Cross-border logistics between Mexico and the United States faces pressures that extend beyond infrastructure and border crossings. The availability of carriers, regulatory changes, rising costs, and a lack of integration among supply chain participants are forcing automotive companies and their logistics providers to rethink their strategies.

During the panel “Cross-border logistics under pressure: Keeping the flow of goods in North America”, held within the framework of Automotive Logistics & Supply Chain , one of the central points of the conversation was the need to anticipate disruptions , where uncertainty ceased to be an extraordinary scenario and became a permanent condition of operations, so companies need to develop alternative plans and the capacity to respond to changes that may occur with little room for reaction.

Raúl Gamboa, head of Logistics, Production Control, and Production Systems at the BMW Group plant in San Luis Potosí, explained that in automotive manufacturing, each day presents diverse conditions, making it difficult to maintain logistical planning using traditional methods. Therefore, BMW has been working on digital tools that allow them to identify potential disruptions, evaluate alternative routes, and simulate the effects of modifying a transportation strategy.

The executive emphasized that changing a route or mode of transport doesn’t necessarily represent an improvement. In an automotive operation, where components must arrive in specific sequences and timeframes, a decision can impact various stages of production. Therefore, before modifying a flow, it’s essential to evaluate its consequences all the way to the finished product.

At this point, collaboration with suppliers and logistics partners is essential. Gamboa emphasized that visibility allows for linking the movement of materials with production needs and anticipating whether a component will be available when required, with the goal of preventing a transportation disruption from halting a manufacturing line.

Documentation, an obstacle before reaching the border

Victor Salazar, Director of International Operations for Trayecto , indicated that one of the main problems lies in the coordination of the processes prior to crossing, since sometimes carriers spend more time waiting for the necessary documentation than actually crossing the border.

The executive put the scale of the operation into perspective, noting that there are approximately 49,000 crossings between Mexico and the United States daily, of which about 20,000 are at Laredo, Texas. At that volume, an interruption of just a few hours can take several days to restore the planned operations, particularly in high-demand corridors. Therefore, he deemed it necessary to relocate the control points to earlier stages of the process, so that inconsistencies can be detected before the merchandise leaves the plant or reaches the border.

Adding to this situation are the restrictions placed on operators making international crossings. Gamboa identified visa and regulatory requirements in the United States, as well as the availability of operators, as factors that have reduced effective transport capacity, in a context where companies are also facing higher costs. According to the International Road Transport Union (IRU) , Mexico is short approximately 99,000 trucking operators.

In this regard, the response has been to strengthen coordination among the areas involved in exporting, from the availability of units and materials to the documentation processes. The intention is that restrictions can be identified before the shipment arrives at the plant and becomes an operational problem, the BMW representative indicated.

Salazar, for his part, commented that Trayecto has been working on preparing its drivers to meet the English communication requirements and applicable regulations for operating in the United States. He mentioned that the company has approximately 250 drivers involved in its operations between Colombia and Laredo, and that some authorization renewal processes can involve several months of waiting.

It is worth remembering that since 2025, the United States Immigration and Customs Enforcement (ICE) has begun withdrawing visas from motor carrier operators designated as B1 , meaning they can provide service between cities in Mexico and the United States, but not between two points within the United States.

The above, which is called cabotage , is one of the main excuses, along with the poor command of the English language, for withdrawing B1 visas from operators .

Between April 2025 and April 2026, U.S. authorities revoked the visas of 20,000 Mexican truck drivers for failing to demonstrate proficiency in English, a requirement for operating on U.S. highways, according to data from the National Chamber of Freight Transportation (Canacar) .

Another point raised by the panel was how to better utilize available capacity through cargo consolidation schemes. Danny Gordon, Director of Cross-Border Strategy at CH Robinson , outlined the main challenges facing the movement of goods in the region, which continues to grow.

In June 2026 alone, merchandise trade between Mexico and the United States reached $89.2 billion , an increase of 22.2% compared to the same month in 2025, with road transport as the main means of moving goods, reported the Bureau of Transportation Statistics (BTS) .

The agency detailed that during the period, $68.5 billion worth of goods were moved between the two countries via  trucks , while $8.5 billion was transported by rail at an annual rate.

Gordon explained that given this scenario, it is necessary to find opportunities to reorganize shipments from strategic points in Mexico, without necessarily concentrating all operations at traditional border crossings.

