Light rare-earth magnet shipments are clearing earlier, enabling a ramp-up in Chetak production ahead of the festival season, though heavy magnets remain scarce and supply remains volatile.Bajaj Auto: rare-earth magnet supply improves ahead of India’s festival season Rajiv Bajaj told CNBC-TV18, as reported by Reuters, that Bajaj Auto’s supply of light rare earth magnets has improved, with shipments beginning to clear about three to four weeks earlier. That improvement has allowed the company to ramp up production of its Chetak electric scooter after a period of disruption. Bajaj estimated August production of the Chetak at roughly 15,000 units, rising to about 40,000 units in September as magnet shipments speed up and production capacity returns to more typical levels for the festival period. The company had previously warned that August could be a “zero” production month before shipments began clearing. The supply issues follow export restrictions imposed by China— which produces around 90% of the world’s rare earths—earlier in the year, prompting automakers to seek alternative sources. Reports note that while shipments of light rare earth magnets have started to clear, heavy rare earth magnets remain more difficult to secure. Several outlets corroborated that deliveries to dealerships resumed in late August, enabling a controlled restart of production and distribution to meet festival-season demand, when vehicle purchases typically rise. Observers say the situation remains dependent on continued magnet availability and that the sector is monitoring whether the current easing in supplies proves durable. Source: Noah Wire Services

MG, a longstanding karting tyre partner with a global footprint, frames its modernisation drive around evolving FIA regulations and a 2025 supplier shift that aims to boost performance, reliability and sustainability.Karting’s path—from a niche, craft-driven pursuit in 1989 to a well-funded, data-driven sport—has reshaped both how tyres are developed and how teams compete. The MG-linked narrative portrays a company that has kept pace with a sport that now leans on formalised rules, on-track support, and a relentless drive for greater performance and reliability. Governance continues to shape that environment: the FIA announced a tyre-supplier change for the 2025 FIA Karting Championships in the KZ categories, describing a transition to a new tyre supplier to ensure performance and consistency across events. That announcement signalled how supplier changes are managed as part of championship planning. For MG, an environment where standards, supply chains and performance all matter has reinforced the need to modernise product development and industrial capacity to meet evolving market expectations and competitive pressures. MG’s commitment to continual upgrades and market satisfaction remains a throughline as karting’s regulatory framework tightens and the race calendar expands. The evolution of karting tyres from the “Tyre War” era to today sits at the crossroads of standardised competition and enduring performance demands. As the sport widened its footprint—more participants, more championships and broader geographic reach—the industry prioritised tyre durability and constancy to keep lap times competitive and cost profiles predictable. Industry history traces the shift from early natural-rubber formulations toward synthetic elastomers, a move driven by heat resistance, wear life and supply resilience in a global market. That transition laid the groundwork for today’s telemetry- and data-driven development cycle, where tyre choice must perform across a spectrum of tracks and climates while holding up under a condensed race calendar. In practice, MG’s involvement mirrors this broader industry trend: the company has coupled long-standing competition heritage with ongoing product development, supporting championships across multiple continents for decades and reinforcing its role as a stable, technical tyre partner. Separately, Maxxis has been appointed the official tyre supplier for FIA Karting European and World Championships in the OK and OKJ categories for 2024–2026, reflecting another strand of the sport’s approach to supplier stability and performance parity. MG’s corporate profile sits at the nexus of tradition, capability development and sustainability. The company was established in Brazil in 1989 and reports global distribution in more than 60 countries, a track record of competition success and CIK-FIA homologation since 1992. MG states it has sustained investment in equipment and R&D to deliver high-performance tyres with robust reliability for both competitive and leisure karting. The company also emphasises environmental measures in its communications: it cites the use of low-PAH raw materials and renewable-sourced electricity in its industrial plant, reflecting a wider industry emphasis on reducing environmental impact while maintaining performance. Taken together, MG’s narrative sits within a longer historical arc of material development and regulation—one that began with the industry’s shift from natural to synthetic rubbers and continues today with a focus on responsible manufacturing and FIA-aligned homologations. Reference summary - MG’s evolution and market positioning are drawn from the company’s history, its 37th-season communications and its “About MG” material, which note establishment in 1989, CIK-FIA homologation since 1992, and distribution in more than 60 countries. - The FIA announced a tyre-supplier change for the 2025 KZ categories; the FIA communication refers to a transition to a new supplier but does not name a specific brand in the cited source. - Maxxis has been announced by FIA Karting as the official tyre supplier for the OK and OKJ categories for 2024–2026. - The broader technical and material context—shifts from natural to synthetic rubbers and the industry focus on durability, performance and sustainability—aligns with historical and technical summaries of tyre development. Source: Noah Wire Services

