The Mexican industrial real estate market closed the third quarter of 2026 (3Q26) with an inventory of 109 million square meters (m2) , representing a 4 percent year-over-year increase. However, the vacancy rate reached 6.28% , an increase of 115 basis points compared to the same period in 2025, while vacant space reached 805,000 m2, 55% more than in 2025, according to Datoz .

Despite this trend, gross absorption of industrial space reached 1.3 million m2 during the quarter in question and totaled 3.4 million m2 between January and September. Monterrey accounted for 30% of national activity, followed by Mexico City with 26%.

By type of activity, logistics accounted for 52% of operations , while electrical equipment manufacturing and transportation accounted for 13% and 11%, respectively.

Differences between regions

Market performance showed regional contrasts. In the central region , gross absorption reached 332,194 m2, an annual increase of 150.8%, driven primarily by logistics operations in Huehuetoca-Zumpango, Cuautitlán, and Toluca. In contrast, the northwest region registered 197,023 m2, an annual decrease of 6%, while the vacancy rate reached 9.27%, the highest in the country.

In specific markets, Tijuana showed a vacancy rate of 11.18%, accompanied by an 81% year-over-year increase in vacancies. Monterrey registered an approximate gross absorption of 380,000 m2 and an 18% reduction in vacancies, although its vacancy rate increased to 8.09%.

Logistics accounts for more than half of the activity

Among the main transactions of the quarter were Samsung , with 55,000 m2 in Huehuetoca-Zumpango; Navistar , with 40,000 m2 in Escobedo, Nuevo León; Industrias Eléctricas AG , with 35,942 m2 in Tijuana; and Inventec , with 35,843 m2 in Ciudad Juárez.

On the supply side, construction starts totaled 655,863 m2 nationwide during Q3 2026, of which 84% corresponded to speculative developments.

Thus, the industrial market continues to incorporate spaces while demand shows significant differences between regions and productive activities.

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El cargo Logistics drives demand for industrial real estate in Mexico in the third quarter: Datoz apareció primero en T21.

The incorporation of artificial intelligence (AI) and automated systems into supply chains represents an opportunity to improve the efficiency of companies, but its implementation also requires prior review of operational processes, evaluation of logistics costs and definition of the technological needs of each organization.

The above is part of what Jesús Várguez Reyes , Director of Operations of Impulsora Sahuayo, said during the webinar “From the warehouse to the algorithm: AI, intelligent networks and leadership to compete” , held within the framework of the Master’s Degree in Logistics and Supply Chain Management of the Autonomous University of Yucatán .

The specialist explained that technological advancements are enabling the incorporation of agentic AI systems capable of planning, executing tasks, and supporting decision-making in activities related to purchasing, inventory, warehousing, and transportation. He cautioned, however, about the importance of having supervisory criteria in place to prevent operational errors.

Profitability before speed

Várguez Reyes emphasized that one of the main challenges for companies is maintaining the profitability of their operations in the face of the growing demand for fast deliveries, particularly last-mile delivery. He explained that organizations must evaluate the cost of fulfilling each order, rather than focusing solely on increasing their distribution volumes or reducing delivery times.

He also pointed out that the design of logistics networks must start from a strategy that considers the target market and customer, as well as the size of the necessary infrastructure and the selection of appropriate technologies for each operation.

Technology and specialized talent

Regarding the digitization of small and medium-sized enterprises, the specialist maintained that the adoption of technological tools should begin with a review of internal procedures.

“If we don’t have the right processes, any technology I apply is going to fail,” he said, explaining that the selection of warehouse or transportation management systems must respond to the needs and complexity of each operation.

The specialist even identified six challenges for supply chains : specialized talent, cybersecurity, trade volatility, infrastructure capacity, operating costs, and artificial intelligence governance.

Regarding human capital , he emphasized the growing need for professionals capable of combining operational knowledge, data analysis, financial management, and AI tools , without replacing human judgment with the responses of technological systems.

Finally, Várguez Reyes considered that companies must stop evaluating their supply chains solely as cost centers and begin to recognize their capacity to generate profitability, through the integration of information and technologies that allow them to anticipate problems and make decisions in real time.