The executive pointed out that these results require joint planning, sufficient information, and coordination among the participants in the supply chain. Consolidation, in that sense, represents an alternative for improving resource utilization and reducing non-value-adding movements.

Technology also emerged as a tool for anticipating risks. Salazar explained that Trayecto works with information from the units, trailers, and external factors, such as weather conditions and interventions by authorities, to identify potential disruptions during the journey.

The panelists agreed that the continuity of the flow of goods in North America will depend on greater integration between manufacturers, carriers, and service providers.

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The speed of the supply chain’s response will be one of the main factors for the Volkswagen Golf’s return to the Puebla plant . The German automaker is working on a logistical reconfiguration that will allow it to handle the complexity of producing a model destined for various international markets and, in particular, supplying Europe from Mexico.

At the conference “Moving forward at the pace of Mexico: Volkswagen’s rapid response to a constantly transforming automotive landscape”, at Automotive Logistics & Supply Chain , Peter Koltai, senior director of Production Control and Logistics at Volkswagen de México, explained that one of the main challenges was reducing the usual period for transferring a production program of this magnitude from four to two years .

The operation represents an additional challenge because the Golf will have a global reach, unlike previous generations that were manufactured in Puebla and were primarily intended for North America.

The model includes 10 variants, different engine configurations, and technical requirements for nearly 50 markets.

“This car is very complex. And it also means we have to handle an incredible number of parts for the factory. Just for the Golf, we have 150% more part numbers in the factory than we have for three different vehicles,” Koltai explained.

This will be complemented by a parallel production phase of approximately 40 weeks between Germany and Mexico, during which both plants will have to coordinate their operations, inventories and supply, as well as maintain communication with suppliers who will also have to serve both locations.

“Many of our suppliers will face the same challenge. They will have to produce for these 40 weeks in two different locations, one in Europe and one in Mexico. And this also applies to our sales and marketing departments, and to our customers,” he emphasized.

One of the most significant impacts will be on the movement of materials. Koltai noted that the project will involve receiving six times more components from European suppliers and a 320% increase in the number of weekly containers arriving in Mexico.

The challenge will not only be receiving that material, but also having spaces to store it and transport it in a timely manner to the Puebla plant, without affecting the production rate.

Multimodal logistics and port capacity

To meet these requirements, Volkswagen developed a scheme that combines port infrastructure, rail transport, and external storage.

In this regard, Koltai highlighted the importance of the relationship that the automaker maintains with its logistics partners in Mexico, particularly in the port of Veracruz, where it has a long-term collaboration for the handling of materials from Europe and South America.

The company plans to maintain an inventory equivalent to two days’ stock within the plant and supplement its needs through an external warehouse. This approach will allow it to manage larger volumes of components without overloading the factory’s infrastructure .

Regarding rail transport, the executive mentioned the work with Ferromex , with whom Volkswagen has maintained an agreement since 2023 to move vehicles and materials. The use of dedicated trains allows for the establishment of departure and arrival schedules, which facilitates the planning of logistics flows and the predictability of supplies.

The strategy also considers using the ports of Veracruz and Tuxpan to distribute export volumes and avoid capacity restrictions.

According to Koltai, 86% of the Golfs produced in Puebla will be destined for Europe , so it will be necessary to guarantee the transport capacity from Mexico to that market.

Mexico’s speed as a competitive advantage

According to the executive, the country’s responsiveness was key to advancing the project in a shorter period than usual.

In that sense, he identified four elements that helped accelerate the process: the commitment of the workers, the flexibility to adapt to new requirements, the creativity to develop logistical solutions, and the coordination with supply chain partners.

“Without this group, we would not have been able to create a concept where we can make this transformation in two years and with economic figures that are acceptable,” he explained.

The return of the Golf represents a test for the Mexican automotive industry’s ability to integrate into global programs , in which coordination between manufacturers, suppliers, ports, and transport operators will be fundamental.

Volkswagen de México announced that the model will begin production again in Puebla in 2027, marking the return of this vehicle to the plant and expanding the company’s manufacturing portfolio in the country.

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In a period of six months, Nissan completed one of the most important industrial transformation projects of its operation in Mexico: the consolidation of its manufacturing activities in Aguascalientes , which involved moving more than two thousand pieces of equipment from Argentina, reorganizing its supply network and adapting the logistics and production infrastructure.

