In logistics, leadership isn’t always built from an office. Often, it’s born in the field, amidst shipments, incidents, customers demanding immediate answers, and supply chains that can’t be stopped. This has been the professional training ground for Brenda Iveth Salinas Chávez , who in just over a decade has worked her way up through virtually every level of logistics operations to become the head of operations for Haulsa Logistics , Danny Herman Trucking , and HAB Transport in Mexico and the United States .

His story began with a vision to understand logistics from its foundations. During his early years at CH Robinson, he became involved in coordinating ground transportation, border crossings, FTL and LTL operations, and international trade processes —an experience that allowed him to understand the complexity of an industry where every minute, every decision, and every movement directly impacts customers’ competitiveness.

That operational knowledge was strengthened during his time at Danny Herman Trucking, where he spent more than four years performing functions that went far beyond customer service.

She participated in the coordination of international shipments, the resolution of supply chain issues, team training, process standardization, and the development of commercial strategies to strengthen relationships with existing clients and generate new business opportunities. Her ability to integrate operational vision with a commercial perspective began to distinguish her as a professional capable of transforming daily challenges into opportunities for improvement.

In 2023, he assumed the role of operations manager at Haulsa Logistics, a position from which he currently also leads the operations of Danny Herman Trucking and HAB Transport. Under his leadership, logistics operations between Mexico and the United States are coordinated with a focus on efficiency, process digitization, and continuous improvement . His work goes beyond simply ensuring that operations run smoothly; he seeks to build more agile, resilient organizations, better prepared to respond to an increasingly dynamic market.

One of the key aspects that distinguishes their management is their commitment to innovation as a tool for making operations more competitive . The implementation of digital processes, the analysis of key performance indicators, and the optimization of resources are all part of a strategy aimed at generating sustainable growth, without losing sight of the human element.

For Brenda, developing talent is as important as optimizing an operation, convinced that the best supply chains are built with prepared, committed teams capable of adapting to change.

A graduate of the International Business program at Tecmilenio University , she represents a generation of professionals who understand logistics as an ecosystem where technology, strategy, and leadership converge. Her career demonstrates that technical knowledge, combined with a vision of continuous improvement and a strong ability to lead people, can become a driving force for organizational transformation.

At 30 years old, Brenda Iveth Salinas Chávez, one of T21’s 21 Young Leaders , has established herself as a leader who understands operations from the ground up and who now drives the evolution of three companies with a vision focused on efficiency, innovation, and talent development. Her story reflects the profile of a new generation of executives who are redefining logistics through experience, leadership, and the ability to build solutions for a constantly evolving industry.

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El cargo Brenda Iveth Salinas, leadership that stems from operations apareció primero en T21.

Some people seek opportunities. Others decide to create them. Ana Karen Barraza belongs to that second group. In just over a decade, she transformed each new challenge into a step forward , following a path that began in logistics operations and that today leads her to drive business development for one of Grupo TM ‘s strategic accounts .

Her story is that of a professional who has demonstrated that growth doesn’t always mean changing companies, but rather evolving with them. She started as an operations executive and, over the years, took on responsibilities in customer service, strategic account management, project coordination, and business development, consolidating a comprehensive vision of an industry where every decision impacts the movement of goods, companies, and people.

Currently, he serves as Business Development Manager , a position from which he promotes initiatives to strengthen collaboration between the different business units and expand the range of solutions for strategic clients.

His experience encompasses land, sea and air logistics, a combination that has allowed him to understand the supply chain from different perspectives and respond to the needs of a sector characterized by its dynamism and constant evolution.

However, when he talks about his achievements, he doesn’t start with positions or projects. For Barraza, the greatest recognition has been demonstrating that opportunities are built with commitment, passion, and results . Leading teams, strengthening relationships with key clients, and participating in projects that contributed to the organization’s growth are all part of that journey, but there is one achievement he values ​​even more: having contributed to the development of the people he has worked with.

