The Mexican logistics industry showed a decline both monthly and annually in June 2026, despite it being the month in which the World Cup started, where a greater movement of both economic activity and goods was expected.

According to the Global Indicator of Economic Activity (IGAE), carried out by the  National Institute of Statistics and Geography (Inegi) , the  country’s transport, postal and storage sector  stood at  115.5 points in the sixth month of 2026, a decrease of 0.7%  compared to last May .

On an annual basis, the Mexican logistics industry also showed a negative performance,  falling 0.2%  in its economic activity .

With these figures, the IGAE in the logistics sector showed a behavior contrary to that of May 2016, when it had a growth of 0.3% at a monthly rate and an increase of 0.6% in its annual measurement.

In general terms,  in June 2026, the IGAE fell 0.1% on a monthly basis , although on an annual basis it increased 1.7% to stand at 106.8 points.

The monthly result of the IGAE in the sixth month of the year meant the third decline of this indicator in 2026.

The IGAE allows us to understand and monitor the evolution of the real sector of the economy in the short term, so its measurement is key for economic decision-making.

Within the IGAE (Global Indicator of Economic Activity),  primary activities  —agriculture and livestock—fell 3.6 percent. Secondary  activities—manufacturing and construction—increased 0.2 percent. Meanwhile, tertiary activities  —services such as transportation, postal services, and warehousing—decreased 0.1% in June 2026 compared to the previous May.

In its annual measurement, primary activities grew 1.1%, tertiary activities increased 2.2% and secondary activities registered an increase of 0.8% in the period.

According to the results from Inegi, June 2026 showed a monthly decrease, meaning the Mexican economy had two consecutive months of contractions, since last May the drop was 0.4 percent.

The IGAE estimates the growth or contraction of the country’s Gross Domestic Product (GDP) and allows for the detection of the behavior of the productive sectors, providing an overview of the Mexican economy and its impact on the finances of companies.

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El cargo IGAE of the Mexican logistics sector “stumbles” in June apareció primero en T21.

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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El cargo Panam reconfigures its supply chain: from 084 to omnichannel apareció primero en T21.

Over the next few months, Incargo.mx , a Mexican logistics technology company, will carry out a series of actions focused on its expansion, with the goal of becoming the country’s first luxury logistics services company.

“To achieve this, we need to participate in segments where luxury is felt, which means focusing more on wines and spirits, gourmet products, perfumery, cosmetics and pharmaceuticals, products that require a higher degree of sophistication,” said Andrés Juárez, managing director of Incargo.mx.

In an interview with T21, he explained that they have invested in their commercial policies , service quality, and other actions to achieve that goal.

“Our customer service is the cornerstone of how we interact with our clients. While, like other freight forwarders , we don’t own the trucks or the shipping company, we do control the decisions, services, financing, and how we face challenges. Incargo.mx can be an ally for new importers in their business expansion, or a highly competitive freight forwarder with streamlined processes for large importers,” he commented.

The executive indicated that they will also work on opening their facilities in Guadalajara, Monterrey and in the southeast of the country, either in Mérida or Cancún .

Expanding its workforce, as well as its offices, and strengthening its facilities in Querétaro are the plans the firm has for the coming months.

Andrés Juárez explained that Incargo.mx is a freight forwarder with a wide range of services, from consulting and soft landing to a highly trained staff and a diversified business operator. “We believe logistics is key to business. If you sell a product that doesn’t arrive on time, with poor quality, and without traceability, you feel a loss of control. We want to convey security, traceability, and, above all, control over your shipments.”

In addition, the company has a network of strategic alliances at an international level , as well as local suppliers, staff with extensive experience who provide answers and solutions to challenges, and always puts the customer first.

“For us, it is essential to give the client timely information and genuine support regarding what is happening globally, as well as options for decision-making,” Juárez added.

Incarco.mx is not only a digital channel, but also aims to convey the company’s origins, as well as contribute to the expansion of products made in Mexico and the value of sustainability and modernity.

Currently, the company has a presence in Italy, Greece, Spain, Turkey, Germany, and Portugal , though it seeks a greater presence along the Mediterranean route. It also has a presence in China and India. In Latin America, it operates in Brazil, Peru, Colombia, and along the Mexico-United States-Canada corridor.

In addition to luxury logistics, it handles bulk liquid movements such as oils or lubricants, wines and liquors, project cargo, among others.

During its first 100 days, Incargo.mx achieved an operation of 100 TEUs (20-foot containers) , that is, it moved one container per day, confirming its financial capacity in the last 13 months.

“That allowed us to confirm our financial strength and the trust of our clients, whose satisfaction is fundamental to us,” Andrés Juárez stated.

