-

Fauzia Kanwar

Section:-

E

Made By:-

Khushnam Jamshed Karanjia (12076)

M. Ali Polani (11390)

Syeda Madiha Ali (11659)

Kamran Qureshi (11631)

Mashkoor Husain Zaidi


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Introduction:

General Tire is part of Continental Tire North America, Inc. CTNA, based in Fort Mill, South

Carolina, is a company of Germany-based Continental AG the Corporation is one of the top

automotive suppliers worldwide today, the corporation employs approximately 150000

people at nearly 200 locations in 36. The General Tyre and Rubber Company of Pakistan

Limited was established in 1963 by general tyre USA.

The General Tyre and Rubber Company of Pakistan Limited:

(Gentipak) is Pakistans premier industry. The awareness of the GENERAL brand

name is very high. It has been constantly upgraded and boasts the latest equipment

in tyre manufacturing Gentipak has also launched a new line of passenger car tyres

of latest European designs under the brand name EURO. All the radial tyres are

tubeless and steel belted and have a full cap ply for safety and durability.Gentipak produces radial tyres for passenger cars and light trucks in rim sizes ranging

from 12 to 16. It also produces bias (cross ply) tyres for light trucks, trucks/buses

and farm (agricultural) tractors. Gentipak is the major supplier of tyres to the local

automotive and tractor assembly plants. It is currently exploring other markets as

well for export. Gentipak employs directly and indirectly approx. 1800 persons all

over the country. It has offices in three other cities of Pakistan besides having its

Head Offices in Karachi. It is selling its products in the replacement (after) market

through a network of more than 100 dealers and has a backup in the shape of sales

and technical force covering the entire territory. Gentipak is a public limited listedcompany with majority shares held by the following companies; Bibojee Services

Ltd.,Pak Kuwait Investment Company (Pvt) Ltd. National Investment Trust.

CONTINENTAL AG (Germanys # 1 tyre manufacturer).

Organization Life Cycle:

Established in 1963 by an American company GENERAL TIRE INTERNATIONALCOMPANY.(GTIC)

Production commenced in 1964. Capacity was 120,000 tyres per annum later onraised to 240,000 per annum.

GTIC sold all their shares in 1977 to Bibojee Services Ltd but, retained 10%. Technical assistance agreement was signed as well as permission was given to

continue with the Company name and use the brand name General. An

amount of royalty had to be paid annually.

Project was undertaken in 1983 to increase capacity to 600,000 tyres. New capacity was unveiled in 1985 by the then President of Pakistan.


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1987 GTIC was purchased by Continental AG of Germany. Conti became 10%owners of GTR.

During the period up to 2001 the capacity was increased to 800,000 tyres p.a. More equipment was added to produce radial passenger car tyres as well as rear

tyres for tractors.

New equipment for quality control was also added. Equipment for producing steel belted tyres was also added. Plant is continuously upgraded to maintain high quality and high output. During the last three years more equipment has been added to enhance capacity

to produce new sizes and increase production and improve quality. The annualproduction capacity is now 2 million tyres.

Equipment like new F270 mixer, second steel belt line, triplex extruder andpresses. A second tyre uniformity optimizer will soon be made available. Talks

are going on to add another F270 mixer as well as more presses. GTR has been

giving them for 2008 models.

Collaboration with Continental AG:

Continental AG is also providing Gentipak all the technology needed for productionunder a long term Technical Service Agreement (TSA) as well. Continental AG

collaborates in following ways;

Product development Process improvement Bench marking with other affiliates products Testing new products at Conti drome in hanover Selection of new designs Visit of continental experts to train and educate our employees Help with oe development process Training of employees in continental plants Assist in procurement of raw materials and equipment Assigned a full time senior executive for our production and projects.


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Relations With Main Oems:

GTR is meeting 95% of the OE demand for passenger car radials, light truck,

truck/bus and farm bias tyres. GTR has a reduced share in the replacement market

as the priority is OE at the moment

Gentipak is the major supplier of tyres to the local automotive and tractor assembly

plants. It has contracts to supply car tyres to the following companies;

Honda Atlas Cars (Pvt )Ltd Lahore:

GTR has been meeting 100% of their demand GTR has been their major supplier since 1994 when they commenced operations. Only local manufacturer that has developed tyres for Honda as per their

international specifications and standards

This tyre was checked against the tyre of a leading international brand that theyused previously and this tyre turned out to be better than that.

