MONTERREY, NL.- ALMER , a Mexican company focused on comprehensive logistics, warehousing and inventory financing services, inaugurated ALMER Frigorífico Monterrey , a new temperature-controlled distribution center (DC), with which it seeks to strengthen the logistics infrastructure and the cold chain in northern Mexico.

During the opening ceremony, Luis García Serrato, general director of ALMER, highlighted that more than 500 million pesos (mdp) were invested in the new infrastructure and it is the company’s second refrigerated distribution center in the country.

The warehouse was built on a 15,000 square meter (m2) plot of land and has approximately 9,000 m2 of construction, of which 6,500 m2 are dedicated to temperature-controlled operations . The infrastructure includes a maneuvering yard of more than 4,000 m2 and 12 loading docks, and has Federal Inspection Type (TIF) certification .

In terms of technology, it implements a WMS system for traceability and inventory control. It features continuous temperature and pressure monitoring and integrates German technology into refrigeration systems, panels, doors, and automation processes. Its design prioritizes energy efficiency and LED lighting.

The refrigeration capacity incorporates four freezing chambers at -20 degrees Celsius, with a combined capacity of approximately 15,000 positions, in addition to a dual chamber for refrigeration or freezing.

The opening of this new unit is relevant in a context where Mexico has only 15 million cubic meters (m3) of refrigerated storage , well below the 130 million m3 of the United States, reflecting a significant gap compared to potential demand.

One of the elements that distinguishes the warehouse is its refrigeration system based exclusively on R744 carbon dioxide. According to García, this responds to criteria of safety, efficiency and environmental responsibility , in addition to allowing the operation of a refrigeration facility within the urban area of ​​Monterrey without resorting to ammonia as a refrigerant.

The decision is also related to the region’s conditions. The executive noted that the system was designed to operate without the continuous water consumption associated with cooling towers , a relevant aspect for Monterrey given the restrictions the city has faced regarding water availability.

The company plans to install solar panels that will provide around 30% of the cooling needs, while the remaining 70% will be supplied through cogeneration schemes.

For ALMER, the Monterrey project represents a step within a broader expansion strategy . The company already operates a temperature-controlled facility in Guadalajara, which maintains occupancy levels close to 100%, according to García Serrato.

The next project is located in Tultitlán, State of Mexico , where the company is building a facility with similar characteristics and around 23,000 positions.

The company is also analyzing projects in Mérida, Cancún, Tijuana and Ciudad Juárez, with the goal of closing 2030 with at least six large temperature-controlled centers strategically distributed throughout the country.

In an interview with T21, Édgar López, CEO of Grupo Inversor Veracruzano (Griver) , considered that the new facility signals that the refrigeration logistics chain continues to be a sector that demands growth in infrastructure, and that it confirms that it is on the right track for high-scale refrigeration services for the supply chain in various segments.

“We will be present to support ALMER, with whom we have a joint relationship with our clients, where we receive cargo through the port of Veracruz,” he noted.

Meanwhile, Carlos López, Commercial Director of Logistics Services at ALMER, said that with the new facility they seek to support all their clients in the region as a strategic point in the area .

“This investment represents a sense of confidence in the region, in our country, and in the development of the region,” he concluded.

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El cargo ALMER “cools down” Monterrey with new refrigerated distribution center apareció primero en T21.

In a decade, Mexico’s maritime landscape shifted dramatically. Trade with Asia gained momentum, Pacific ports absorbed larger container volumes, and supply chains began demanding more than just shipboard space. Against this backdrop, Cosco Shipping Lines Mexico quadrupled to quintupled its operations and is now preparing for a new phase, aiming to expand its presence from maritime transport into land-based transportation and other logistics solutions.

This evolution coincides with a structural growth in trade between Mexico and China, which, according to Mateo Cepeda, Senior Sales & Export Manager of Cosco Shipping Lines Mexico, allowed the company to move from a secondary position to becoming one of the main participants in container shipping in the country, particularly on the Pacific.

The starting point was 2016, although a broader transformation lay behind it. The global integration of Cosco Shipping and China Shipping occurred after one of the most turbulent periods for the maritime industry, characterized by overcapacity, falling rates, and a wave of mergers and consolidations among shipping lines. The integrated operation in Mexico began on July 15 of that year, after combining systems, vessels, container inventories, and portfolios that had previously operated separately.

But the company’s transformation cannot be explained solely by that merger. At the same time, Mexico increased its dependence on Asian supply chains , and the containerization of the transpacific route gained momentum.