The image in this article was generated using artificial intelligence.

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El cargo Logistics automation poses new challenges in efficiency and profitability apareció primero en T21.

The Mexican industrial real estate market closed the third quarter of 2026 (3Q26) with an inventory of 109 million square meters (m2) , representing a 4 percent year-over-year increase. However, the vacancy rate reached 6.28% , an increase of 115 basis points compared to the same period in 2025, while vacant space reached 805,000 m2, 55% more than in 2025, according to Datoz .

Despite this trend, gross absorption of industrial space reached 1.3 million m2 during the quarter in question and totaled 3.4 million m2 between January and September. Monterrey accounted for 30% of national activity, followed by Mexico City with 26%.

By type of activity, logistics accounted for 52% of operations , while electrical equipment manufacturing and transportation accounted for 13% and 11%, respectively.

Differences between regions

Market performance showed regional contrasts. In the central region , gross absorption reached 332,194 m2, an annual increase of 150.8%, driven primarily by logistics operations in Huehuetoca-Zumpango, Cuautitlán, and Toluca. In contrast, the northwest region registered 197,023 m2, an annual decrease of 6%, while the vacancy rate reached 9.27%, the highest in the country.

In specific markets, Tijuana showed a vacancy rate of 11.18%, accompanied by an 81% year-over-year increase in vacancies. Monterrey registered an approximate gross absorption of 380,000 m2 and an 18% reduction in vacancies, although its vacancy rate increased to 8.09%.

Logistics accounts for more than half of the activity

Among the main transactions of the quarter were Samsung , with 55,000 m2 in Huehuetoca-Zumpango; Navistar , with 40,000 m2 in Escobedo, Nuevo León; Industrias Eléctricas AG , with 35,942 m2 in Tijuana; and Inventec , with 35,843 m2 in Ciudad Juárez.

On the supply side, construction starts totaled 655,863 m2 nationwide during Q3 2026, of which 84% corresponded to speculative developments.

Thus, the industrial market continues to incorporate spaces while demand shows significant differences between regions and productive activities.

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El cargo Logistics drives demand for industrial real estate in Mexico in the third quarter: Datoz apareció primero en T21.

The Buen Fin 2026 , which will take place from November 13 to 17, represents a significant challenge for Mexican logistics, which does not end when the consumer pays online or when they leave a store with their purchase; on the contrary, this moment marks the beginning of a race against time: moving inventories, preparing orders, coordinating transportation and ensuring that each package arrives at its destination on time.

In a season where promotions aim to boost sales, the challenge for logistics companies is ensuring that the surge in orders doesn’t overwhelm their operational capacity . Planning, personnel, and last-mile delivery become crucial elements to prevent sales momentum from stalling before reaching the consumer.

“Logistical capacity isn’t improvised in November. It’s designed in advance, validated with data, and executed with discipline,” stated Alberto Hernández, commercial director of Onest SmartLogistics , explaining how the company is preparing to meet the demand generated by El Buen Fin.

For the 2026 edition of this discount campaign, Onest SmartLogistics anticipates a 20% increase in volume compared to the 2025 Buen Fin. To respond to this scenario, it has had to coordinate with its clients and logistics partners, as well as review resource availability to prevent the increase in orders from jeopardizing deliveries.

The forecast is significant considering the positive figures the campaign has achieved in past editions. According to the Mexican Online Sales Association (AMVO) , El Buen Fin 2025 generated sales of 219 billion pesos (MXN) , 26.6% more than in 2024, solidifying its position as one of the main consumer periods in the country.

The digital channel also gained ground. AMVO itself reported online sales of 45.9 billion pesos , a 31% increase compared to 2014 and equivalent to 21% of total campaign sales. This data confirms that a significant portion of the demand translates into orders that must be fulfilled, packaged, and delivered outside of physical retail establishments.

Three months to prepare the operation

Behind every order delivered lies a series of decisions that must be made before the offers begin. According to Hernández, preparation involves a minimum of 90 days’ notice and uses historical data from at least the last three years to consistently project demand growth and calculate staffing and resource needs for the season.