Seeing her team members grow professionally, take on new challenges, and gain confidence in their abilities is a satisfaction that, she says, transcends any business outcome. This vision also defines her leadership style, based on approachability, trust, and constant support. She cannot conceive of leadership without listening, developing talent, and remembering those around her. A phrase that has become part of her philosophy is “everything has a solution . “

Convinced that challenges represent learning opportunities , she seeks to foster proactivity, decision-making, and an environment where people feel supported to give their best. This leadership style also reflects the personality with which she has built her career: approachable, authentic, and determined.

She holds a degree in International Business from the University of the Valley of Mexico , a Master’s degree in Business Administration with a specialization in Finance from Tecmilenio University , and completed an academic residency at ESCE International Business School in France, focusing on international business. This preparation is complemented by over 10 years of experience within an organization where she has gained a comprehensive understanding of logistics from various perspectives.

If she had to define herself in a single word, she would choose ” determined ,” because she is convinced that success doesn’t come by chance, but as a result of commitment, perseverance, and a constant willingness to keep learning. This determination has allowed her to evolve professionally, take on new challenges, and contribute value at every stage of her career—qualities that today make her one of T21’s 21 Young Leaders , a recognition that distinguishes those who are already shaping the present and future of transportation and logistics in Mexico.

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El cargo Ana Karen Barraza, a professional determined to evolve with every challenge apareció primero en T21.

Fibra MTY finalized the acquisition of an industrial building in Guanajuato for approximately $24.1 million, an operation that strengthens its exposure to the Bajío manufacturing corridor and expands its participation in one of the country’s main automotive and export production hubs.

The transaction, previously announced in June of this year, was settled in full with available cash resources, which, according to the real estate investment trust, reflects its liquidity position and capital allocation strategy.

The acquired asset corresponds to a Class A industrial building with a Gross Leasable Area (GLA) of approximately 28,000 square meters, built on a plot of approximately 96,500 square meters.

One of the main attributes of the operation is that the property is already 100% occupied by a global company linked to the automotive supply chain, through a sale and leaseback scheme.

The lease agreement was structured under the absolute Triple Net (NNN) model, is denominated in dollars and will have a mandatory initial term of 10 years, in addition to considering annual adjustments according to the Consumer Price Index (CPI).

As a result of this acquisition, Fibra MTY estimates that the property will generate an approximate Net Operating Income (NOI) of $2.1 million during the first 12 months after the closing of the transaction .

The consideration includes an initial payment of $21.1 million, made upon completion of the purchase, as well as a second deferred payment of $3 million to be made two years later, subject to compliance with the contractual conditions established between the parties.

With this acquisition, Fibra MTY continues to strengthen the participation of industrial assets within its portfolio, a segment that has consolidated itself as one of the most dynamic, driven by the growth of manufacturing chains , the automotive industry, and the relocation of production operations in Mexico.

The company stated that this operation is part of its strategy of profitable growth through selective acquisitions that allow it to increase cash flow per Real Estate Trust Certificate (CBFI), while strengthening the credit quality of its tenants and consolidating its presence in strategic industrial markets in the country.

If you prefer, I can also take a more analytical approach, linking the acquisition to the rise of nearshoring, the performance of the Bajío industrial market, and the growth strategy of real estate investment trusts.

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El cargo Fibra MTY strengthens its presence in the Bajío region with an industrial acquisition apareció primero en T21.

The review of the United States-Mexico-Canada Agreement (USMCA) , nearshoring (relocation of production lines), and the integration of supply chains place trucking and customs at the center of North American competitiveness; however, to take advantage of this scenario, Mexico must resolve challenges in infrastructure, security, digitalization, and trade facilitation.

During the Mexico’s Nearshoring & Logistics Auto Industry Summit, Manuel Sotelo Suárez, deputy secretary general of the National Chamber of Freight Transportation (Canacar) , highlighted that road transport not only moves goods, but also sustains the operation of manufacturing plants, investments and jobs .