Diplomatic talks in New Delhi saw Chinese foreign minister Wang Yi give assurances that Beijing would relax export curbs on fertilisers, rare‑earth minerals (including magnets) and tunnel‑boring machines — a move analysts say could ease immediate supply bottlenecks for Indian automakers if permits and clearances follow swiftly.India’s auto sector is seeing a potentially brighter near‑term supply outlook as diplomatic engagement between New Delhi and Beijing appears to be easing some trade frictions. During a two‑day visit to New Delhi, Chinese Foreign Minister Wang Yi gave assurances to External Affairs Minister S. Jaishankar that Beijing would ease restrictions on exports to India of fertilisers, rare‑earth minerals (including magnets) and tunnel‑boring machines. Wang Yi also met Prime Minister Narendra Modi. NDTV Profit reported these assurances and cited analysts who said the relaxation would help ease supply pressures for automakers and original equipment manufacturers (OEMs). Indian automakers had been particularly concerned after China imposed export controls in April 2025 on certain rare‑earth elements and related magnets. That move, which analysts and market reports said could disrupt supplies for electric vehicles and other industries, prompted industry calls for diversification of sources. NDTV Profit quoted analysts noting that lifting restrictions would help restore volumes and reduce reliance on more expensive alternatives, and it repeated a forecast from some market participants that it could take roughly three to four weeks for supplies to resume smoothly and for the effects to show up in company operations. Separately, some outlets reported that shipments had begun to move. The Economic Times reported that Beijing had lifted export curbs on fertilisers, rare‑earth magnets/minerals and tunnel‑boring machines and said shipments had already resumed, while Reuters, citing Indian media on August 19, 2025, reported that China had lifted curbs on rare‑earth magnets to India. Those reports are specific to ET and the Reuters/Indian‑media accounts; NDTV’s reporting described assurances from Wang Yi and analysts’ expectations rather than asserting resumed shipments as a general fact. Analysts and industry observers have highlighted components such as permanent magnet motors, sensors and ignition coils as among those affected by rare‑earth supply dynamics, a point reflected in NDTV Profit’s coverage. Anshul Jain, head of research at Lakshmishree, was quoted in NDTV Profit saying that lifting rare‑earth magnet export restrictions to India would “immediately ease supply bottlenecks for automakers and OEMs, allowing companies to restore volume targets, and reduce reliance on costly alternative sources.” The reporting also noted the market sensitivity given China’s large share of global refined rare‑earth supply and cautioned that administrative processes (permits, licensing and port clearance) would influence how quickly materials reach manufacturers. The diplomatic engagement took place ahead of Prime Minister Modi’s planned attendance at the Shanghai Cooperation Organisation (SCO) summit in Tianjin later in August 2025. Sources described the visits and meetings as part of renewed high‑level contacts; the reporting does not establish that Modi’s SCO attendance caused the export decisions, only that the discussions occurred in the same diplomatic timeframe. Market commentary and specialist reporting have underlined that China’s April 2025 controls targeted certain heavy and medium rare earths and related magnets and that easing those controls for India, where reported, can relieve some immediate pressures. At the same time, outlets such as Argus noted the broader complexity of rare‑earth policy, including dual‑use considerations and the need for permits that can affect shipment timing. The IEA’s wider analysis of critical minerals further underscores the strategic importance of diversification, recycling and expanding domestic capacity to reduce vulnerability to concentrated global supply. In sum, NDTV’s coverage emphasised diplomatic assurances from Wang Yi and analysts’ expectations of supply relief within weeks, while Economic Times and Reuters/Indian media reported that shipments had been reported to have resumed. The practical impact on production volumes and costs will depend on how quickly permits are processed, shipments are cleared, and firms re‑establish supply lines. Source: Noah Wire Services

Seoul, industry and banks have cobbled together a KRW 630bn facility led by K‑Sure — with contributions from Hyundai and Hana Bank and first funds to DY Auto — as part of a wider package of low‑interest loans, guarantee schemes and demand measures aimed at stabilising supply chains, protecting jobs and steering the sector towards market diversification amid Washington’s tariffs.South Korea’s auto sector has shifted from reactive diplomacy to a structured liquidity playbook as Washington’s tariffs on vehicles and parts reshape the playing field. The government, Hyundai Motor Group (HMG) and Hana Bank have supported a KRW 630 billion (about $450 million) financing package aimed at cushioning cash flows for domestic component suppliers affected by U.S. import tariffs. Led by the state-owned Korea Trade Insurance Corporation (K-Sure), the facility offers preferential pricing, extended guarantees and targeted support for key suppliers. HMG and Hana Bank were reported to have contributed KRW 10 billion and KRW 30 billion respectively, and DY Auto, a maker of car window motors, was the first recipient of the fund—signalling a focus on critical nodes in the supply chain. This facility