This move transformed the country into a central part of Cosco’s regional network. Cepeda stated in an interview with T21 that more than half of the cargo originating in the Far East within the market the company serves on the west coast of Latin America is destined for Mexico , while all of its transpacific services in this region make stops at Mexican ports.

Manzanillo occupies a particularly relevant position : 100% of Cosco’s services on this network touch that port, while other routes incorporate Ensenada and Lázaro Cárdenas before continuing towards Colombia, Peru and Chile, with Chancay, operated by Cosco Shipping Lines, being incorporated as a new node for the connection with Asia.

“Mexico is the main driver in terms of cargo volume,” Cepeda said, explaining the importance the country has acquired within the shipping company’s regional structure.

The expansion, however, is no longer focused exclusively on the Pacific. A decade ago, Cosco’s Mexican operation was almost entirely concentrated in Manzanillo, with only occasional services in Lázaro Cárdenas. Since then, it has added Ensenada and extended its service to Altamira and Veracruz , from where it operates routes to Europe, the Caribbean, and the east coast of South America. It has even begun deploying its own vessels on some of these routes, after previously operating through partnerships with other carriers.

This growth is also reflected inland. From approximately 30 or 40 employees in 2016, Cosco Shipping Lines Mexico now has over 140. This growth has been further enhanced by the addition of its own offices in Manzanillo and Ensenada, a commercial presence in Monterrey, Querétaro, and Guadalajara, and operations through agents in Lázaro Cárdenas, Altamira, and Veracruz.

Behind this geographical distribution also lies the way Mexican foreign trade has been structured . While around 85% of the country’s exports go to the United States and Canada, a significant portion of maritime imports come from the Far East. For shipping companies, this structure creates an imbalance that Cepeda estimates at between four and five import containers for every one maritime export container.

The response has been to seek Mexican cargo that allows them to utilize equipment that must be returned to other markets. Electronics, appliances, auto parts, vehicles, cotton, minerals, beer, and refrigerated products are among the segments where the company has sought to develop exports, although Cepeda currently identifies an additional obstacle: the strength of the peso, which can reduce the competitiveness of some Mexican products in international markets.

It is precisely on land where Cosco sees one of its greatest areas for future growth . The location of major industrial and consumer centers far from the coast necessitates complementing maritime transport with road and rail connections. The strategy involves increasing the proportion of shipments in which the shipping company itself incorporates land transport into the bill of lading and determines, together with the customer, which combination of port, rail, or trucking is most suitable.

“We increasingly want to be a player in the supply chain and be able to provide comprehensive solutions to customers, not just in the maritime sector,” Cepeda explained.

The expectation is that, within the next few years, a considerable proportion of its containers will incorporate value-added services beyond the maritime leg. “We don’t just see ourselves as a company whose core is the sea, but also land, ground transportation, trucks, and trains,” he added.

This gamble comes as cargo growth begins to encounter the limitations of Mexico’s infrastructure . Cepeda notes that the Pacific remains the primary driver of the country’s maritime trade, but also identifies bottlenecks that could limit the capacity to absorb new volumes.

According to the executive, this tension is also a consequence of the speed at which the market has grown. “Part of the challenge has been seeing how we can, within that growth, keep up or keep pace with the growth in terms of infrastructure ,” he noted.

Cosco’s outlook is that demand will continue. Nearshoring , it argued, does not necessarily diminish trade with Asia: new plants established in Mexico require machinery, components, and raw materials from the Far East , which can ultimately generate greater transpacific shipping needs. Even in light of the North American trade negotiations, the shipping company anticipates that Mexican demand will maintain a growth trajectory in the medium and long term.

The immediate outlook, however, remains volatile. Cepeda identified pressures on tariffs stemming from fuel costs, tensions in the Middle East, disruptions related to the Red Sea and the Strait of Hormuz, and blank sailings that temporarily reduce the effective availability of space.

This reveals a paradox of current maritime transport : while shipping companies continue to add capacity, some of it cannot be deployed normally due to geopolitical conflicts, energy costs, and route changes. At the same time, Mexican demand remains strong. According to data cited by Cepeda during the interview, Pacific cargo was growing by nearly 6%, compared to a contraction of approximately 7% in the Gulf and an overall increase of around 2%.

The company has also undergone another, less visible transformation: the digital one . Processes that a decade ago relied on emails, documents, and manual procedures migrated first to e-commerce platforms and later to more sophisticated technological tools. Among these is GSBN , a blockchain- based platform used to accelerate cargo release processes, which is already operating in Mexico.