In that context, he said that reliability in logistics chains will be one of the main factors for Mexico to continue attracting nearshoring -related projects .

In a context where around 80% of trade between Mexico, the United States and Canada moves by land transport , and 73.6% of the value of trade between Mexico and the United States crosses by road , road transport has become an essential component for the automotive industry.

However, Sotelo warned that the nearshoring opportunity can only be consolidated if the country improves its road infrastructure, security, operator training, process digitization, and greater coordination between authorities, customs, companies, and carriers.

“It’s not about relaxing controls, but about making them smarter, more coordinated, and supported by technology. We don’t need more friction. This efficiency is primarily linked to digitalization. Digitalization will be one of the most important changes in transportation and customs. Artificial intelligence will help to plan routes and anticipate risks,” he pointed out.

He believed that the movement of goods at the border must evolve from bottlenecks to competitiveness platforms through intelligent and technology-supported processes.

“ The border should be a competitive advantage . Greater efficiency means less downtime, which gives us lower costs, greater peace of mind, fewer emissions, and more confidence to invest,” he explained.

Among the priorities for 2035, Sotelo highlighted strategic corridors, greater exchange of information between the private sector and the authorities, as well as strengthening logistical security to lower costs and improve the reliability of supply chains.

For his part, Fernando Ramos, founder and president of the Latin American Confederation of Customs Agents (CLAA) , emphasized that Mexican customs is facing a transformation that goes beyond tax collection. From his perspective, it must fulfill the functions of collecting, controlling, and facilitating foreign trade, without limiting the country’s competitiveness .

“Tax revenue is important in a country like Mexico, but so is growth. If customs doesn’t facilitate trade, the country doesn’t grow. When there are frictions at customs, when there are problems of interpretation between importers and the customs authority or between us customs agents and customs brokers, that problem becomes logistical chaos and a reputational problem,” he explained.

The specialist explained that the coexistence of different authorities and the fragmentation of functions create operational challenges that affect the efficiency of goods dispatch.

“Today we have a serious problem, because although the ANAM (National Customs Agency of Mexico) was created , the SAT (Tax Administration Service) has not stopped participating; on the contrary, with the reform that came into effect on January 1 (2026), the SAT now has even stronger power. But there are the military and civilians, and now there is a third participant, the famous Digital Transformation and Technology Agency, and the confrontation between these three agencies; the challenge is how to govern in the best way, because what we have today is fragmentation ,” he explained.

Ramos emphasized that digital transformation is essential to boosting the competitiveness of foreign trade, but cautioned that technology alone will not solve the problems without institutional coordination and clear rules for importers, customs brokers, and authorities. He also noted that delays at border crossings and ports generate additional costs that directly impact supply chains in sectors such as automotive.

Regarding the review of the USMCA, he maintained that the treaty should promote performance standards for customs, prioritizing speed, transparency, predictability, and trade facilitation . In his view, regional competitiveness will depend on customs processes allowing for the timely flow of inputs and goods.

It’s worth noting that on July 1st, the United States decided not to extend the treaty in its current form for an additional 16 years. The agreement remains in effect until 2036, but under a system of annual reviews that prevents planning long-term investments under stable rules.

The panel explained that transportation efficiency, digitalization, security, and trade facilitation are all part of the same equation for maintaining North American productive integration and taking advantage of the opportunities arising from nearshoring and the USMCA.

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El cargo Trucking and customs, key to competitiveness in North America apareció primero en T21.

The Ministry of Economy (SE) warned that there is a shortage of specialized personnel and logistics profiles in Mexico that affects sectors such as agri-food, where more than 50% of production is lost due to bad decisions.

“Our diagnosis is that there is a critical shortage of logistics profiles and specialized labor, a serious deficit in the sector,” said José Ignacio Aguado, Director General of Innovation, Services and Domestic Trade at the SE.