Indus Motor Co. Ltd Karachi:

GTR established relationship with them since 1993 when GTR gave the first radialtyre for their very first production car.

GTR are meeting 100% of their demand and have developed new sizes in thepast.

Pak Suzuki Motor Co. Ltd Karachi:

GTR has been giving them tyres since 1987. GTR supplies them 100% of theirdemand. GTR has developed a new LT radial for them for 2008 models

Millat Tractors Ltd Lahore:

GTR is meeting about 100% of their requirements of front tyres and 100% of therear tyres.

GTRs association dates back two decades.Al-Ghazi Tractor Limited:

GTR established relationship in mid-80s and supply 80% of their requirements offront and rear tractor tyres.


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(2012-2013) OEM Share:

Distinguish Features:

Technological affiliation with No.1 European tyre manufacturer Only local company with a full range of tyres for all category of vehicles Comprehensive warranty policy Field force all over the country provides warranty claim Dealer network spreads all across the country Tyres developed as per local road conditions First tyre manufacturing plan First and only to produce FORMULA III racing car tyres First and only one to produce a million tyres annually. First and only one to have sophisticated equipment First to export automotive tyres.


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Vision:

To be the leader in tyre technology by building the Companys image through quality

improvement, competitive prices, customers satisfaction and meeting social

obligations

Mission:

To offer quality products at competitive prices to our customers. To endeavor to be the market leader by enhancing market share, consistently

improving efficiency and the quality of our products.

To improve performance in all operating areas, so that profitability increasesthereby ensuring growth for the company and increasing return to thestakeholders.

To create a conducive working environment leading to enhanced productivity,job satisfaction and personal development of our employees.

To discharge its obligation to society and environment by contributing to socialwelfare and adopting environmental friendly practices and processes.


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Lt. Gen (Retd) Ali Kuli Khan Khattak

CHAIRMAN

Mohammad Shahid Hussain

Chief Executive Officer

Nasser Kamal Asif Jameel Ashraf TeliHusain Kuli

Khan

Executive

Director

Marketing &

Sales

Executive Director Corporate

Affairs / HR

Chief

Financial

Officer

Chief Operating

Officer

(Plant &

Projects)

Sarfraz A. Zahid

Muhammad

Amin Khan

Jeelani

Baig Brig (Retd) Najam uz Zafar

Group Resident

General Manager

Islamabad

General Manager - O.E &

Government Sales / CS

General

Manager

Works

General

Manager

Corporate

Services

Rashid I. Malik

Zubair

A. Mufti Mussarat Ahmed

Muhammad Arshad

Ansari

General Manager

Sales

General

Manager

Finance

Head Internal Audit

Div. Manager

Industrial

Engineering


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Objectives At GT:-

To be the leader in making tyres by through high quality tyres,satisfactory prices

within social restrictions.

Long-term Objectives :

To maintain more than 95% of Original Equipment manufacturer i.e.Toyota,Honda,Suzuki sales share in market.

To capture almost 40% share of replacement market (currently 25%) To be a Global Player.Intermediate term Objectives:

To double the export with in 2 years.Short-term Objectives:

To increase share by 5% annually in replacement market.Hierarchy of objectives at GT:-

Areas to Focus on:-

Profitability:To increase the profit of overall Organization. Market Standing:To maintain a good rank in the Market. Productivity:To raise the productivity without sacrificing On quality standards. Endorsing New Ideas:To appreciate new innovatives to boost the moral of the

subordinates.

Employee Performance: To receive a good performance from employees toincrease overall probability of goal attainment.

Planning as an important Part in reaching Objectives:-

GT believes planning as an important part in overall management process by getting

the most experienced employees to plan to organize, influence and control well and

so that to make both the long and short term objectives viable.

The Overall planning Process at GT:-


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The manager delegates responsibility among his subordinate staff and defines

standards and what is expected of the staff and then analyzes performance as per

these standards if the performance up to the mark the employees are rewarded and

these rewards in turn work as incentives for the employees to work better and have

an increased morale.

MBO;As an important part in planning process at GT:-

GT uses Management By Objectives (MBO) as an essential aspect regarding the

planning process.

How GT uses MBO?