Digitalization and integrated logistics will be accompanied by a third pillar: decarbonization. Cosco has begun incorporating methanol-powered vessels, and Cepeda anticipates that this fleet transformation will have an increasingly significant presence in operations linked to Mexico. At the same time, artificial intelligence and new digital platforms should facilitate customer reservations and management without eliminating human contact, he asserted.

The scale of this change can also be seen in the ships. When integrated operations began in Mexico, Cosco relied on shared services with other shipping lines; in 2018, it launched its first service operated entirely with its own vessels, and in 2024, it added a second. This is further complemented by its participation in Ocean Alliance , which emerged in 2017.

Thus, the first 10 years were marked by the consolidation of services, routes, offices, and volume ; the following years point toward a different transformation. The strategy is no longer solely about increasing capacity between Asia and Mexican ports, but about capturing a larger share of the supply chain that begins or ends behind them.

“Growth, continued confidence in Mexico, continued investment,” Cepeda summarized regarding the company’s outlook, but now with three components that will define that expansion: door-to-door services, digitalization, and decarbonization .

Comment and follow us on LinkedIn:  @Enrique Duarte Rionda  /  @GrupoT21

El cargo Cosco looks beyond the sea: its logistics strategy for the next decade apareció primero en T21.

EINDHOVEN, NL. – While driving along Rijksweg 2, the highway that connects Amsterdam with Eindhoven in the Netherlands, the just over 125 kilometers that separate both cities allowed a group of Mexican transporters participating in DAF Experiences to confirm the brand’s presence not only in the country but also in Europe, and to learn about the multiple applications that exist with the various models, which were put to the test on the DAF track.

DAF Experience is DAF ‘s proposal for customers, in this case Mexican transporters, to have an immersion with what this brand of Dutch origin represents and which will reach a century of life in 2028.

“DAF Experience brought together 26 transport companies from Mexico, along with the brand’s dealers in our country, and also featured the financial proposal with Paclease,” highlighted Jorge Cañedo, Sales Director of DAF Mexico.

At the presentation of the DAF plant in Eindhoven, the brand’s manufacturing headquarters, Jorge Cañedo stated that PACCAR, owner of the DAF, Peterbilt and Kenworth brands , has the mission of creating value for its companies and providing support for all trucks.

“PACCAR, like all global companies, has 87 years of positive returns for its shareholders, but those profits aren’t just distributed to investors. Instead, they’re focused on creating more and better trucks with greater technological capabilities worldwide. In the last five years, more than five billion dollars have been invested to generate more capacity and new technologies, to achieve a more efficient and environmentally friendly transportation system,” Cañedo added.

During a three-day visit, the transporters had the opportunity to tour the Eindhoven plant , witnessing the site where 200 trucks and tractor-trailers are manufactured daily, using advanced technology, and allowing them to see firsthand the high-tech manufacturing processes.

This factory consists of the engine plant, the stamping plant, the truck assembly line, the development center, an engine testing center, and the electric truck assembly plant; all in an area of ​​260,000 square meters (m2) where 7,500 employees converge.

The PACCAR Distribution Center (PDC) was also visited , from where the process for globally locating parts for the various models available, such as the Peterbilt, Kenworth and DAF brands, as well as TRP products, which can be used by other brands, could be identified.

Mexican transporters and distributors were also able to visit DAF’s cab and axle plant located in Westerlo, Belgium; from where 200 cabs and 550 axles are manufactured daily to meet the production needs of the Eindhoven plant.

At the Westerlo plant, which houses the cab and axle assembly facilities and paint booths offering over three thousand different color combinations, more than 140 robots play a key role in the cab and axle assembly process. This factory covers an area of ​​132,000 square meters and employs 2,500 people.

In-depth knowledge

Globally, PACCAR has a presence with its Peterbilt and Kenworth brands, mainly in North America and some South American countries, as well as Australia, while in the rest of the world its presence is through DAF: Europe, Asia, Africa and South America.

In addition to introducing the brand globally, Tim Plasberg, DAF’s Marketing & Sales Support Manager, spoke about the competitive advantages of DAF models, with advances in aerodynamics that allow it to offer better fuel performance and efficiency, as well as passive and active safety with new camera systems in the rearview mirrors or the development of the cabins.

In terms of efficiency, Plasberg specified that the new generation of engines for the XF, XG and XG+ models provide greater torque, better performance at low engine revolutions and thus greater productivity for carriers.