During the monthly meeting held by the Mexican Association of Intermodal Transport (AMTI) , he indicated that there are other countries that are growing more than Mexico in logistics matters, such as Brazil.

He indicated that the country requires 150,000 certified specialized technicians per year , since one of the weaknesses is training, evaluation and certification, expansion of ports, railways and logistics corridors, among other factors.

Claudia Alexandra Patrón, Director of Logistics and Supply Chain at the Ministry of Economy, said that despite the existing infrastructure, “ we are becoming less competitive in logistics performance every day . The Logistics Performance Index shows a drop of 15 positions by 2023; we would have to see if we have improved or are continuing to decline, but it is everyone’s responsibility to professionalize the sector, adopt better practices, and support SMEs in international markets.”

Regarding intermodal transport, he explained that it is necessary to know if there are certified operators , to make it more competitive and to visualize its importance, since in Mexico there are challenges to increase its participation in the movement of cargo.

However, he reiterated that skilled labor is also needed, otherwise negative impacts will occur.

“They need to have profiles that allow you to trace the cargo, ensure logistical security, and manage cargo operations if you handle SMEs or if you are an AEO operator, because we already have access to the ports, but who is in charge of transshipping the merchandise and making that transport connection?” he stressed.

He mentioned that among the country’s most important export sectors, the agri-food sector is projected to generate over $53 billion in exports by 2025, more than tourism or oil. Furthermore, it employs 61 million people.

He also noted that Mexico exports these types of products to 141 countries, and ranks 14th worldwide in terms of exports.

“But with all those exports, we are losing 50% of production due to logistical failures, poor management of the supply chain and distribution to the destination, due to time, procedures, operations, decision-making, a loss due to a deficiency in the decision-making of those who operate the supply chain,” he explained.

Therefore, José Ignacio Aguado highlighted that within the Mexico Plan there are goals to consolidate the country as a hub in advanced manufacturing, foreign trade, clean energy, among other actions that are being carried out from the Ministry of Economy.

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El cargo Mexico’s Ministry of Economy warns of a shortage of logistics personnel. apareció primero en T21.

For more than three decades, North America’s manufacturing competitiveness has been measured by one fundamental principle: the origin of goods. From NAFTA to the current USMCA, rules of origin and regional content requirements have been the mechanism for determining which products can benefit from preferential tariff treatment. However, a new school of thought suggests that the real challenge for the region is no longer where a product is manufactured, but rather how capable the supply chain is of moving it reliably, safely, and sustainably .

That is the thesis put forward by researchers Gastón Cedillo and Christopher Mejía Argueta in an analysis published by Supply Chain Management Review , where they propose evolving from traditional “rules of origin” towards “rules of resilience” , capable of recognizing the strategic value of logistics networks in an environment marked by uncertainty.

The proposal takes on particular relevance at a time when North America is seeking to consolidate itself as a productive bloc in the face of global geopolitical tensions and the realignment of supply chains resulting from nearshoring . According to the authors, the disruptions of recent years have exposed a structural weakness: knowing where a good was manufactured does not provide information about whether it can cross borders efficiently, safely, and at competitive costs.

The problem is that the main risks are no longer concentrated in production plants. Border closures, cargo theft, digital logistics fraud , infrastructure congestion, labor disputes, energy disruptions, and geopolitical tensions have become factors capable of eroding the value of a commodity even after it has been manufactured.

From this perspective, Mexico faces one of its greatest challenges . The increase in cargo theft, the saturation of some border crossings, port bottlenecks, and the need to modernize customs processes are all factors that could directly impact regional competitiveness. The discussion, therefore, shifts from focusing exclusively on the regional content of a product to the capacity of logistics corridors to guarantee operational continuity.