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El cargo Incargo.mx, at the forefront of luxury logistics in Mexico apareció primero en T21.

New technologies such as artificial intelligence (AI) in logistics and supply chain in Mexico allow for greater control in operations, security and more efficiency, agreed industry specialists.

Miguel Ángel Rodríguez, regional manager of Transportation at Grupo Bimbo , considered the use of AI to be fundamental, as it is a new way of working and managing.

“AI won’t take your job, but someone who knows how to use artificial intelligence can put your job at risk. The best players are those who understand the rules of the business, the operational rules, and they are the ones who encourage you to use these kinds of tools for the benefit of the organization,” he emphasized.

During the panel “Leveraging technology towards efficiency in logistics operations”, held by the National Council of Executives in Logistics and Supply Chain (ConaLog) , he commented that the company has registered more than 115 million pesos (mdp) in savings in the last three years , derived from the implementation of various technological tools.

“That’s what technology has helped us with, especially in driver safety and improving customer service levels. It starts with safety (the implementation of technologies), but one effect is profitability, optimizations, and monetary gains. Initially, it was about monitoring and reviewing, ensuring the safety of our drivers by observing their driving habits and focusing on safety and security . One effect of this is preventing costs, theft, or accidents,” he explained.

In 2025 alone, the company recorded seven thefts of units, while so far this year, two have been recovered, he recalled.

“For us, given the country’s road network and socio-demographic characteristics, technology is essential in cases of roadblocks or robberies; we plan our routes or detours, seeking the best alternative to ensure we can reach our customers and return the next day to sell,” he explained.

Carlos González, CIO of TDR Transportes , explained that for the company, technology is not a tool isolated from operators and administrators. “What we have implemented is a comprehensive ecosystem , an orchestrator where we centralize all the information from the entire cycle to improve operational control, support our operators, and enhance the customer experience.” He specified that these tools have allowed them to take positive actions in their operations.

Erik Markeset, CEO of Tsol , explained that there are three groups of AI: machine learning , which is the system that deduces patterns; generative AI , which allows human-like interaction and can generate code or speech; and agentic AI , which is assigned certain tasks simulating a human being.

He explained that an example of agentic AI is the interaction via WhatsApp with an operations manager of a transport company who receives a large number of messages asking about the status of a customer’s shipment, where the use of telemetry allows knowing data such as the location of the unit without human intervention.

Alejandro Pineda, Director of Logistics Solutions at RECSOLOG , explained that technology is a tool that advances every day, and those who “don’t embrace it risk getting lost along the way. The main challenge is making the right decisions and empowering our clients.”

He mentioned that AI has provided them with support in the area of ​​analytics, in inventory control , “it does it in a matter of seconds, it gives predictive models, it tells us which products are selling, expiration dates, and it helps us to be more accurate in the data we give to users.”

According to the consulting firm IDC , business spending in Mexico on AI will climb to 110,535 million pesos in 2028, reflecting one of the fastest growth rates within the country’s technology ecosystem.

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El cargo They highlight the use of technology to optimize logistics operations apareció primero en T21.

Querétaro ‘s strategic location and the arrival of new investments maintain the state’s economic dynamism; however, one of the challenges will be to attract not only operations but also the corporations from which business decisions are made.

The state’s commercial activity reflects this growth. According to the Ministry of Economy , Querétaro’s exports reached $18.225 billion in June 2026 , a figure that demonstrates the state’s participation in foreign trade and the logistical needs that accompany the movement of goods.

According to Carlos Alberto Canseco Talavera, director of the Querétaro Logistics Innovation Cluster (CILQRO) , there is still a concentration of these decisions in the country’s main cities, particularly in Mexico City.

“It’s not just about money coming in, but also about those who are already investing continuing to do so,” Canseco commented.

Clustering accompanies growth

In this scenario, collaboration between companies and other actors is presented as a tool to strengthen the region’s logistical capabilities.

Canseco explained that CILQRO’s objective is to strengthen logistics chains , primarily for companies in Querétaro, but also for those in the Bajío region and throughout the country. Furthermore, it maintains alliances with clusters in Mexico and the United States to promote the professionalization of the sector.

“It’s about providing solutions to the industry from within the industry,” he said, adding that the experience of those who have already faced certain challenges can contribute to the development of solutions and improvements in productivity.

According to Canseco, clustering requires the participation of five components: industry, government, academia, society, and funding . He considered the latter essential for initiatives to be implemented.

One example is the logistics diploma program promoted by the cluster. According to Carlos Canseco, the first cohort had 54 graduates and the second 74, while he estimates around 94 for the next one.

The program is free for participants through sponsorships from companies within the organization.

