By Jennifer Galindo and Karina Quintero
2026 is shaping up to be not only a challenging year, but also a turning point for those managing supply chains and transportation in Mexico and around the world. Persistent trade tensions, constant regulatory changes, operational uncertainty, and economic pressures have created an environment where stability is no longer the norm.
In this new scenario, logistics leadership is no longer defined solely by operational efficiency, but by the ability to anticipate, adapt and make strategic decisions amid volatility, according to senior executives in the sector.
“The coming years are years of uncertainty,” says Hugo Ruiz, president of the National Council of Executives in Logistics and Supply Chain (ConaLog) .
From their perspective, the challenge lies not in eliminating uncertainty—an impossible task—but in understanding it and transforming it into a manageable element within the business strategy . This paradigm shift compels organizations to strengthen their operational intelligence and analytical capabilities, recognizing that planning can no longer be built on static assumptions.
UNCERTAINTY, THE NEW CONSTANT
For those directly involved in transportation, uncertainty has ceased to be an occasional factor and has become a structural condition. Gilberto Palomares, CEO of Transportes Pitic , describes an environment where volatility impacts every link in the chain.
“Uncertainty is part of our daily operations. From regulatory changes to roadside operating conditions, everything can change, and that forces companies to develop more flexible and strategic planning. This includes considering customers and operations, as well as maintaining a clear long-term vision,” he explains.
This reality has transformed logistics leadership from an execution-focused function to a role centered on anticipation . Companies no longer simply manage fleets, routes, or inventories; they must now evaluate multiple scenarios, anticipate disruptions, and build organizational resilience.
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