One aspect that Tim Plasberg highlighted is the evolution that PACCAR/DAF engines have undergone in complying with the EURO emissions standard, and where from EURO 4 in 2005 where the average consumption was 34 liters per 100 kilometers (2.9 km/lt), they are now at just over 25 liters with the new generation, that is, close to 4 km/lt.

In addition, Plasberg presented to Mexican carriers DAF’s capacity to meet decarbonization needs, with its diesel engines and emissions reductions, as well as electric vehicles, hybrid systems, and hydrogen alternatives.

Comment and follow us on LinkedIn:  @Didier Ramírez Torres /  @GrupoT21

El cargo DAF Experience charts the course for advancement in the Mexican market apareció primero en T21.

QUERÉTARO, QRO.- Sailun , a company dedicated to the manufacture of tires, is preparing a new stage of expansion in Mexico , where it plans to double the capacity of its plant located in Irapuato, Guanajuato, while analyzing an investment related to the recycling of tires and their disposal at the end of their useful life .

During their participation in the Tenth National Road Safety Congress of the National Association of Private Transportation (ANTP) , company representatives highlighted that Sailun already offers tires for heavy vehicles in various segments and applications, including tractor-trailers and buses, as well as equipment used in mining, agriculture, and off-road operations . Globally, the company reported the capacity to produce 34 million truck and bus tires, in addition to 511,000 tons destined for mining, agriculture, and other services.

About a year after starting operations, the facility in Irapuato is approaching full capacity, having reached around 80%, according to Cuitláhuac Zúñiga, the company’s Sales Manager.

Recycling, another front in Mexico

Alongside its production expansion plans, Sailun is analyzing a possible investment in Mexico for the recycling of end-of-life tires , given the challenges the industry faces in their disposal.

During the meeting, company representatives indicated that the proposal includes incorporating technology in Mexico that allows for the processing of tires and the separation of their different materials. According to Sailun, this type of facility is already operating in Australia and China.

“We discussed the possibility of even making an investment in Mexico to recycle consumer tires in a way that is environmentally friendly in Mexico,” Zúñiga commented.

So far, no investment amount, location, or timeframe for completing the project has been announced .

Regarding its environmental goals, the company has set a target of reducing energy consumption by 30% and water usage by 15% per unit produced by 2030, in addition to achieving 40% sustainable materials in its tires. By 2050, it projects reaching 100% of this latter indicator.

The Mexican tire market was valued at $5.38 billion in 2025 and is expected to reach $6.49 billion in 2031, according to estimates from the consulting firm Mordor Intelligence .

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

El cargo Sailun prepares expansion in Mexico and focuses on tire recycling apareció primero en T21.

The Mexican economy closed July 2026 with significant dynamism in foreign trade; however, the trade balance showed a deficit, according to the National Institute of Statistics and Geography (Inegi) .

In the seventh month of the year, the country’s exports totaled 81 billion 420 million dollars (USD) , a rise of 43.7% compared to the same month of 2025, according to the report of the Balance of Trade of Goods of Mexico (BCMM).

Non-oil exports increase

Exports of manufactured goods were the main driver of Mexican exports with 76,306 million dollars, representing an increase of 45.7% year-on-year.

The most significant advances during the period were observed in exports of electrical and electronic equipment and appliances (134%), mining and metallurgy products (27.3%), machinery and special equipment for various industries (13.9%), plastic and rubber products (13.3%), and automotive products (2.4%).

The annual growth in automotive product exports stemmed from a 3.7% increase in sales channeled to the United States and a 3.9% increase in sales to other markets.

In July 2026, the value of agricultural and fishing exports was US$1.32 billion, an 8.6 percent year-on-year decrease. Meanwhile, the value of oil exports was US$1.988 billion year-on-year.

In the January-July period of this year, the value of total exports amounted to 471,387 million dollars , which meant an annual growth of 27.7 percent.

The structure of the value of merchandise exports in the first seven months of the year was manufactured goods with 91.7%, agricultural goods with 2.8%, non-oil extractive products with 2.8% and oil products with 2.7 percent.

Despite the growth in shipments abroad, Mexico ended with a trade deficit of $848 million , which compares to the surplus of $4.06 billion in June.

The decrease in the trade balance between June and July stemmed from a reduction in the non-oil trade surplus and a larger oil trade deficit.

Imports step on the gas

Purchases from abroad grew 45% year-on-year last July , totaling 82 billion 268 million dollars, with a strong increase in intermediate goods , which advanced 56.3% to total 67 billion 132 million dollars at an annual rate.