GT uses MBO by assigning different tasks to every single department and

subordinates and evaluates the performance of each department and employee in a

periodic way and offer incentives such as salary increment and other non-monetary

incentives as a reward for the completion of the task given to them.

Planning and CEO at GT:-

As all the planning process is done,the CEO,Mr Mohammad Shahid Hussain checks

the every single aspect regarding the planning process and then it is further

organized.

Decision Making at GT:-

GT gives huge importance to decision makers and strongly believes in having Market

oriented decision makers,so that they could raise their productivity and moreover

their profit by taking corrective decisions.

Group Decision Making at GT:-

GT often involves Group decision making in making decisions when the scope of the

decision is quite broad.

They uses Group decision making and only top managers are involved in makingdecisions so that they could create a high quality decision that could be

advantageous for the organization in every aspect.

Tools that lead to make good decisions at in Groups at GT:-

At times, GT uses Nominal group technique inorder to make decisions in groups.

By doing this,they believe that every individual owns the decisions being made as

everyone equally participates in making decision and so as to avoid the Groupthink.

Organizing:-


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The second function of the management is getting prepared, getting organized.

Organizing is the managerial function of arranging people and resources to work

toward a goal. Organizing plays a central role in the management process. Once

plans are created the manager's task is to see that they are carried out. Given a clear

mission, core values, objectives, and strategy, the role of organizing is to begin the

process of implementation by clarifying jobs and working relationships. It identifies

who is to do what, who is in charge of whom, and how different people and parts of

the organization relate to and work with one another.

Importance of Organizing:-

It helps an individual develop a clear picture of the tasks he or she is expected to

accomplish.

It supports planning and control activities by establishing accountability and an

appropriate line of authority.

It creates channels of communication and thus supports decision-making and

control.

It helps managers to focus task efforts such that they are logically and efficiently

related to a common goal.

Organizing at General Tyres:-

As we discussed above, the importance of organizing function can not be ignored in

any organization. In General Tyres, each of the management function has its own

significance like in any good organization. To attain organizational objectives, plans

are made, organized, influenced and controlled. In this organization as well, plans

are implemented and organized through a proper channel. Theres a proper

organizing process, by following which, the company organizes its routine as well as

one shot tasks.


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Directing

subtasks to

employees.

Reviewing

results of the

implemented

strategy

The Organizing Process at General Tyres:-

The above process is referred to as The Organizing Process. It is cycle with which

General Tyres organizes its tasks and strategies among employees. On the

completion of this cycle, the managers receive feedback from their employees on

how well the tasks were organized and further any improvement is required.

The first step is to reflect on the companys plans and objectives. It explains the fact

that the managers, before organizing tasks, consider the companys objectives and

policies and then take the initiative.

The second and third steps of the process are the establishment of major tasks and

the division of major tasks into subtasks. In this organization, the manager sets major

tasks for different departments of the company and then the managers of respective

departments divide those major tasks into subtasks in their departments.

Reflect on

companys plans

and objectives

Tasks

established by

managers

Major tasks will

be divided into

subtasks.


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The fourth step is to direct the subtasks to the employees. After managers of

different departments have divided the tasks into subtasks, they allot each employee

of their department with its share of work to be done.

The fifth and the final step of the organizing process of General Tyres is to review the

results developed from the implemented strategy. The top level managers, examine

the results of a specific major task and gather feedback from the employees in case

of any enhancement required in the process.

Organization Chart of General Tyres:-


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Departmentalization and Formal Structure in General Tyres:-

The above chart is the combined organization chart of the General Tyres. It

explains the hierarchy of different departments in the General Tyres. From the

Chairman to the Division Manager, different departmentalizations are found.


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Functional Departmentalization:-

Below the Chief Executive Officer (CEO), we can observe different

departmentalizations such as Functional Departmentalization among the CEO and

Executive Director Sales and Marketing, Executive Director Corporate Affairs/HR and

Chief Operating Officer (Plant and Projects).

Customer Departmentalization:-

Furthermore, we can see Customer Departmentalization among Group Resident

General Manager, General Manager O.E and Governmental Sales, General

Manager Works and General Manager Corporate Services. All-in-All, this combined

organized chart depicts different departmentalizations prevailing in General Tyres.

