In the face of disaster, the first things that come to the forefront are not figures or technical analyses, but basic needs: water, food, hygiene products, shelter, medical care, and security. In those critical and chaotic first hours, humanitarian logistics becomes the difference between life and death.
In Mexico, a country highly vulnerable to meteorological phenomena, this logistical approach isn’t improvised; it’s built through planning, partnerships, and experience. A clear example is the work of the National Center for Support in Epidemiological Contingencies and Disasters (CENACED) , which operates at the heart of emergencies, coordinating aid, bringing together stakeholders, and delivering resources precisely where they are most needed.
During the presentation of the 2025 results report, Cynthia Espinoza , director of CENACED, reiterated that the organization’s mission remains unchanged since its inception: to save lives, reduce human suffering, and build resilient communities . To achieve this, the organization has strengthened its multisectoral coordination model, Unidos por Ellos (United for Them) , which has become more than just an operational framework; it has become a shared identity.
This model integrates academia, governments, United Nations agencies, the private sector, and civil society organizations , enabling coordinated field operations, risk prevention, and clear and transparent accountability processes. The logic is simple yet powerful: “When each actor contributes its strengths, the humanitarian response becomes faster, more efficient, and more impactful.”
2025 was not an easy year. In June, Hurricane Erick impacted communities in Oaxaca and Guerrero, damaging homes, infrastructure, and livelihoods. The response was immediate: the Unidos por Ellos (United for Them) protocol was activated, and 14 civil society organizations worked to assist 30 communities in 14 municipalities , benefiting 39,624 people through the delivery of 9.3 tons of humanitarian aid .
Months later, in October, a new emergency struck the country. Floods in Veracruz, Hidalgo, Puebla, San Luis Potosí, and Querétaro caused rivers to overflow, roads to be blocked, schools and health centers to be damaged, and hundreds of families to be temporarily displaced.
During the first critical 72 hours , CENACED reactivated its protocol, achieving immediate coordination between civil society, the private sector, and authorities.
One of the key events of this emergency was the activation of the agreement with the Business Coordinating Council (CCE) , which allowed for the channeling of aid from the private sector—in coordination with the Ministry of Economy —through CENACED’s humanitarian warehouse. The result was the mobilization of 2,560 tons of aid , an amount that, as the organization illustrated, would allow tractor-trailers loaded with aid to surround Azteca Stadium more than twice.
Beyond its scale, humanitarian logistics is measured by its effectiveness on the ground . In this emergency, the organization coordinated actions with 23 civil society organizations and, thanks to the support of partners, managed to acquire and distribute 4,310 kits containing food, hygiene, and cleaning supplies from its humanitarian warehouse.
In total, 27 shipments left the humanitarian warehouse, supported by routes donated by UPS Foundation and private sector companies, moving more than 19 million pesos in humanitarian aid.
Behind every box delivered are unseen but crucial logistical processes. In 2025, the operational capacity of CENACED’s humanitarian warehouse grew by 15% , thanks to the creation of new operational flows and a continuous improvement strategy.
The optimization included a new layout , improvements to receiving and sorting, inventory control with an internal system, new KPIs, self-audits, and more robust procedures . Under this framework, 2,945 humanitarian kits were assembled , reinforcing efficiency during periods of high operational pressure.
Humanitarian work cannot be done alone. In 2025, CENACED consolidated strategic alliances with the organization SOCPINDA , the Mexican Center for Philanthropy (Cemefi), and the United Nations Children’s Fund (UNICEF) , the latter through the creation of an annual revolving fund of one million dollars to guarantee immediate resources in emergencies, with a priority focus on the protection of children and adolescents.
Looking to the future, CENACED seeks to further strengthen the Unidos por Ellos network, expand its operational coverage, and consolidate its position as a national leader in disaster risk reduction and humanitarian action . Because when an emergency strikes, good intentions are not enough; what is needed is organization, processes, infrastructure, and, above all, logistics that put people first.
In a country where disasters strike without warning, humanitarian logistics becomes a bridge of hope .
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