Furthermore, he considered the prospects for Querétaro favorable given the arrival of companies and the generation of jobs.

“Querétaro continues its growth boom ,” he stated, highlighting Querétaro’s position within the country’s transportation flows, noting that Highway 57 and its location mean that a significant portion of the goods traffic has to pass through the state.

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El cargo Querétaro faces the challenge of attracting more corporations apareció primero en T21.

UMÁN, YUC.- Proximity to customers was one of the main reasons why Axionlog México decided to strengthen its logistics infrastructure in Yucatán with the opening of its new Maya distribution center (CD Maya), located in Umán.

Fabio Raymond, national operations manager of Axionlog Mexico, explained that the new facility responds to a specific need of the company: to bring its operation closer to customers in Mérida, Cancún and other locations in the region, with a greater response capacity and a more flexible operation.

“This is not simply about adding a new facility, but about strengthening our service offering, having greater responsiveness , and building an operation prepared to support the growth of our clients,” he said in an interview with T21.

This move is significant because the company previously operated using third-party facilities in both Mérida and Cancún. Raymond explained that some orders were prepared in Mexico City, which involved approximately 48 hours of transit time, in addition to cross-docking and last-mile delivery.

With CD Maya, whose investment was more than six million dollars (mdd), Axionlog seeks to modify that dynamic and respond more efficiently to the requirements of its customers in the area .

The new facility has 1,622 storage positions and is designed to handle food under three temperature conditions: frozen down to -18 degrees Celsius; refrigerated between zero and four degrees; and dry. In addition to storage, this location will also be used for product distribution to customers in the region.

The distribution center is located on a plot of 8,200 square meters (m2), with 2,200 m2 of constructed area, including office and operational spaces. According to the specialist, the project has the capacity to grow as customer demand increases .

The expansion could add approximately 500 more positions , distributed between freezer rooms and ambient temperature areas. The company projects that work on the expansion of this facility could begin in about three years.

In its first stage, CD Maya plans to generate 35 jobs, a number that could increase as the expansion of the unit progresses, Fabio Raymond indicated.

With CD Maya, the firm seeks to consolidate an operation closer to the southeast market , reduce times and have the capacity to grow together with its clients and with the logistics activity of Yucatán.

Axionlog Mexico maintains a strategic network with a presence in various key points of the country, encompassing operations in Tlalnepantla, Monterrey, Guadalajara, Tijuana, Hermosillo, Chihuahua and now Yucatan under an infrastructure that integrates multi-temperature storage and distribution services.

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El cargo Axionlog puts the customer at the center of its operations apareció primero en T21.

MONTERREY, NL.– The criteria of the CTPAT (Customs Trade Partnership Against Terrorism) program could be modified in the coming years due to the use of artificial intelligence (AI), with the purpose of developing better tools to increase the security of supply chains.

In the panel “Developing Knowledge in Supply Chain Security in the First 25 Years of CTPAT” at Supply Chain Security Day 2026, Mike Garza, director of the Laredo CTPAT Field Office , said that these modifications are possible.

“It’s important because it’s part of the business. It’s very easy these days to do business with a company that seems to be doing everything right, only to later discover that it’s fake, that they were working with a computer, pretending it was a real company. It’s something we have to consider in our security criteria,” he emphasized.

Carlos Ochoa, executive director of  Supplier Compliance Audit Network (SCAN) , said that these changes will be inevitable because there are already companies that have been compromised through AI, with a voice message supposedly from the boss, as well as videos.

“Artificial intelligence is already being used to do bad things, and it is inevitable that all OAS programs, including the WCO itself, will recognize this and that security criteria will be strengthened,” he explained.

He mentioned that changes in supply chain security are expected. “What we are doing today will change more than CTPAT has changed in 25 years, and it will change even more in less than five or 10 years.”

For his part, Leonel Navarro, Cybersecurity Specialist in Supply Chain, indicated that AI helps with various actions such as defending, detecting anomalies or vulnerabilities , but also with phishing or malware companies .

“Artificial intelligence can help us identify events or situations we weren’t prepared to respond to, and that’s the potential of these tools. But what’s important to consider is that today, we’re no longer just talking about humans, but about artificial intelligence agents negotiating with other agents. That’s why it’s important to understand the implications of these technologies and know how to make better decisions,” he emphasized.

According to BTR Consulting , Mexico ranked as the second most affected country by cyberattacks during the first half of 2026. The consulting firm indicated that 83.3% of Mexican organizations suffered at least one cybersecurity incident, a figure that places the country above the global average, estimated at 70.9%, and only behind Switzerland

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El cargo They would evaluate new CTPAT criteria to strengthen supply chain security in the face of AI use apareció primero en T21.