The goal is to anticipate how much demand could grow, how many people will be needed, what storage capacity will be available, and whether transport and distribution partners will be able to absorb the projected volumes.

One of the main challenges in managing the demands of El Buen Fin is having staff who understand the systems, processes, and quality standards required for its operation, particularly when dealing with high-value merchandise. “I believe the challenge is having the right personnel,” he stated.

The company has approximately 600,000 square meters (m2) of infrastructure nationwide, spread across 18 states . This capacity allows it to adjust resources across different operations, although the executive emphasized that flexibility depends on anticipating needs.

Sales growth is the goal of marketing campaigns, but for logistics, success requires another condition: having the capacity to fulfill what was sold.

“The truth is that the worst-case scenario won’t be selling little. The real worst-case scenario here is selling a lot, getting paid, and then realizing that you don’t have the capacity to deliver,” he warned.

In e-commerce, the delivery promise is an integral part of the shopping experience and a key performance indicator. Therefore, the effort invested in warehousing and order fulfillment is diminished if the order doesn’t arrive within the promised timeframe. This is particularly relevant, as, according to AMVO, seven out of ten shoppers prefer home delivery.

“If I receive on time, fulfill on time, plan on time, ship on time with a last-mile partner, but arrive late, all the effort is wasted,” he explained.

At this stage, coordination between the participants in the chain is essential.

Artificial intelligence to reduce friction

Technology is also gaining ground in season preparation, where artificial intelligence (AI) is used to query inventory information and support various operational, financial, and customer service tasks.

The company has a laboratory staffed by 28 systems engineers who develop solutions using proprietary code, enabling automated inventory queries by product code or SKU , with information on available merchandise, committed orders, shipments, and products still in transit. “That real-time information makes all the difference,” Hernández affirmed.

In that sense, AI agents are relevant, since they consult databases to meet operational requirements and inventory guarantees.

Sharing resources to contain costs

The increased activity during El Buen Fin can also put pressure on logistics costs . Last-minute staffing, the extraordinary use of transportation, and the need to expand operational spaces can increase the cost of the service if these needs are not anticipated.

To reduce that impact, Hernández explained that they have 19 distribution centers in the State of Mexico, the northern part of that state, Toluca, and Morelos, an area known as the “Golden Triangle.” “Having multi-client facilities allows us to guarantee operational synergies, reduce costs, labor, and time,” he asserted.

Early negotiation with suppliers is also part of the strategy, so the executive suggested an annual review of the purchasing conditions for packaging materials.

The growth of e-commerce does not eliminate the relevance of physical stores. On the contrary, omnichannel requires companies to be able to sell a product through different channels and fulfill orders using the most convenient option for the consumer.

According to Hernández, collaboration between retailers and their logistics partners should begin with reviewing the products that historically have the highest sales volume. With this information, it’s possible to anticipate inventory needs and prepare the resources to fulfill them quickly.

“What is your sales plan? What is your strategy to align us and have all those goods ready as close to the floor as possible so we can stock them as soon as possible and meet the delivery promise?” he asked.

The question sums up the challenge of the season: demand must translate into a ready-to-respond operation, not just a sales expectation.

In this way, the logistics sector is preparing to attend to El Buen Fin 2026, which is anticipated to surpass past editions, since, according to the AMVO, the intention to buy remains solid for this year : 77% of potential consumers have indicated that it is “very likely” or “likely” that they will participate in the campaign.

It is also expected to surpass the 216,000 establishments that participated in 2025, where more than 59 million transactions were recorded nationwide, even with an overall annual inflation rate of 3.62% in the first half of October 2026, and with private consumption showing signs of less dynamism.

In July alone, the Monthly Indicator of Private Consumption (IMCP), which tracks the evolution of household spending on consumer goods and services, both domestic and imported, reported a monthly variation of 0%, while its annual comparison showed a growth of only 1.1%, according to data from the National Institute of Statistics and Geography (Inegi) .

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El cargo Anticipation and data are key to meeting the logistical challenge of El Buen Fin 2026: Onest SmartLogistics apareció primero en T21.