is part of a broader, multi-layered response intended to stabilise production, protect employment and help steer the industry toward greater resilience. In late March 2025, Industry Minister Ahn Duk-geun signalled an emergency response that would involve financial assistance, investment support and efforts to diversify markets to mitigate potential job losses and export disruption. Officials described coordinated public-private measures and planned dialogue with the United States to address tariff-related challenges. Measures announced in early April expanded policy financing for 2025 to 15 trillion won and included temporary purchase-tax relief on new cars and stepped-up electric-vehicle (EV) subsidies as part of efforts to support demand. Hyundai signalled expectations of price stability in the U.S. market in the near term. Government statements stressed an intention to engage Washington and seek fair treatment relative to other allies while pursuing market diversification, notably toward the Global South, as a hedge against concentrated U.S. exposure. As May unfolded, additional liquidity steps were reported. The industry ministry announced around 250 billion won of low-interest financing for small and medium auto-parts firms, with eligible exporters of eco-friendly vehicles reported to be able to receive up to 500 million won in liquidity support under specified criteria. Separate reporting referenced a wider emergency liquidity package figure in media coverage; those larger totals were presented as part of evolving government responses and media reports rather than as a single, clearly delineated fund that subsumes the KRW 630 billion facility. Other announcements included plans to inject further liquidity into the sector and the possibility of additional targeted support if tariff impacts persist. Media reports and industry coverage also noted discussions about private-sector participation and credit-guarantee mechanisms to help suppliers access bank credit and bond markets. Some outlets described proposals or exploration of industry-linked backing involving automakers and financial institutions; these were reported as being considered or discussed rather than as finalized, confirmed programs. For investors and industry observers, the immediate implications are practical: policy finance and proposed support measures are now material factors in supplier resilience and market diversification. The sector’s ability to weather tariff shocks will depend on how quickly liquidity is delivered to cash-strapped SMEs, how effectively suppliers can retool toward higher-value and EV-related production, and how successfully Korea broadens its export footprint. While the government and industry have signalled coordinated intent and have rolled out a mix of financing measures, officials and analysts caution that tariff risk and uncertainties in the U.S. policy environment remain active concerns. The reported actions—DY Auto’s funding, the KRW 630 billion K-Sure-led facility, expanded policy financing for 2025, and targeted low-interest loans for SMEs—provide clearer signals for capital allocation and risk management even as other proposals and discussions continue to evolve. Source: Noah Wire Services

Dealers often misjudge the value of a dealer management system by focusing on subscription fees. True ROI comes from measurable improvements across inventory turns, pricing accuracy, service throughput, accounting efficiency and cross‑department workflows — sustained through integration, training and regular performance reviews.Measuring the ROI of a dealer management system (DMS) can be unclear for many auto retailers because benefits span multiple departments and aren’t captured by license cost alone. The original ROI piece from Autosoft emphasizes that true ROI depends on defining the specific levers the software influences—inventory turnover, pricing accuracy, posting times, service throughput, gross per copy, accounts receivable days, and the IT/support overhead required to run the system—and then tying improvements back to platform capabilities, performance management, and integrations. The ROI discussion in the original article highlights inputs such as subscription and implementation costs, change management, and integrations, and it points to outputs like reduced rekeying errors and tighter cash flow when the right system is in place. Cloud-based posting and automated balance journal features are described as ways to lower labor hours while improving accuracy. The ROI article also notes that single sign-on (SSO) functionality can reduce downtime, and that integrating inventory and CRM data provides clearer KPIs to support stocking and pricing decisions. Finally, it stresses validating progress against goals through regular performance reviews so improvements are measurable over time. Inventory management and pricing accuracy are shown in the ROI article as among the fastest paths to payback. The ROI piece describes how real-time inventory visibility and market analysis help dealers reduce days in stock and aged write-downs by identifying what sells in a given market and enabling timely pricing updates. Mobile workflows (for example VIN scanning and on-record appraisals) are mentioned as ways to shorten the time from acquisition to syndication, which can accelerate turns and improve front-end gross—potentially yielding returns that exceed licensing expense. The ROI article also covers CRM, retention, and revenue per customer as key connectors across departments. A connected CRM that links sales, service, inventory, and accounting reduces the risk of lost leads and missed follow-ups, and helps clarify KPIs tied to lifetime value and service retention. With better lead-to-appointment and speed-to-first-response metrics, dealerships can improve conversions and repeat business. The