To measure this capacity, the authors propose four dimensions: reliability, security, redundancy, and governance . The first refers to the predictability of transit times; the second, to protection against theft and fraud; the third, to the existence of alternative routes, suppliers, and crossings; and the fourth, to institutional coordination among authorities and agencies involved in the cross-border movement of goods.

The proposal goes beyond a conceptual approach. Cedillo and Mejía Argueta suggest creating a Logistics Resilience Credit Score , a kind of rating that would reward logistics chains with the best performance in variables such as transit time variability, cargo loss rates, emissions, and route redundancy. Following this logic, resilience could become a recognized economic asset within the region’s trade mechanisms.

They also propose a Digital Resilience Certificate , capable of documenting and verifying the logistical performance of each shipment, similar to how a certificate of origin currently operates. The goal would be to generate trust, traceability, and transparency among exporters, carriers, authorities, insurers, and customers.

Although the proposal is still in the academic sphere, the approach aligns with an increasingly evident reality for industry: North America’s competitive advantage will no longer depend solely on producing within the region, but rather on the ability to move goods smoothly in an increasingly complex environment . In this context, the upcoming review of the USMCA could open the door to a conversation that goes beyond rules of origin and positions logistical resilience as a new indicator of regional economic integration.

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El cargo From rules of origin to resilience rules: the new bet for North American competitiveness apareció primero en T21.

Seventeen years ago, Grupo T21 took the initiative to envision the work of young people in the transport and logistics industry as an engine of this sector focused on driving innovation, contributing new ideas and beginning to address the future challenges that would be faced in this industry.

The 21 young people who made up that first edition of T21  are the clear proof of the objective that was pursued with this work and that is still valid until this 11th edition : to identify those profiles that maintain constant growth in the industry, that revolutionize with their ideas and that become protagonists of this market.

The profiles identified in 2009, in addition to being a current benchmark in the industry, both nationally and internationally, represent the dynamics of development, constant growth, but also contribution and innovation of this sector.

The participation of young people in the transport and logistics industry has become a strategic driver, boosting digital transformation, the adoption of new technologies and innovation in supply chains.

Globally, young workers represent approximately 10% of the transportation sector workforce. Their proficiency in digital tools, data analytics, and technological solutions helps optimize operations, improve traceability, and strengthen supply chain resilience. Increasingly, companies are investing in training, professional development, and leadership programs focused on these new generations.

Today, in this 11th edition, we present 21 profiles of young people who represent not only diverse companies, but also vocations in the industry, where their visions are aligned with the fundamentals of this editorial proposal: 21 Young People of T21.

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El cargo 21 Young People of T21 2026 apareció primero en T21.

Supply chain orchestration allows companies to more efficiently address challenges in logistics processes. However, while automation and new technologies optimize operations, they do not replace the role of people.

Juan Arévalo, Head of Digital Supply Network at  Grupo Elektra , explained that using artificial intelligence (AI) requires organizational intelligence, while automation is about enabling people to do their jobs well and “to do more demanding tasks. Digital transformation is never digital, but human .”

During an event held by #SoyLogístico Association , it was recalled that the company faced the increase in operations and clients with Baz Entregas without having a budget that would allow them to cope with the situation.

“We found that things started to pick up and orders began coming in from all over, and we realized that we didn’t have the experience to handle it; we had more incidents and problems with more work, with inefficient processes. Faced with that reality, we had to make a decision: to unleash people’s capacity to do more with less; a company never transforms when they work more, but when they think better,” he commented.

However, he explained that before using technology, they first redesigned their way of working , then chose the type of tool they would use to automate their logistics to carry them out correctly and free up people’s talent to be used in other activities, and then chose the appropriate software .

“Today, we look for patterns to understand. Before, we reacted all the time; today, we predict what will happen and anticipate it. This completely changes the organization. Today, hundreds of decisions are made every day throughout the supply chain that don’t depend on people, but happen automatically. However, automation doesn’t replace people, but rather the work those people should never have done,” he emphasized.