Logistics in Mexico faces the challenge of accelerating the adoption of artificial intelligence (AI) in an environment where the movement of goods continues to grow and companies need to respond more quickly. However, although there is a willingness to maintain or increase technological investments, the implementation of these tools is progressing slowly.

During the presentation of the “ Infor Logistics Radar in Mexico 2026” , Luis Gustavo Peccicacco, Communications and PR Manager for Infor Americas, explained that the study included a quantitative phase where a questionnaire was applied to 56 executives , as well as a qualitative phase with structured questions to three specialists on the subject.

According to the results of the analysis in the manufacturing, logistics and distribution , retail , and food and beverage sectors, 69% of the companies consulted indicated that they were in the evaluation or testing stages of artificial intelligence, while only 10% use it as part of their processes.

The study seeks to identify indicators of the state of digital transformation in Mexican logistics. Its purpose, Peccicacco clarified, is not to offer a definitive statistical estimate, but rather to provide insight into the challenges and opportunities of the market.

“We see a huge number; seven out of 10 companies are still in the testing or thinking about, evaluating, and trying out AI,” said the executive, who highlighted the gap between interest in this technology and its effective incorporation into operations.

This lag contrasts sharply with investment prospects: 85% of participants expect to maintain or increase their technology spending. However, progress is expected to be moderate in the logistics sector, with 56% anticipating an increase of between 10% and 20% , while only 6% foresee an increase exceeding 20%.

According to Peccicacco, this combination reflects an industry interested in modernizing but cautious about committing resources. Pressure on operating costs and the need to demonstrate results keep investment decisions under scrutiny.

The brakes are also within companies.

One of the main findings of the Radar Infor is that the barriers to digitizing operations are not limited to infrastructure or external conditions; they are also related to the organization, work culture and technological readiness of companies .

Resistance to change from teams or leadership is among the main obstacles. In distribution, 37.5% identified low internal technological maturity as one of the difficulties.

“Therefore, any technological project must be accompanied by digital literacy and low learning curve solutions that allow operational staff to be enabled quickly,” the study indicated.

The executive also noted that 17% of the companies surveyed do not use artificial intelligence and have no concrete plans to incorporate it. This situation, he said, raises the need to understand why adoption is not progressing more rapidly, especially given the challenges facing the country’s logistics sector.

In other results, according to the analysis, 43% of companies considered that their logistics situation remained unchanged during the last six months and 33% perceived an improvement, while 24% indicated that it has been “worse”.

This occurs within a context where logistics maintains a strategic position in the Mexican economy. During the first quarter of 2026, transportation, postal, and warehousing activities represented 8.1% of the national Gross Value Added, in an environment marked by trade integration with North America, the growth of e-commerce, and the reconfiguration of supply chains.

The results show a sector that is not going through a construction phase, but is also not free from pressures.

Regarding operating costs , 34% considered them balanced, while 36% indicated they were high compared to six months ago. As for the future outlook for operating costs over the next six months, 42% of participants stated they would remain the same, compared to 27% who estimated they would increase.

Optimism regarding the coming months reflects confidence in organizations’ ability to adapt. In this context, technology and digitalization emerge as tools to strengthen planning, visibility, and responsiveness.

In that sense, the general perception of the future of logistics shows positive signs. According to the study, 64% considered the sector to be in a more optimistic situation  compared to six months ago.

Given this situation, Infor suggested that companies should begin by identifying the business problem they seek to solve before choosing an artificial intelligence tool. Without this definition, Peccicacco warned, the risk of investing in solutions that do not generate value increases.

The process also requires connecting processes, preparing the technological structure, and training staff so that the new tools can be integrated into the operation.

“It’s a much more disciplined than disruptive job,” the executive summarized, describing the path that, from his perspective, companies should follow: choose a measurable use case, implement it, evaluate its results, and gradually move towards new applications.

Meanwhile, Cecilia Hermida, Country Manager of Infor for Mexico and South America, emphasized the importance of promoting technological adoption “with responsibility and a human touch,” with the goal of transforming companies and improving the quality of life.

He warned that there is a lack of talent, but the main barrier to implementing a technological tool is cultural and resistance to change.