ROI piece presents these CRM advantages in the context of cross-department workflows rather than as a granular product feature set. Accounting and cash-flow efficiencies are another focus. The ROI article explains that automated transaction posting for vehicle sales and counter tickets reduces manual entry and related errors, and that timely postings and balanced journals improve audit readiness and speed decision-making around cash flow and floor plans. It also notes that integrations and centralized data reduce duplicate information and manual re-entry, helping inform staffing, pricing, and stocking decisions. Sustaining ROI, the article argues, requires more than initial implementation. Ongoing training, periodic reviews, and continuous optimization are necessary to translate insights into lasting operational improvements. The ROI discussion highlights the value of performance oversight and recurring validation against goals to maintain gains across departments. The original ROI piece mentions SSO and integrated workflows as contributors to efficiency and reduced downtime but does not rely on third-party analyses to make that claim. Similarly, more detailed product-specific claims—such as exact integration counts, named product features, security controls, or the specific structure of performance-management programs—appear on Autosoft’s separate product pages rather than in the ROI article itself. Where those specifics are relevant, they should be consulted on the corresponding product pages (inventory, CRM, accounting, or performance-management) and not inferred as central assertions of the ROI article. In summary, the ROI article frames return on a DMS as a multi-dimensional, ongoing process: define the operational levers you expect to move, measure results (for example in inventory turn, pricing accuracy, service throughput, and accounting efficiency), and sustain improvements through training and performance oversight. When dealers separate platform capabilities from implementation and change-management costs—and validate progress with regular reviews—they can better understand the DMS’s contribution to predictable cash flow, improved margins, and more efficient cross-department operations. Source: Noah Wire Services

JD Logistics reported H1 2025 revenue of RMB 98.5bn and non-IFRS profit of RMB 3.3bn as growth was driven by stronger monetisation of its integrated supply chain solutions in China, wider deployment of Zhilang automation and an accelerated push into overseas markets including the US, UK, Poland and Saudi Arabia.JD Logistics is advancing growth through stronger monetisation of its integrated supply chain (ISC) solutions in China and an accelerated push into overseas markets. In the first half of 2025 the company reported total revenue of RMB 98.5 billion (RMB 98.531 billion per the company release), up 14.1% year on year, driven by domestic expansion and efficiency improvements across its ISC and broader logistics offerings. ISC revenue reached RMB 50.1 billion for the six months, accounting for just over half of total revenue and rising 19.9% year on year. The external ISC user base grew to 73,713 customers, up 14.5%, and average revenue per external ISC customer was around RMB 239,000. Revenue from other customers, including express delivery and freight services, rose 8.7% to RMB 48.4 billion. Non-IFRS profit for the period was RMB 3.3 billion, up 7.1%, reflecting improved resource utilisation and efficiency. On a quarterly basis, JD Logistics reported RMB 51.6 billion in revenue for the three months to June, with quarterly non-IFRS profit of RMB 2.6 billion, up 5.4% year on year. Technology deployment remains a key focus. The company reported wider use of its Zhilang goods-to-person automated warehousing solution to support high-volume order fulfilment and more automated operations in some warehouses. The company also described continued overseas expansion in the first half of 2025. GlobeNewswire and company posts note warehouse openings and network expansion in markets including the United States, the United Kingdom, France, Poland, South Korea, Vietnam and Saudi Arabia, and the June 2025 launch of JoyExpress, JD Logistics’ self-operated B2C express service in Saudi Arabia. The JoyExpress launch is described in the sources as offering last-mile delivery options including same-day or next-day service in many areas, cash-on-delivery capability, and end-to-end fulfilment using local warehousing and in-house couriers. In Poland, JD Logistics opened a third warehouse (its second in Warsaw) — a nearly 10,000-square-metre facility intended to provide integrated cross-border solutions for a major retailer handling more than 5,000 SKUs, and to support rapid fulfilment for selected items. Invest Hong Kong reports the company expanded its Hong Kong operations with a new operations centre in Chai Wan, adding to existing hubs in Kwun Tong, Kwai Tsing, Sha Tin and Yuen Long. Company commentary around the midyear results framed the performance as benefiting from China’s steady macro momentum and from strengthened operational capabilities. JD Logistics said it continued to expand its international network and invest in automation and warehousing to support cross-border commerce and local last-mile services. Looking ahead, JD Logistics emphasized balancing cost discipline with continued investment in automation and capacity to improve throughput and service reliability across categories such as consumer electronics, fast-moving consumer goods and fresh produce. The company’s reporting confines specific expansion items to the locations and initiatives noted above, and its technology and facility rollouts (including Zhilang deployment, the third warehouse in Poland and the Hong Kong operations centre) are described in the cited sources. Source: Noah Wire Services