Imports of capital goods reached $5.607 billion, a 9.9% year-on-year increase, reflecting weak productive investment. Meanwhile, imports of consumer goods reached $9.529 billion, a 9.8% year-on-year increase.

In the period January-July 2026, the accumulated value of total imports was 462 billion 132 million dollars, an amount 25.6% higher than that observed in the same period of 2025.

During the cycle, the value structure of imports consisted of intermediate goods at 80.2%, consumer goods at 12.6%, and capital goods at 7.2%.

Import trends in July 2026 demonstrate Mexico’s dependence on imported goods. However, Mexico maintains a strong performance in exports, which has allowed it to weather the uncertainty generated by global tariffs.

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El cargo Manufacturing sector sustains Mexico’s exports in July apareció primero en T21.

The Mexican Association of Freight Forwarders (Amacarga) believes that Mexico, the United States, and Canada must move towards interoperable digital corridors to protect the integrity of the entire logistics operation.

The organization indicated that Mexico should not wait to learn about the upcoming requirements stemming from the review of the United States-Mexico-Canada Agreement (USMCA) to strengthen its competitiveness, but can instead come up with its own proposal based on greater traceability, advance information, reliable operators, digitalization, regulatory compliance and supply chain integrity.

“North America’s next competitive advantage will be trust, and that can only be built with secure, predictable, and resilient supply chains,” Amacarga stated.

As part of the various forums, working groups and workshops that Amacarga has developed over the last few years with national and international authorities on supply chain security, the association has promoted the strengthening of electronic transmissions as a strategic tool for risk management .

In this regard, General Rules 1.9.9 (maritime transport) and 1.9.15 (air transport) establish the advance transmission of information by freight forwarders, which allows for traceability of operations and provides timely data that, when used by the competent authorities, strengthens risk analysis, intelligent selection of inspections, and the prevention of illicit use of logistics chains.

“For Amacarga, the security of international trade no longer depends solely on increasing inspections, but on leveraging advance information to transform it into intelligence that allows for better decision-making. Strengthening electronic transmissions represents an opportunity to promote safer, more efficient, and more competitive trade, consolidating Mexico as a reliable partner within North America,” he emphasized.

North America generates enormous amounts of logistics information daily: HBL (a legal document that serves as a receipt for the goods and a contract of carriage), HAWB (a bill of lading that functions as a contract and receipt between the freight forwarder and the shipper), manifests, invoices, certificates, customs declarations, routes, carriers, importers, exporters, and records of operations. “The challenge is no longer just generating this data, but transforming it into intelligence,” he emphasized.

The eBL (digital version of the traditional bill of lading), the e-AWB (electronic document that functions as a transport contract between the shipper and the carrier), electronic certificates and advance information can allow you to know about a transaction before the goods reach the border.

Blockchain or artificial intelligence can be incorporated when they truly generate value, but they shouldn’t become the goal. “The goal isn’t the technology. The goal is trust,” he asserted.

The agency mentioned that better information would also allow for a change in the logic of customs control , “not necessarily inspecting more, but checking less and checking better, concentrating resources on those operations that present the greatest risk.”

“That could be one of the great bets of the USMCA review, not only to trade more within North America, but to build together the most reliable region in the world to produce, transport and trade goods,” he noted.

Amacarga indicated that the Mexican government can come up with its own proposal based on greater traceability, advance information, reliable operators, digitalization, regulatory compliance and supply chain integrity.

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El cargo Amacarga proposes digital corridors to safeguard North American logistics. apareció primero en T21.

QUERÉTARO, QRO.- Hours behind the wheel, days that can be extended, pressure to fulfill the operation and a rest that is not always sufficient are part of an activity in which the wear and tear does not necessarily end when the operator turns off the engine.

Cardiovascular diseases and fatigue are among the main threats to the lives of truck drivers , one from a health perspective and the other from an operational perspective, but with factors that can end up connecting behind the wheel.

Rodolfo Giacoman, a fatigue management specialist at the Commercial Vehicle Safety Alliance (CVSA) , pointed out that cardiovascular diseases are the leading biological cause of death , while fatigue represents one of the main occupational risks for operators.

During the Tenth National Congress on Road Safety of the National Association of Private Transportation (ANTP) , the specialist detailed that cardiovascular diseases, which include heart attacks and strokes, represent around 224,000 deaths in Mexico, according to data from the 2024 Registered Death Statistics (EDR) of the National Institute of Statistics and Geography (Inegi) , which was published at the end of 2025 by the organization.