“We have companies that have managed to overcome the obstacles and already have some execution via artificial intelligence, but we have the phenomenon of the ‘eternal pilot’,” he stressed.

Thus, the challenge for Mexican logistics is not only to allocate more resources to technology, but to build the organizational, operational and human conditions that allow those investments to be converted into productivity, efficiency and responsiveness.

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El cargo Although there has been progress, challenges remain in implementing AI in Mexican logistics: Infor apareció primero en T21.

The rules of origin established in the United States-Mexico-Canada Agreement (USMCA) are leading companies to review their supply chains and evaluate the incorporation of regional suppliers, a process that could open new opportunities for Mexican companies , particularly in the automotive and auto parts industry, noted specialists from CETYS University during the webinar “Which industries will change after the USMCA review?” .

The meeting, the second episode of the series “USMCA in Key: The Border Explains the Future of North America ,”  featured Leticia Sepúlveda Fierro , director of the School of Engineering at CETYS University . She explained that regional content requirements are forcing companies to reconsider the origin of their components, as well as the costs associated with supplier substitution and compliance with trade regulations. She noted that, in the automotive sector , these requirements also involve industries such as steel, aluminum, electronics, and semiconductors, due to their role in the manufacture of vehicles and auto parts.

Mexican suppliers face an integration opportunity

Greater regional integration involves reviewing supply contracts , identifying the origin of inputs, and keeping the necessary documentation to prove compliance with trade rules.

The process described may generate short-term adaptation costs, especially for companies that already have established suppliers and need to evaluate alternatives within North America . However, the specialist considered that the reconfiguration represents an opportunity to strengthen the domestic supply base.

Sepúlveda Fierro added that Mexico could strengthen its participation in the manufacture of auto parts and electronic components , while small and medium-sized enterprises find opportunities to become suppliers to larger companies.

However, he also warned that taking advantage of these opportunities will require investments in technology , improvements in production processes and the development of competitive infrastructure, as well as energy availability and specialized talent.

Compliance and responsiveness

On the other hand, Leticia Ramírez Rubio , coordinator of the Bachelor’s Degree in International Business at CETYS University , explained that agri-food chains face requirements related to the origin of products, health and safety.

“My prediction, or what I envision, is that companies will seek suppliers with a greater capacity to document their operations, maintain consistent quality and volumes, and respond to disruptions,” he emphasized.

Regionalization can open up opportunities for new participants, although it will also be necessary to support small producers so that they can meet commercial and operational requirements, he stressed.

The reconfiguration of supply chains also poses challenges for logistics . Sepúlveda Fierro pointed out that the requirements for documentation and verification of goods can impact administrative processes and border crossing times, with economic consequences for companies that depend on trucking.

This is how the USMCA review presents Mexico with a scenario in which the integration of national suppliers could strengthen its participation in North American production chains .

Harnessing that potential will depend not only on compliance with trade rules, but also on the industry’s ability to enhance its competitiveness through investments in technology, infrastructure, and the development of specialized talent.

The image in this article was generated using artificial intelligence.

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El cargo Rules of origin drive reconfiguration of supply chains in Mexico apareció primero en T21.

The Mexican Association of Private Industrial Parks (AMPIP) added 20 new industrial parks in operation to the 20 presented in February, reaching 40 of the 100 developments planned as the private sector’s contribution to Plan Mexico, the government strategy to boost investment and strengthen the country’s productive capacity.

According to the organization, the 40 parks represent a cumulative investment of more than 1.4 billion dollars (USD) , more than 8.2 million square meters (m2) of infrastructure and capacity to house nearly 420 companies, with a potential to generate more than 92,000 jobs.

“Mexico’s industrial strength is not concentrated in a single region. Here in Mexico City, we have the center of national consumption and the logistics hub. We have Guadalajara, the center of innovation. Monterrey is a production center.  The Bajío region manufactures. And the border region is a hub for exports ,” stated David O’Donnell, president of AMPIP, during the announcement made at the morning press conference this Thursday, October 22. 

The second phase comprises 20 parks developed by 13 partners, with an initial investment of $763 million and 4.6 million square meters of industrial space. These complexes have the capacity to accommodate approximately 175 companies and generate more than 32,000 jobs.