SIG , a packaging company for the food and beverage industry, announced the opening of a new Business Services Center (BSC) in Querétaro, as part of its growth strategy in the Americas .

“It was just in April that we announced the expansion of our production plant here in Querétaro. Now we are inaugurating a new Business Services Center, reaffirming our confidence in local talent and the infrastructure available in Mexico, and strengthening our operations to be more agile and efficient,” highlighted Ricardo Rodríguez, president of the Americas region of SIG.

The new facility includes the transition of key processes to strengthen operational capacity in the region.

The launch of the BSC for the Americas reflects SIG’s strong commitment to driving long-term growth, innovation, and scalable development throughout the region.

The facilities have been designed to offer greater efficiency, consistency in processes and smooth scalability , by centralizing critical expertise and standardizing regional operations, the company said in a statement.

“I would like to sincerely thank everyone who contributed to making this vision a reality. This achievement is the result of teamwork, dedication, and the conviction that, together, we can create something meaningful and lasting,” highlighted Samuel Salgado, director of the SIG Business Services Center in Querétaro.

With this infrastructure, SIG plans to consolidate the center as a strategic partner for its general operations that will generate quantifiable value throughout the region.

“By opening these doors today, we are creating opportunities for growth, training the leaders of the future, and laying a solid foundation that will support our region for many years to come,” Salgado said.

The new complex represents GIS’s second Business Services Center worldwide and will serve as a support hub for South America, North America, and Central America.

The center will generate approximately 60 new direct jobs and will serve the Americas, supporting the region’s continued growth.

In 2025, SIG produced around 54 billion packages and generated 3.2 billion euros in revenue, according to data from the company itself.

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El cargo SIG strengthens its presence in the Bajío region; inaugurates a Business Services Center in Querétaro apareció primero en T21.

MONTERREY, NL.–  Transportes Marva , Transportes Arlequín and Flensa received the Supply Chain Security Day Award for best practices in the supply chain 2026 from the International Trade Security Cluster .

During Supply Chain Security Day 2026, Víctor Chávez, executive director of the cluster, explained that throughout the year they conduct various visits to transport companies to carry out assessments on the subject.

“We conduct evaluations based on the criteria of CTPAT (Customs Trade Partnership Against Terrorism), AEA and ISO-28000. We have a methodology for evaluating 100 or 150 carriers from different exporters, and of those 100, for example, only 10 score above 92 points. And we have been giving recognition since 2014,” he explained.

Transportes Arlequín and Flensa received recognition from  Carlos Ochoa, executive director of  Supplier Compliance Audit Network (SCAN) , and Blanca Medina, director of Supply Chain Security Day 2026.

Transportes Marva was also recognized for Best Practices 2026 in the supply chain and for its commitment to safety.

The International Trade Security Cluster is made up of representatives from the government of Nuevo León, the private sector, and academia in the state, to generate awareness and a culture of security among companies.

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El cargo Carriers recognized with the Supply Chain Security Day Award apareció primero en T21.

Paulina Baqueiro Hadad found in customs operations an opportunity that went beyond simply fulfilling formalities: integrating the movement of goods from origin to destination. This understanding of the market became the foundation of a career that combines technical knowledge, commercial vision, and entrepreneurial spirit.

A graduate in Industrial Engineering with postgraduate training in logistics, she began her career as a traffic executive at a customs agency. In that role, she became familiar with the challenges of imports and exports , document coordination, and the need to anticipate costs, regulations, and timelines to avoid friction in shipments.

Her performance led her to assume the role of commercial manager, where she identified a recurring need: a single partner capable of coordinating international transport, customs requirements, and final delivery. The answer was to create her own freight forwarding agency in Yucatán: PP Logística .

The venture began with Paulina leading operations and sales. During the first few years, she combined customer service with coordinating shipments , building relationships with suppliers, and developing internal processes. This close involvement in each stage allowed her to design services based on real needs, not generic formulas.

Eight years later, the project has grown to 15 employees and has established a comprehensive suite of solutions for international trade. As CEO and Chairman of the Board, Paulina coordinates the team, drives service expansion, and maintains a focus on agility, compliance, and efficiency.

Her leadership reflects a new generation of logistics entrepreneurs who don’t wait for opportunities to appear: they create them. In a market where documentation or coordination errors can halt an entire supply chain, her strategy is to unite customs expertise, planning, and transportation under a single vision.

Paulina, a member of the 2026 cohort of T21’s 21 Young Professionals program, has transformed her experience from the operational floor into a company with a regional presence and a drive for growth. Her story demonstrates that understanding the intricacies of logistics can also be the starting point for leading it.

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El cargo Paulina Baqueiro, building from the operation apareció primero en T21.