Furthermore, he pointed out that the EDR explains that if cardiovascular diseases are grouped with related metabolic diseases, the figure reaches approximately 415,000 out of a total of 819,000 deaths .

The problem takes on a particular dimension for the trucking industry. Giacoman indicated that the life expectancy of North American truck drivers is around 61 years , while a significant proportion of this population is over 45 years old.

“If the average is 61, it means that many people are dying at 50 and others at over 61. That is a problem,” he warned.

On the other hand, there is fatigue, whose role in accidents can be difficult to identify because it does not necessarily leave evidence that allows one to immediately determine that an operator was tired.

Giacoman indicated that investigations by the National Transportation Safety Board (NTSB) of the United States place fatigue in between 30% and 40% of fatal crashes .

But he warned that its consequences can go beyond accident rates.

“It’s not just causing 30 to 40 percent of fatal crashes. It’s making drivers sick,” he said.

The specialist explained that keeping a person tired and working at maximum capacity can increase inflammatory processes and maintain high levels of cortisol and adrenaline, in addition to interacting with problems such as obesity, diabetes and obstructive sleep apnea.

Therefore, he called on companies to review operational decisions that may lead an operator to continue working despite fatigue.

“It could mean that one day, perhaps, they won’t give him the bonus because he won’t take that extra day off and he’s tired, he’s sick, he needs to rest. Change the priorities, change the way you operate,” he argued.

When the first warning may come too late

In cardiovascular matters, prevention also faces a challenge, and the problem can progress without obvious signs.

During his presentation, Giacoman noted that between 33% and 50% of cases may present with sudden death as the first symptom . “There are no symptoms,” he emphasized.

Among the factors he addressed to determine cardiovascular risk were blood pressure, cholesterol, smoking, body mass index, kidney function, family history, and age.

According to Giacoman, addressing these conditions should be part of the safety culture of trucking companies, along with nutrition, exercise, mental health, personal relationships, and proper sleep hygiene.

The approach places two risks under the same discussion: the operator’s safety depends not only on avoiding a road crash, but also on preventing conditions that could deteriorate their health before getting into the vehicle.

In this scenario, the specialist called for the health of operators to no longer be viewed as a separate issue from the operation and to be incorporated into the safety culture of companies, particularly in the face of factors such as fatigue and conditions that increase cardiovascular risk.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

El cargo Cardiovascular diseases and fatigue are among the main risks for truck drivers. apareció primero en T21.

LATAM Airlines Group closed a loan for approximately $505 million to finance the addition of 11 aircraft to its fleet with deliveries in the second half of 2026.

“This transaction combines three elements relevant to LATAM’s financial strategy: it diversifies our sources of financing, supports the renewal and growth of our fleet, and links some of its terms to our sustainability performance. Furthermore, it allows us to finance the acquisition of Embraer aircraft for the first time through this structure, while maintaining our access to long-term competitive terms in international markets,” explained Andrés del Valle, the company’s Director of Corporate Finance.

He specified that of the total transaction, $400 million corresponds to sustainability-related financing . The deal includes one Airbus A320neo, four A321neos, and six Embraer E195-E2s, and involves a long-term loan structure led by BNP Paribas .

The agreement represents the first transaction of its kind for LATAM’s Embraer fleet and allows the group to access competitive long-term financing in a context of market volatility and high fuel costs.

The loan includes interest rate incentives tied to the company’s emissions performance. This means that as the group makes progress in reducing the amount of carbon dioxide (CO₂) emitted per unit transported, its emissions intensity will qualify for more favorable financing terms. Furthermore, these incentives align with the LATAM group’s sustainability goals, which aim to reduce its emissions intensity by 6% by 2030 compared to 2019 levels and move toward its objective of achieving net-zero emissions by 2050.

He noted that this is the second operation of this type carried out by the company , since in December 2024 it closed its first Sustainability-Linked Loan, a revolving credit line guaranteed by engines for 300 million dollars.

This agreement is in addition to the fleet renewal plan that the LATAM group is developing during 2026 .

In the first half of the year, it added 13 state-of-the-art aircraft and projects receiving another 28 before the end of the year, exceeding 40 annual additions. With this, the group expects to end 2026 with more than 410 aircraft.

In the coming months , the Embraer E195-E2 will be incorporated for the first time into Brazil’s domestic network, while in 2027 the company’s first Airbus A321XLR will debut.