Scalar Relationships or Gangplank in General Tyres:-

Chief ExecutiveOfficer

Executive DirectorSales andMarketing

Executive DirectorCorporateAffairs/HR

Chief OperatingOfficer (Plant and

Projects)

Group ResidentGeneral Manager

Islamabad

General ManagerGovernmental

Sales

General ManagerWorks

General ManagerCorporateServices


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In General Tyres, the chain of command or scalar relationships is not practiced.

Instead, the organization uses gangplank or organizational bridges for collaboration.

Likewise, if in this organization, General Manager Sales need information from

General Manager Finance, he can directly approach him. He doesnt have to follow

the chain of command.

Span of Management:-

General Tyres enjoys smaller Span of Management. Due to the tall organization

chart, its span of management is relatively small than other organizations. Small

spans of management are usually more successful that those having larger spans of

management.

Authority and Responsibility:-

The above organizational chart depicts authority and responsibility in General Tyres.The Chairman holds most authority and responsibility in General Tyres whereas; the

CEO and Executive Directors that are close to the chairman possess relatively less

authority and responsibility. The lower the position of the personnel in the

organization chart, the lower is the authority and responsibility of that designation in

General Tyres.

Delegation in General Tyres:-

In General Tyres, the main authority of delegation holds with the CEO. The Chief

Executive Officer (CEO) assigns duties to the Executive Directors and General

Managers and provides them the authority to delegate those tasks to their

subordinates and make provisions for carrying out those tasks successfully. After

delegating tasks to their subordinates, the managers in General Tyres focus on the

following points:

The managers trust their employees and make sure they carry out their tasks in thebest interest of the organization


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They make sure that the employees personal interests do not overcome the

organizations interests.

They provide their subordinates with little authority so that they can feel confident

and secure about their task accomplishment.

Centralization or Decentralization:-

According to our survey, there neither exists complete Centralization nor

Decentralization in General Tyres. It has decentralization in certain departments and

centralization on others depending upon the department.

Decentralized Organization. Centralized Organization.

VARIOUS DEGREES OF DELEGATION


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GENERAL TYRE and Rubber Company strives to deliver results, perform to the

highest standards, develop people, provide quality customer service and actively

pursue consistent improvements. A firm foundation based on performance enables

them to deliver strong returns and value growth for their shareholders, greater and

better choices for their customers and improvements and opportunities for their

employees, their commitment to performance at every level continues to be both

the challenge and aspiration.

COMPANY VALUES

General Business Principles

1. Business Integrity.

General Tyre insists on honesty, integrity and fairness in all aspects of its business

and expects the same in its relationships with all those with whom it does business.The direct or indirect offer, payment, soliciting and acceptance of bribes in any form

are unacceptable practices. Employees must avoid conflicts of interest between their

private financial activities and their part in the conduct of company business. All

business transactions on behalf of the company must be reflected accurately and

fairly in the accounts of the company in accordance with established procedures and

be subject to audit.

2. Health, Safety and the Environment

Consistent with its commitment to contribute to sustainable development, GeneralTyre has a systematic approach to health, safety and environmental management in

order to achieve continuous performance improvement.

3. Competition.

General Tyre supports free enterprise. It seeks to compete fairly and ethically and

within the framework of applicable competition laws; the company will not prevent

others from competing freely with it.


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4. Communication

General Tyre has comprehensive corporate information programs and provides full

relevant information about its activities to legitimately interested parties, subject to

any overriding considerations of business confidentiality and cost.

FOCUSING ON SERVICE AND QUALITY

General Tyre is committed to the delivery of top quality rubber and tyre , right

quantity and superior service wherever it operates

IMPROVING PEOPLE SKILLS

Evaluation of employees is performed through an evaluation record of all the

employees and is maintained throughout the time they work for GT. Thus the

company tends to have staff of a good standard.

Structured Training Programs have been rolled out to improve the skill and

knowledge level of employees so that they are able to work effectively in their

assignments. These include personal development course so that employees canget the best out of their professional and personal lives.

The company believes in stimulating innovation and change. General Tyre fosters

innovation and masters the art of innovation. The company maintains flexibility,

continually improves quality. This is the reason that the company has proved itself as

successful.

WORKING ENVIRONMENT


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Friendly atmosphere

It is believed that commercial success depends on the full commitment of

employees. General Tyre is successful in maintaining a friendly and comfortable

environment for its employees. For example there is no discrimination between top

line managers and first line managers they call each other by their first names.