He considered that it is necessary to have a correct business plan in order to choose some type of technology that allows them to improve logistics processes.

For his part, Pablo Suzuri, Operations and Logistics Manager at Natura , considered that the great challenge for companies will be to start using orchestrated logistics , but also for people to know how to manage it in order to have better solutions focused on the end customer.

“Let’s use artificial intelligence, but it’s very important to know what the expected outcome is. AI has the capacity to process scenarios and mathematical models, and what it would leave for people is the strategic vision and critical thinking that accumulates with experience. AI can say this is the best route, but you know from experience that it doesn’t make sense,” he explained.

Therefore, he commented that there should be limits on the use of technology , using it to create scenarios, but the decision will be made by a person.

Meanwhile, Rolando Barajas, Regional Sales Manager of Growth LATAM BMC , indicated that in the supply chain there are various people involved for each process, similar to a symphony orchestra.

“There are different trends for orchestrating business service operations, and AI is part of that, but there’s also a need to leverage data. The reality is that what was previously managed by people is now also being done by AI,” he explained.

He argued that this tool works well, as long as it has the right data, “if the input is wrong, we already know what will happen.”

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El cargo Logistics orchestration: innovation without replacing human talent apareció primero en T21.

Small and medium-sized enterprises (SMEs) that manufacture and supply the retail sector are experiencing their best financial moment since 2018. According to the eighth edition of the GS1 Barometer: SME Manufacturers in the Consumer Industry , eight out of 10 companies rate their financial situation as good or excellent, an improvement compared to the 63% who reported that perception eight years ago.

The study, prepared by GS1 Mexico with a sample of 530 companies, indicates that 16% of companies are in a stage of sustained growth, while 66% believe they still have room to strengthen their financial health, reflecting that, despite optimism, challenges persist to consolidate their development.

The report also highlights a transformation in the competitive strategy of manufacturing SMEs, which have stopped focusing solely on price and are now betting on factors such as quality, operational efficiency, logistics, omnichannel and expansion into digital channels.

Among the elements they consider most relevant to compete in retail are the quality of raw materials (90%), having products free of defects (74%), quality certifications (62%), logistics and distribution (61%) and attractive packaging (60%).

However, logistics remains one of the main challenges for businesses. Although six out of ten SMEs recognize its importance, only 44% identify it as a strength, while 29% consider it a difficulty.

“The ability to deliver their products quickly, efficiently and with traceability has become a challenge for thousands of companies seeking to market their products in commercial chains and digital platforms,” said Alejandro Trejo Rivera, Director of Linkage, Market Development and Associates at GS1 Mexico.

In the digital realm, e-commerce continues to gain relevance. During 2025, the percentage of manufacturers who consider online sales a priority increased from 37% to 46%, reflecting greater adoption of the digital channel as part of their business strategy.

However, the study also reveals growth opportunities: 54% of SMEs obtain less than 10% of their sales through e-commerce, while only 11% generate between 31% and 60% of their income through this channel.

For Trejo Rivera, this evolution confirms that ” digital commerce has ceased to be an alternative and has become a strategic priority within the consumer industry .”

The research also identifies a diversification in marketing channels. Currently, 40% of SMEs sell their products in local or regional businesses, 37% use marketplaces , 21% sell in supermarkets, and 18% sell through wholesalers.

In this context, Paola Cabrera Magaña, Marketing and Communications Director of GS1 Mexico, highlighted that competitiveness demands the development of a phygital ecosystem , capable of integrating the shopping experience in physical and digital channels.

“This move towards omnichannel marks a qualitative leap in the digital maturity of the sector: companies are not only looking to sell more, but to build brands with their own identity, capable of engaging with diverse audiences and adapting to new consumption trends,” he noted.

The executive added that companies have learned to combine traditional and digital strategies to respond to different consumer profiles and purchase moments.

