Faced with tariff volatility, economic uncertainty, and constant supply chain disruptions , logistics companies face one of their greatest challenges: learning to manage uncertainty as a permanent business condition.
Oswaldo Villanueva, CEO of VR International and a businessman with more than 20 years of experience in the customs, logistics, and supply chain sectors between Mexico and the United States, warned that this volatility is affecting key decisions regarding sourcing, delivery times, and transportation costs , which has generated tensions between manufacturers, retailers, and logistics providers.
“The sector was already facing significant challenges such as inefficient port infrastructure, geopolitical tensions, and a shortage of skilled labor. These problems have only worsened. Today, logistics companies must do more, do it faster, and with less certainty,” Villanueva said from his offices in Houston, Texas.
To address this complex environment, Villanueva proposed the creation of the North American Strategic Economic Region (NASER) , a strategy that seeks to consolidate the United States, Mexico, and Canada as a more competitive economic bloc compared to other regions of the world, beyond what is established by the Treaty between Mexico, United States and Canada (T-MEC)and compared to blocs such as the European Union, the Regional Comprehensive Economic Partnership (RCEP) in Asia-Pacific, or the African Continental Free Trade Area (AfCFTA) in Africa.
In his analysis of the evolution of international trade, Villanueva highlighted that current social, political, economic, and technological changes are forcing countries to rethink their trade agreements and policies, especially in the context of the trade war and tariff tensions.
The NASER model should include:
- A regional certification program (NASER Certified).
- Uniform regulations on customs, intellectual property, and e-commerce.
- Migration facilitation for specialized talent.
- Energy and environmental cooperation.
- Common strategies for nearshoring (relocation of production lines) and technology transfer.
Villanueva proposed that this vision must be managed by a long-term regional governance structure, with the support of international organizations such as the Organization for Economic Cooperation and Development (OECD) .
The challenge: taking advantage of the USMCA review in 2026
While July 1, 2026, is the scheduled date for the first joint review of the USMCA, the public consultation process is anticipated to begin in late 2025, an ideal time to assess progress, correct imbalances, and begin laying the foundations for NASER, taking advantage of nearshoring and the regionalization of supply chains.
The leader of VR International noted that technological acceleration, the rise of e-commerce, and pressure from increasingly informed consumers are forcing companies to become more agile, competitive, and collaborative.
In this context, North American business leaders must stop seeing themselves solely as suppliers to each other and begin to recognize each other as strategic partners and priority markets.
“Even though the trade war and the imposition of tariffs create uncertainty, business leaders must remain calm and avoid making hasty decisions,” the specialist said.
He added that leaders must focus on strengthening their finances, diversifying markets, improving productivity, and seeking new opportunities both within and outside the region.
“International trade is a high-stakes game of chess. Everyone has an opinion, but few truly understand the moves,” he said.
He also warned that time is of the essence: “The sooner North America adopts a truly integrated and competitive vision, the greater its potential to become the most attractive and powerful economic region in the world.”
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