By 2030, LATAM plans to add up to 130 more aircraft, meaning that more than 50% of its fleet will be state-of-the-art. According to their manufacturers, these models reduce CO₂ emissions by 20% to 25% compared to previous generations, contributing to the progress toward the goal of net-zero emissions by 2050.

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El cargo LATAM Airlines secures financing to add 11 aircraft to its fleet apareció primero en T21.

The  transportation, communications, postal and storage sector  registered an increase of  83,864 jobs  in Mexico during the second quarter of 2026 (2Q26), according to the National Survey of Occupation and Employment (ENOE), published on Tuesday by the  National Institute of Statistics and Geography (Inegi) .

According to the survey, the sector reported  3,560,384  jobs  in Q2 2026, while in the second quarter of 2025 (Q2 2025) it was  3,476,520 , which meant an annual increase of 2.41 percent.

The increase in jobs in the logistics industry highlights the importance of this sector to the country’s economy, especially given the rise in activities such as e-commerce, which demands more warehousing and transportation services for the final delivery of products to the consumer.

This increase is in line with the increase that the ENOE recorded in the reference period, which was 61.7 million people in the Economically Active Population (EAP) , an annual increase of 612,000 people.

According to INEGI, the female labor force was 25.4 million, representing an annual increase of 366,000. The male labor force in the second quarter of the year was 36.3 million, an annual increase of 246,000.

By sector, the employed population was distributed as follows: commerce accounted for 19.6% of the employed population and showed an annual increase of 29,000 people. The manufacturing industry , which concentrated 16.2% of the employed population, grew by 135,000 people.

Meanwhile, miscellaneous services accounted for 10.5% of employment. Agriculture, livestock, forestry, hunting, and fishing saw a decrease of 137,000 people, representing 10.3% of the employed population. Restaurants and accommodation services, which accounted for 8.5% of employment, registered an increase of 211,000 people.

Construction and social services each accounted for 8.1% of employed individuals, experiencing an increase of 222,000 and a decrease of 106,000, respectively. The remaining sectors accounted for 18.2% of employed individuals, a decrease of 67,000 compared to the second quarter of 2025.

During the cycle, the underemployed population was 4.1 million people and represented 6.9% of the employed population, a lower percentage than in Q2 2025 (7.2%).

The rate of informal employment stood at 55.1 percent. In the same period of 2025, it was 54.8 percent.

In the April-June quarter of 2026, the unemployed population totaled 1.6 million people, representing an unemployment rate of 2.7% of the economically active population, the same percentage as in the second quarter of 2025.

The economically inactive population (EIP) was 42.6 million people: 1.1 million more than in Q2 2025.

The ENOE figures are given in a context of uncertainty derived from various factors, including the United States’ tariff policy, which has extended globally and has affected various productive sectors in Mexico and, consequently, the employment rate.

This also occurs against a backdrop where the Mexican economy is only just beginning to show signs of recovery. In the April-June period of this year, and using seasonally adjusted figures,  the Gross Domestic Product (GDP) increased by 1.4% quarter-on-quarter , while the annual rate registered a rise of 1.9%  in real terms.

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Between machines over 70 years old that still participate in the manufacture of the historic 084 model and an operation that today must respond to TikTok Shop, marketplaces , physical stores and deliveries with precise time windows, Panam is going through one of the deepest transformations in its recent history in 2026.

The Mexican brand closed its main factory in Cuautitlán Izcalli, State of Mexico, this year and moved its production to Guanajuato . At the same time, it is reorganizing its distribution network to serve its own stores, franchises, retailers , and digital channels, where e-commerce already accounts for 20% of sales.

The transition encapsulates the challenge of a company born in the 1960s around school footwear and now competing against global brands , new platforms and a growing Asian offering.

“We started as a brand focused on school shoes,” Karla López, Ecommerce Manager at Grupo Panam, explained to T21. That origin remains in the 084 model, which continues to be among the best-selling shoes on digital platforms, in physical stores, and through retailers .

Currently, there are three main versions of the 084 shoe, representing approximately 35% of production. However, the company offers over 500 shoe models and began developing additional categories in 2018.

This growth also increased the complexity of the product. Until this year, Panam maintained its main factory in Cuautitlán Izcalli, while a large portion of its manufacturers and material suppliers were located in León. In 2026, it closed the plant in the State of Mexico and concentrated its production operations in Guanajuato, where it works with more than 10 manufacturers.