Interaction on a personal level

General Tyre recognizes that open communication is essential. As in General Tyrethe cafeterias are merged where interaction on a more personal level is easy.

Employees get the chance to know each other better. Even with customers they

have arranged two customer interaction days, which were recently organized to

promote the development of a friendly relation between the company and its

customers by mutual discussion of business issues.

Employees at GT also have the opportunity to have a senior leader as their Mentor.

The mentor can be any one at a top level of the hierarchy and the employee has the

right to choose their own mentor. A Mentor serves as an idealistic figure to the

employee and informal relationship with the mentor is initiated. The job of the

mentor is to help the employees with all their situations based on their experience

and achievements.

Discipline

Discipline is same for all levels of management. They have fixed amount of leaves,

employees attendance are recorded and maintained. Respect for top level

management is there, middle managers for example dont leave before their top

level.

They have found success lies in pulling together teams of people with different

perspectives and different ways of approaching problems, people who nevertheless


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share a set of core values about how to deliver results today that will endure

tomorrow.

Learning & Development

At General Tyre, they help their people realize their potential and fulfill their

ambitions by helping them shape their own, individual career paths. From cross-

business assignments to structured learning courses, they provide the tools needed

for their people to develop world-class analytical, leadership, management and

relationship-building skills

Work-Life-Balance

Because they believe that professional and personal success needn't be mutually

exclusive, they provide programs that help their employees to strike a balance

between the demands of work and life outside the office. They seek to build and

maintain a culture of learning and innovations in which employees can fulfill their

potential whilst meeting the most challenging targets - and have fun at the same

time! It is a culture where they encourage their leaders to inspire others through

personal example, and where the Company core values can prosper.

BASIC MOTIVATIONAL CONCEPTS

Leadership, Commitment, and Accountability for Change

Business leaders, down to first line supervisors, demonstrate active leadership,

Knowledge of business imperative, desired behaviors, is routinely involved in the

creation of an environment that inherently promotes and encourages inclusion.

Leaders are accountable for achievement of goals and results.

Standard Development and Governance


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The Group has a written Standard, which speaks to intent, business rationale,

expected outcomes and behaviors. Their aim is to monitor, and ensure aggressive

action towards achievement of stated goals and targets. Standard and process are

widely understood by all employees. This also focuses on the development of the

employees and aims at maintaining the quality of their employees for which variouscourses of actions are taken.

Supporting Systems and Resources

General Tyre believes in providing support and adequate resources (time, people,

and money) and systems in order to accelerate and support progress through

individual, behavioral and systemic change. Linkage and sharing of resources across

the business is encouraged for purposes of realizing greatest efficiency, value, andquality

HR Systems Integration

Key HR processes and plans incorporate principles and objectives, which encourage

and support broader diversity and inclusion. Examples of process and plans include

talent review, Performance Management and Ranking, employee benefits, data

gathering and reporting, etc.

Monitoring Performance, Communicating Results, and Continuous Learning

Business and Group performance is monitored, measured and honestly

communicated quarterly to all the employees.

INCENTIVES & REWARDS

Facilities to Employees

The companies always tries to promote the talent and knowledge its employees

pertain, the salary schedule is basically 90% fixed and has a 10% variable ratio as

well. The hierarchical grade matters in determining the pay scale. At a certain higher

level company maintained cars and medical facilities are also provided.

Increased productivity

Employees who feel respected, valued and connected develop stronger relationships

and become more involved in their work. This in turn leads to enhanced teamwork,


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increased innovation and productivity, lower staff turnover, lower absenteeism and

reduced costs

The company has concentrated lot of efforts in quality improvement and customer

service and has consistently strived to satisfy employees by providing them

tremendous incentives and giving them enabling working environment


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Controlling

Controlling means managers develop standards, compare performance against them

and ensure corrective actions are taken.

The controlling function is the regulatory element, allowing managers to use various

ways to monitor performance and take corrective actions.

Steps in Control Process:

Determine Areas Of Control:

Managers must first determine which areas to control. As it is not possible

to control every aspect of the organization and if the manager keeps a check on the

employees all the time, this might de moralize and underestimate them, make them

feel that their managers do not trust them. The General Tyre Companys main areas

of control are the production line. They have various check points of quality at

specific intervals along the entire production line.