Since its first edition in 2018, the GS1 Barometer has established itself as a benchmark for measuring the evolution of SMEs in the consumer goods manufacturing industry. This eighth edition expanded its coverage to include the categories of alcoholic beverages, home care, household goods, and pet products, aiming to provide a broader perspective of the sector.

GS1 Mexico noted that SMEs represent more than 95% of the country’s economic units and generate 41.5% of national employment, so strengthening their competitiveness through digitalization, logistics, and the development of new commercial channels will be crucial to sustaining their growth in the coming years.

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El cargo Logistics and digitalization: challenges for Mexican SMEs: GS1 Mexico apareció primero en T21.

The decarbonization of the automotive industry is beginning to extend beyond electric vehicles and reach a less visible part of the supply chain: the logistics required to transport cars and spare parts. In Mexico, Mitsubishi Motors has begun modifying its import and distribution operations with the goal of reducing transportation-related emissions.

Ricardo Hernández, Logistics Director of Mitsubishi in Mexico, explained during his participation in the Mexico’s Nearshoring & Logistics Auto Industry Summit that the automaker’s environmental strategy is not only focused on the electrification of its vehicles, but also incorporates the production and transportation processes behind their marketing.

The challenge has a particularly relevant dimension for the company. According to the executive, around 80% of Mitsubishi Motors’ global logistics emissions are related to the maritime movement of vehicles and containers with auto parts.

“To move cars, of all Mitsubishi Motors’ global emissions , practically 80% is from the movement of vehicles or containers that come in auto parts moved by sea,” Hernández pointed out.

This component is complemented by ground transportation, which involves car carriers for moving finished vehicles and various truck configurations for distributing goods. Given this scenario, Mitsubishi aims to achieve a turning point by 2030 in reducing the environmental footprint associated with these operations.

In Mexico, one of the first decisions was made directly regarding the configuration of its logistics chain . The distribution of imported spare parts, which previously used the port of Manzanillo, was moved to Lázaro Cárdenas to reduce the distance that subsequently had to be covered by road.

“Our parts distribution originally went to Manzanillo, but we moved it to the port of Lázaro Cárdenas. Why? Because it saves us 250 kilometers of land route , and that benefits us in terms of the tons of CO2 (carbon dioxide) we emit per year,” he explained.

Reducing highway mileage is only one part of the strategy. Mitsubishi is also working with its main carriers on technological alternatives to decrease emissions from the vehicles used in their ground operations.

Among the options currently under analysis are units powered by liquefied gas and electric units . Hernández noted that some carriers are already conducting pilot tests, particularly on short routes where operating conditions allow for the initial incorporation of these technologies.

“Right now there are many companies that are already doing their first pilot programs; on short routes, routes of 200 kilometers , they can be doing their circuits without any problem and normally they load the truck at night,” he commented.

However, transferring these solutions to long-haul operations presents a considerable challenge. For a vehicle importing company, Lázaro Cárdenas serves as a strategic gateway , but from there the vehicles must be transported to markets located thousands of kilometers away.

Hernández himself exemplified that a delivery from this Michoacán port to Mexicali involves traveling approximately 2,300 kilometers, a distance that still hinders the use of electric technologies under the current schemes of autonomy and infrastructure.

This condition requires that the transition to lower-emission land transport proceed in a differentiated manner: first through circuits where distances and operating cycles allow for the incorporation of new technologies and, subsequently, towards longer-range routes.

For Mitsubishi, this transformation is part of a broader vision for decarbonizing the automotive industry . The electric vehicle may be the most visible component of that transition, but reducing the environmental footprint also requires reviewing how cars, auto parts, and spare parts are transported from their origin to the consumer.

“All the processes behind getting them to the end consumer must also be supported by a green mindset and trend, of how to reduce our carbon footprint ,” Hernández stated.

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El cargo Mitsubishi puts its logistics on a green path in Mexico apareció primero en T21.