Translíquidos y Refrigerados López (TRL) was formally born in 2005 , but its history began long before, with a young Agustín López at the wheel of a truck provided by his father.
Today, celebrating its 20th anniversary , TRL has become a significant player in specialized transportation, with more than 200 tractor-trailers, a solid national operation, and three business verticals serving everything from the food sector to the automotive industry.
Based in Jesús María, Aguascalientes, TRL operates a fleet consisting of 206 tractor-trailers, 48 3.5-ton units, 402 tanks, 50 refrigerated boxes, and 50 dry boxes.
70 % of its operations are focused on the transportation of food-grade liquids , primarily raw or processed milk, a specialty it has capitalized on over time.
“Most of our clients have been with us since the beginning. Thanks to them, we’re here,” said Agustín López, TRL’s general manager.
TRL’s main operation has been joined by two other companies: Tragcen , also focused on milk transport, and Altosa , a new venture focused on car transport .
These lines of business not only seek to diversify revenue, but also offer better working conditions and more rest for operators, thanks to the ability to rotate staff between different units and types of operations.
To address the operator shortage, TRL has invested in training technology . The company recently added a driving simulator that trains its staff every three months, seeking to reduce accidents and promote safety habits, starting with the basics: wearing a seatbelt.
“Seatbelt culture isn’t yet a common practice among all operators, but we want to establish good habits from the start,” López explained.
Although TRL has managed to expand nationwide—from Tijuana and Tecate to Cancún, passing through key locations such as Comarca Lagunera, the Bajío region, the State of Mexico, and Chiapas— road safety remains the biggest obstacle.
“The Bajío route to the south is complicated: Jalisco, Guanajuato, Puebla, Veracruz… all present risks. Even in areas that seemed calm, like Campeche, we’ve had incidents,” the executive lamented.
Despite the challenges, the vision for the future is to continue growing, expand business units, and train a new generation of operators.
“If there’s no human capital, we can’t grow. Our goal is to continue developing talent and offering better customer service,” Agustín López emphasized.
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