Establish Standards:

In Control process, standards are essential as they set out specific criteria

for evaluating performance and employee behavior. In General Tyre Company, the

General Manager of the Sales Department, has to maintain 95% of the OEM (Original

Equipment Manufacturer) market so he assigns different percentage of sales figure

to his subordinates and they have to reach the standard set by The General Manager

in time.

Measuring Performance:

Once the standards are set, the next step is measuring performance. The

General Tyre Company, measures the performance of the employees with the helpof Key Performance Indicators which are made for departments and for individuals

separately.

Key Performance Indicators Include:

Jobs/ objectives assigned to each employee or department.

The time employee or department takes to complete the job/ task.


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Time and motion studies take place- measurement of work done in relation to time

taken to achieve a goal or complete a task.

The time employee or department checked in to work (what time he comes, leaves,

overtime etc.)

Compare Performance against Standards:

After the performance is measured, they compare the performance

against standards. In General Tyre Company, the comparison of performance against

standard is done by a practice called wandering around, the manager walks around

work areas, observing conditions and ranking the performance of the employees.

Recognize Positive Performance:

In General Tyre, when the performance of an employee meets or exceeds

standards, managers acknowledge the performance and incentives are given as

rewards for performing well and reaching the set goals by the managers, which

might be reaching particular sales figure or production department or reaching a

particular production level.

Take Corrective Action as Needed:

When standards are not met by the employees, managers asses the reason

behind it and take corrective actions by checking the standards if they are in

accordance to the conditions and measure performance to see if they are realistic.

For example, if the standards are not met they might higher more skilled employees

to meet the standards.

Q- Why Controlling is essential?

Control can help managers avoid certain problems which might include;


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Coping with Uncertainty:

There might arise a time, when a company, has to face certain unpredictable

situations and they might not go as planned. In General Tyre, if certain OEM (Honda,

Suzuki etc.) suddenly stop or reduce their production for that unpredictable

situation, they have an alternative market i.e replacement market/ after sales, they

divert their production towards the after sales market by focusing on dealer network

and coming out with various schemes.

Detecting Irregularities:

Control helps delegating irregularities such as poor quality, staff turn over

etc. In General Tyre Company, manager keeps quality check in production line at

various intervals by enforcing strict quality standards and ensuring inspections.

Handling Complex Situations:

Recently, people started preferring Chinese tyres as they cost less as

compared to the original tyres. The General Tyre Company, to get back their

customers and market control, started with a process called the positioning matrix

i.e price on Y- axis and Quality on X-axis and the equilibrium of the two is the price

they set. With various services they find out their position in the market as

comparison to the competition to know where they stand on quality and customer

perception and then set prices of product.

Excess of Demand:

Another uncertainty that may arise is excess of demand. In the case that General

Tyre does a proper forecasting which is carried out by the marketing department and

sent to production department to avoid shortage and excess inventory.

Major Issues Faced By General Tyres Ltd.


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Smuggling:

Tyres from other countries are smuggled into Pakistan. The t axes arent paid on the

smuggled tyres because they are brought into Pakistan illegally due to which these

tyres are cheap as compared to General Tyres.

Under-Invoicing:

The bills of the imported tyres are made at a lower rate so that the taxes are

imposed or calculated at a lower price.

Chinese Tyres:

These tyres are sold at a lower price as compared to General Tyres but they are not

long lasting and of far lower quality as compared to General Tyres, but people buy

Chinese tyres due to the low prices.

Recommendations:

Company is in talks with Government to try and stop illegal smuggling of tyres.

Under Invoicing:- The Government is being asked to set the right ITP (Import Trade

Price) themselves for these tyres.

Chinese Tyres:- We put our tyres against Chinese tyres in performance test to

compare the quality and performance of the tyres and the results clearly show the

poor quality of Chinese tyres. We are working on creating awareness in the

consumers that Chinese tyres although cost cheaper are not only of a below par

quality but they may be dangerous too, just imagine if a tyre was to burst while on

the highway at high speeds.

new microsoft office word document (2)

Documents

new capacity

general tyre usa

new equipment

general brandname

radial tyres aretubeless

radial passenger car

company of germany

major supplier of tyres