At the conference “Driving Mexico with clarity, speed and local excellence”, within the framework of Automotive Logistics & Supply Chain , Dayan León, deputy director of Spare Parts Logistics at Nissan Mexico, highlighted that the operation represented a challenge that initially seemed impossible to execute in the available time.

However, the coordination of more than five thousand people allowed simultaneous progress in the transfer of machinery, the construction of facilities and the preparation of production lines.

One of the main challenges was mobilizing the industrial assets from Argentina in just 53 days. To achieve this, Nissan organized the shipment of more than 500 containers and developed special packaging schemes to protect the equipment and facilitate its subsequent installation in Mexico.

The logistics operation accumulated around 6.4 million kilometers of travel, from the first shipment to the arrival of the last piece of equipment at the plant.

The project also included the transfer of equipment from CIVAC , Morelos, following the scheduled closure and as part of the strategy to concentrate vehicle production at the Aguascalientes complex.

A more integrated supply chain

The transformation wasn’t limited to moving machinery. Nissan had to rethink its supply chain , from supplier integration to vehicle distribution and the supply of materials to the production lines.

In this process, around 190 suppliers from Mexico, the United States, Asia, and Europe were integrated, with the goal of building a more flexible and resilient network, Dayan León emphasized.

Modifications were also made to the facilities to streamline the movement of materials. These included the addition of 13 new loading docks and four additional suppliers within the plant—an integration that, according to the specialist, typically takes around a year but was completed in six months.

Spaces were also set up to maintain backup inventories and respond to possible supply disruptions .

The infrastructure upgrade covered more than 120,000 square meters, in addition to the reorganization of internal material flows and production areas, with a vision for growth and scalability in the coming years.

Another significant change was the way the project was executed. The Japanese company modified its decision-making processes, delegated responsibilities, and strengthened trust between work teams and suppliers.

The strategy allowed activities that are normally carried out consecutively to be carried out in parallel, while the production operation continued to work at its maximum capacity.

The executive highlighted that the project was primarily the result of Mexican engineering and talent , with the collaboration of international teams and supplier companies that participated in the various stages of the transformation.

The consolidation of operations in Aguascalientes is part of Nissan’s global strategy to improve its production efficiency, optimize resources and strengthen its competitiveness.

For the company, the challenge now is to leverage the infrastructure and the new configuration of its supply chain to respond to future market needs and maintain Mexico as a strategic platform within its global manufacturing network.

The executive concluded that the commitment goes beyond an industrial reorganization: it seeks to build long-term relationships and promote an operation capable of contributing to the development of the Mexican automotive industry in the coming years.

According to the Administrative Registry of the Automotive Industry of Light Vehicles (RAIAVL) , published by the National Institute of Statistics and Geography (Inegi) , Nissan manufactured 433,610 units during the period January-October 2026, which meant a drop of 24.3% compared to the same cycle of 2025, when it manufactured 572,928 units.

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The Mexican automotive industry fell into a slump again in its production and export of vehicles during October 2026, according to the Administrative Registry of the Automotive Industry of Light Vehicles (RAIAVL), published by the National Institute of Statistics and Geography (Inegi) .

In the tenth month of the year, manufacturing at the plants installed in Mexico was 302,803 automobiles , a decrease of 17.7% compared to the 367,928 units manufactured in October 2025.

In the January-October period, production stood at 3,254,062 units , a drop of 3.95% compared to the 3,387,934 cars registered in the same period last year.

By vehicle type, light trucks accounted for the majority of domestic production, with 2,560,201 units , equivalent to 78.7% of the total. Passenger cars represented 21.3% with 693,861 units.

In the first 10 months of 2026, the automakers that stood out in production were Stellantis , with a 12.6% increase, totaling 368,432 units compared to 327,282 vehicles produced during the same period last year.  Volkswagen also showed strong manufacturing results with a 10.5% increase, reaching 314,370 units compared to 284,582 during the same period in 2025.

Conversely, Nissan’s production fell 24.3% during January-October of this year. Mazda’s decreased by 14.3%, and Ford Motor’s declined by 3.1% year-on-year.

Exports of vehicles manufactured in Mexico totaled 258,137 units in October 2026, a decrease of 17.85% compared to the 314,227 cars exported in the tenth month of 2025.

During the January-October period, 2,786,760 units were placed in international markets, a decrease of 3.28% compared to the 2,881,399 vehicles exported in the same period last year.

The United States remained the top destination for Mexican automotive exports during the period, receiving 2,134,474 units , representing 76.6% of the total. Canada ranked second with 338,401 vehicles (12.1%), followed by Germany with 75,507 units (2.7%).