“2026 has been the important change for Panam in terms of production,” López acknowledges.

The decision is based on logistical logic: moving production to where materials and manufacturers were already located optimizes transportation and costs. Once the footwear is finished, Panam consolidates the models in its own warehouse in León, certifies their quality, and then transports the product to Cubbo’s warehouses, from where it is distributed to physical stores and digital channels.

The change coincides with another transformation that began years earlier: digitalization. Panam ventured into e-commerce around 2018. The pandemic accelerated the process, and in 2020 it sought a provider capable of processing and delivering orders while stores faced restrictions.

This marked the beginning of their first relationship with Cubbo , focused on e -commerce fulfillment . Panam maintains that, after structuring this operation and supporting it with commercial and marketing strategies, the platform experienced a growth of 400 percent .

Today the scale is different. According to López, the online store is roughly equivalent to the volume of 10 to 12 physical stores. In the business’s composition, e -commerce contributes 20% of sales , physical stores 30%, and the remaining 50% corresponds to other channels.

But selling through multiple locations creates a problem: each storefront requires inventory , order fulfillment, transportation, traceability, and a delivery guarantee. That’s where the second story between Panam and Cubbo begins.

Cubbo had a strong focus on e-commerce . When Panam needed to expand its service to its physical stores, the provider didn’t have that capability. The brand decided to discontinue its Cubbo service for approximately a year.

“ Cubbo realized with Panam that being the most technologically advanced company doesn’t necessarily guarantee customer retention,” says Armando Palma, Head of Expansion & New Verticals Ecommerce at Cubbo. This experience led the operator to develop a solution that can handle the supply of stores, starting with individual digital orders.

The operational difference is substantial. An e-commerce order typically involves between one and three items; a store order can exceed five thousand. Delivering to a shopping mall also requires specific vehicles, specific schedules, and processes for transporting the merchandise to the store.

A delay can mean missing the window and not receiving your order until the next day. For a brand launching a campaign or collection, that can translate into lost sales. Therefore, the key indicators are fill rate and on-time delivery : fulfilling all orders and delivering them at the agreed-upon time.

Panam’s omnichannel strategy is still under development. Cubbo distributes to physical stores and manages digital channels, while Panam handles direct deliveries to retailers . The intention is that the operator will later also be able to take on the B2B ( business-to-business ) side .

The operation requires anticipating which products each location will need. Panam works with forecasts based on seasonality, promotions, new product launches, and past performance. This is no small feat for a company that launches two major collections a year and aims to introduce five to six new styles per week. Store space is limited, so maintaining availability means constant restocking.

Returns reveal another side of the strategy. Panam registers around 6% in e-commerce and marketplaces . Part of this stems from the sizing of some products, particularly the 084, whose historical pattern has a peculiarity that may require choosing a different size than usual.

When a return occurs, having physical stores can be an advantage. If a customer bought online and needs to exchange a size, color, or model, Panam can invite them to make the exchange directly in a store.

“What we have identified is that those who buy on e-commerce sometimes do not know about physical stores and vice versa,” López points out.

In this way, the company avoids paying for return shipping in some cases and brings the online consumer closer to the physical store. A purchase begins online but can be completed in-store: a concrete example of the integration that Panam seeks to build.

All of this is happening at a less predictable time for consumer spending. López points out that Panam maintained significant growth until 2025 , while 2026 has shown a different trend. Even during the World Cup, when he expected greater activity, the response fell short of expectations, and some retailers even canceled products due to the volatility.

Added to this is Asian competition. Panam identifies pressure not only from international brands, but also from cloned products capable of replicating trends at lower prices. Its response has been to deepen collaborations and special editions with brands such as Victoria beer, Indio, Totis, and Bachoco.

The strategy seeks out what is most difficult to copy, but it demands a supply chain capable of responding quickly . Each launch requires coordinating production, inventory, campaigns, and availability across different channels.

Therefore, logistics is taking on a different role within Panam. It is no longer limited to moving boxes from a factory to a store: it must connect a reorganized production in Guanajuato with hundreds of retail outlets, marketplaces , and consumers who expect availability and accurate deliveries.

Panam isn’t abandoning the 084 model to enter the digital world. It’s trying to adapt that tradition to a commercial system where the boundary between store and screen becomes increasingly blurred.

The transformation is not yet complete. Cubbo may later incorporate distribution to retailers , while Panam will continue expanding its stores in shopping malls and seek new marketplaces . The test will be whether this network can operate as a single, seamless consumer experience.

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