By automaker, Nissan saw a 25.9% decrease in exports during the first 10 months of 2016, with 266,465 units. Ford Motor declined 11.9% to 314,694 vehicles, while General Motors experienced a 3.9% drop to 669,981 units.

Conversely, Stellantis increased its exports by 24.6%, reaching 347,844 vehicles during the period, while Volkswagen advanced 13.2% with 258,234 units. KIA also reported growth of 7.9% with 197,660 cars shipped abroad.

The October result represented a more pronounced decline compared to September, when light vehicle production fell 15.13% and exports declined 11.85% year-on-year.

Thus, the figures for the tenth month of 2026 place the Mexican automotive industry in negative territory towards the end of the year with a contraction in two of its most important indicators.

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The reform to the Income Tax (ISR) planned for 2027 could compromise the viability of 1,000 automotive agencies and put 70,000 direct jobs at risk in Mexico, due to the limitation of tax deductions that would affect companies with reduced profit margins, warned the Mexican Association of Automotive Distributors (AMDA) .

Although the Congress of the Union approved a reservation to exclude automotive manufacturers from this limitation for certain expenses in tax precincts, as well as gasoline and diesel distributors, agencies dedicated to the marketing of vehicles were left out of that benefit.

The problem, according to Guillermo Rosales Zárate, executive president of AMDA, lies in the fact that the modification establishes a limit of 96.6% on expense deductions, which could cause distributors to pay taxes on profits they did not obtain.

How much does an agency actually earn from selling a vehicle?

To explain the consequences of the measure, AMDA presented a financial analysis prepared with accounting information from the 2025 fiscal year, showing how the income of automotive agencies is distributed.

For every 100 pesos that a distributor bills, only 38 cents of profit remain before the payment of ISR and the distribution of profits to the workers (PTU).

The breakdown shows that 85.05 pesos are allocated to the cost of vehicles sold, while another 9.13 pesos correspond to departmental expenses, such as workshops, sales staff, and showroom . An additional 3.48 pesos cover administrative and corporate expenses, and 1.96 pesos are for financing.

This means that, even if an agency records significant sales, most of its revenue is used to cover acquisition and operating costs, leaving a small margin on which its tax obligations are calculated.

Why might the reform increase tax payments?

Currently, companies pay a 30% income tax rate on their taxable income. However, the analysis presented by AMDA argues that the new limit on deductions would cause a considerable increase in the effective tax burden , particularly for distributors with lower profit margins.

In the average scenario presented by the association, the effective income tax rate on taxable income would increase from 30% to 225.4%. This does not mean that the statutory tax rate would increase to that percentage, but rather that the calculated tax amount would exceed the profit earned by the company .

The effect would vary depending on the profitability of each distributor. According to AMDA’s scenarios, an agency with a 1% profit margin on its sales would face an income tax burden equivalent to 100% of that profit, while with a margin of just 0.5%, the proportion would reach 200%.

This situation is compounded by the ongoing decline in the automotive distribution business. According to the organization, dealership profitability has decreased by 30% over the past five years , while the average number of vehicles sold per dealer has fallen from 701 units annually in 2016 to 566 in 2025.

Given this background, AMDA estimates that 30% of the distribution network could see its viability compromised. The organization, which represents more than 2,500 distributors of 77 light and heavy vehicle brands, indicated that the sector generates approximately 180,000 direct jobs.

Given this situation, Guillermo Rosales requested that the federal government, headed by Claudia Sheinbaum, issue a tax relief decree that would exempt automotive distributors from the deduction limits. This request comes after discussions the organization has held with the Ministry of Finance and Public Credit (SHCP) and the Tax Administration Service (SAT) .

AMDA argues that agencies are subject to billing controls and anti-money laundering provisions, and therefore believes they should receive tax treatment similar to that given to automakers and fuel distributors.

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During October 2026, the sale of new light vehicles in Mexico maintained a positive trend with 137,438 units , representing an increase of 3.1% compared to the 133,260 cars sold in the same month of 2025, according to figures released this Wednesday by the National Institute of Statistics and Geography (Inegi) .

With this result, the national automotive industry accumulated 1,287,268 cars sold between January and October 2026 , a figure that represented a growth of 4.8% compared to the same period in 2025, when 1,228,108 units were sold, according to the Administrative Registry of the Automotive Industry of Light Vehicles (RAIAVL) .

The recorded volume is the highest for a January-October period since 2016 , a period in which 1,259,645 cars were sold.

Among the brands with the highest sales volumes in the first 10 months of the year are Nissan with 17.2%, followed by General Motors  with 12.8%, Volkswagen  with 10.9%, Toyota with 8.1%, KIA with 7.2% and Mazda  with 6.9 percent.

Meanwhile, Chinese brands, which are increasingly gaining market share in Mexico, showed variable performance in October 2026.

Geely  increased its sales by 75.8% in October compared to October 2025, with 4,398 units sold. JAC saw a 4.3% decrease, selling 2,052 units; and Changan experienced a 24.1% year-on-year drop, with 1,568 vehicles sold during the period.

Other brands in the sector also performed well year-on-year. Stellantis  grew 2.2%,  Hyundai  advanced 15.7%, General Motors increased 9.8%, and Nissan accelerated 8%.

For the automotive chain, the behavior of domestic sales in October 2026 represents a reference on the demand for new vehicles and the activity of distribution networks, as well as the services associated with the transfer, storage and delivery of finished units.

It also reflects greater dynamism in the sector and an improvement in the recovery of the purchasing power of Mexican consumers.

The National Institute of Statistics and Geography (INEGI) announced that as of November 2026, the MOTORNATION brand was removed from the RAIAVL (National Registry of Automotive Vehicles), and its data will no longer be included in the registry. During the same month, the GAC brand was added with data starting from January 2024.

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In September 2026, vehicle production and exports registered a decline , placing the Mexican automotive industry in negative territory, according to the Administrative Registry of the Automotive Industry of Light Vehicles (RAIAVL), published by the National Institute of Statistics and Geography (Inegi) .

During the ninth month of the year, the automakers installed in Mexico manufactured 301,803 light vehicles , which represented a decrease of 15.13% compared to the 355,589 units manufactured in September 2025.

Meanwhile, the accumulated production between January and September stood at 2,946,943 units , a decrease of 2.42% compared to the 3,020,006 cars registered in the same period last year.

In the cycle, light trucks accounted for 79% of total production , with 2,329,189 units. The remaining 21% was made up of cars, with 617,754 units.

In the first nine months of 2026, the brands that stood out in their production at Mexican plants were Stellantis , with an 18.9% increase, totaling 345,522 units compared to 290,685 vehicles produced in the same period last year.  Volkswagen  also showed strong manufacturing results with a 14.6% increase, reaching 286,668 units compared to 250,124 in the same period of 2025.

In contrast, Nissan’s production fell 25.2% during January-September of this year. Mazda’s production decreased by 15.7%, and Ford Motor’s fell by 5.7% year-on-year.

Exports slow down

Exports totaled 277,369 vehicles in September 2026 , a decrease of 11.85% compared to the 314,656 units sent abroad during the same month of 2025.

In January-September, 2,528,623 light vehicles were placed in international markets , a drop of 1.50% compared to the 2,567,172 units of the same period last year.

In total, the United States remained the primary destination for vehicles manufactured in Mexico, accounting for 76.4% of exports , with 1,931,750 units. Canada followed with 314,185 vehicles, representing 12.4%. Germany received 64,963 units, equivalent to 2.6% of the total.

By brand, Stellantis stood out in total exports with 316,533 vehicles shipped abroad, representing a 30.2% year-over-year increase. Volkswagen followed with 233,165 vehicles, 16.8% more than in 2015. KIA saw a 10.3% year-over-year increase with 177,727 vehicles. Conversely, Nissan’s exports fell by 29.5% in the first nine months of 2016; Ford Motor experienced a 10.8% drop, and Toyota registered a 4.6% year-over-year decrease.

With these results, the Mexican automotive sector closed September with a contraction.

The behavior of the coming months will be crucial in determining whether the decline represents a temporary adjustment in manufacturing and exports or a sign of a more prolonged slowdown for the Mexican automotive industry, which represents almost 4% of the national Gross Domestic Product (GDP) and about 20.5% of the manufacturing GDP, according to the Mexican Automotive Industry Association (AMIA) .

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Sales of new light vehicles in Mexico continued to advance during September 2026, and the year-to-date figures have shown the best growth of its period in a decade, according to the Administrative Registry of the Automotive Industry of Light Vehicles (RAIAVL) .

In the ninth month of the year, 129,288 units were sold , an increase of 8% compared to the 119,766 placed in the domestic market in the same month of 2025, according to data released this Friday by the National Institute of Statistics and Geography (Inegi) .

With this result, the Mexican automotive sector accumulated 1,144,002 light vehicles sold between January and September 2026 , a figure that represented a growth of 5% compared to the first nine months of last year, when 1,089,151 units were sold.

The recorded volume is the highest for a January-September period since 2016, when 1,122,142 cars were sold.

According to the Mexican Association of Automotive Distributors (AMDA)  and the  Mexican Automotive Industry Association (AMIA) , among the brands with the highest sales volumes in the January-September period are Nissan , which led the market with 17.2%, followed by  General Motors  with 12.8%, Volkswagen  with 11%, Toyota with 8.2%, KIA with 7.2% and Mazda  with 6.9 percent.

The registry also included sales of Chinese brands , which continue to gain ground in the Mexican market and which showed variable behavior during September 2026.

Geely  increased its sales by 91.1% in September 2026 compared to September 2025, with 4,306 units sold. JAC grew by 6.5%, selling 1,884 units; and Changan declined by 13.9% year-on-year, with 1,766 vehicles sold during the period.

Other brands in the sector also performed well year-on-year . Stellantis  grew 43.3%,  Hyundai  advanced 3.3%, Toyota rose 3.2%, and Nissan accelerated 15.7%.

The September 2025 results for vehicle sales in Mexico show a more dynamic domestic demand and, at the same time, reflect greater activity for the distribution network, logistics of finished cars and services associated with marketing.

Within this expansion, there is also greater diversity in the offering, particularly due to the advance of some Chinese brands, although with different behaviors among them.

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Ford of Mexico has appointed Michelle Pérez as the new manager of the Hermosillo Stamping and Assembly Plant (HSAP) . Pérez, who previously served as assistant manager at the same facility and has 12 years of experience, will lead one of the automaker’s key manufacturing operations in the country.

The Hermosillo plant plays a key role in Ford’s production in Mexico . Currently, it produces the Ford Bronco Sport and Ford Maverick, models that, according to the company, are destined for markets such as the United States and Latin America.

Experience within Ford

Michelle Pérez is an electromechanical engineer with a master’s degree in Manufacturing Systems from Tecnológico de Monterrey. Before becoming assistant manager in Hermosillo , she worked for the company in Cuautitlán, State of Mexico , where she led the Final Assembly area and other production lines.

According to Ford ‘s statement , Pérez, during his time as assistant manager, contributed to the plant’s operational efficiency. Now, in his new position at the Sonora facility, his missions will include strengthening quality and operational performance , with a focus on assembly processes and improving efficiency.

Ford stated that the appointment is part of its strategy to develop internal talent and provide continuity in leadership positions within its manufacturing operations.

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Holman , a firm based in New Jersey, USA, with a history of more than 100 years in the automotive services market, announced the acquisition of all of ARIZA.

ARIZA was a joint venture in equal parts between Holman and Corporación Zapata, with which Holman will now strengthen its presence in the fleet management business with multinationals in North America.

As part of this transition, the ARIZA brand will be discontinued and the company will operate under the name Holman.

“At Holman, we are honored and grateful to have collaborated with the Zapata family for more than 30 years on this successful joint venture,” said Chris Conroy, CEO of Holman. “The integration of ARIZA into Holman reflects our confidence in the Mexican market, our commitment to supporting our customers throughout North America, and our appreciation for the talented team that has helped build this business.”

ARIZA was founded in 1995 as a joint venture between Holman and Corporación Zapata , with the goal of helping its customers respond to the increasingly complex demands involved in operating a multinational fleet.

For over 30 years, ARIZA has accumulated extensive experience in fleet management, innovative technology, and local market knowledge to optimize performance and transform fleet vehicles into strategic business assets. This acquisition will integrate ARIZA’s team, operations, and customer service into Holman.

Holman customers will now have a single point of contact, standardized processes, and a broader service offering across the United States, Canada, and Mexico. This integration will enable Holman to provide the comprehensive and coordinated fleet management experience across countries that its multinational customers require. ARIZA’s offices, website, digital platforms, and customer materials will gradually adopt the Holman name and brand identity.

Corporación Zapata was founded in 1956 and operates in the land transportation and mobility sector. It maintains a presence in the markets for the distribution of automobiles, commercial vehicles, trailers, buses, used vehicles, and auctions.

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