The developments are distributed across four corridors: Northern Border, with 10 parks in Coahuila and Nuevo León; AIFA corridor, with five in Mexico City and the State of Mexico; Bajío, with three in Aguascalientes, Guanajuato and Querétaro; and Border–Gulf of California, with two in Baja California.

Unlike projects still in the planning or construction phase, the new parks already have companies established and operating . Their focus includes the food industry, medical devices, electronics, distribution centers, and e-commerce, strengthening the country’s production and logistics capabilities.

“These parks are already operational, strengthening supply chains. Our partners continue to invest in infrastructure to attract more companies and more jobs. We compete every day and work every day to be a more competitive country,” O’Donnell emphasized.

For her part, Ximena Escobedo, Undersecretary of Industry and Commerce of the Ministry of Economy , explained that with this second delivery, 40 industrial parks were reached, equivalent to 40% of the commitment established for the current administration.

The 20 developments announced this Thursday are distributed across eight federal entities and 17 municipalities, with investments that will expand Mexico’s industrial capacity, he asserted.

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El cargo AMPIP announces 20 new industrial parks to expand Mexico’s production and logistics capacity apareció primero en T21.

In the third quarter of 2026 (3Q26), industrial construction in Monterrey grew 28% quarter-on-quarter, reaching 666,000 square meters (m²) distributed across 22 buildings, in a market that showed a reduction in vacant space and demand driven mainly by diverse manufacturing, according to the consultancy CBRE Mexico .

In its Market View report of the industrial sector in the city of Monterrey , it noted that during the July-September period, new construction starts totaled 220,000 m² , of which 85% were concentrated in three municipalities: Ciénega de Flores with 39%, Apodaca with 29% and Escobedo with 17 percent.

At the close of Q3 2026, Monterrey’s industrial inventory reached 18.11 million m² , which represented an annual increase of 5.1%, after incorporating 138,000 m² of new supply during the period.

Gross absorption , which accounts for the area sold, totaled 284,000 m² in Q3 2026, bringing the cumulative total to 710,000 m², an annual growth of 2.7 percent.

Quarterly activity was concentrated in Apodaca with 41% of the leased area, Escobedo with 29%, and Ciénega de Flores with 21%. Together, these submarkets accounted for 91% of the gross absorption for the period.

By property type, new buildings accounted for 213,000 m² , while build-to-suit projects —developed to meet a tenant’s specific needs—totaled 40,000 m². Second-generation spaces, meaning previously occupied properties, contributed 31,000 m².

Meanwhile, net absorption, an indicator that reflects the change in inventory occupancy, reached 228,000 m² during the quarter and accumulated 552,000 m² at the close of Q3 2026. However, this latter figure remains below the 787,000 m² recorded in the same period of 2025.

Increased leasing and occupancy of spaces contributed to reducing vacant space from 1.22 million to 1.11 million m² between the second and third quarters of 2026. Thus, the vacancy rate fell from 6.8 to 6.1 percent.

Apodaca saw the largest decrease in available space, with 78,000 square meters less, followed by Santa Catarina and Ciénega de Flores. In contrast, Escobedo reported an increase of approximately 12,000 square meters in its vacant area.

Despite the quarterly reduction, the vacancy rate of 6.1% is still above the 5.9% observed in the third quarter of 2025. This indicates that availability has improved compared to the previous quarter, but has not yet returned to the level of a year ago.

Additionally, 212,000 m² of subleased space was monitored, a 131% increase compared to the 92,000 m² recorded a year earlier. This indicator adds another variable to the availability analysis, as companies can offer spaces they no longer require without necessarily adding new buildings to the inventory.

Manufacturing concentrates the demand

Diverse manufacturing remained the main driver of industrial real estate demand in Monterrey. During the first nine months of 2026, this segment accounted for 420,000 m² , equivalent to 59% of the cumulative gross absorption.

Logistics and transport followed with 79,000 m², representing 11% of the commercialized area, and the automotive sector with 75,000 m², equivalent to 10.5 percent.

The distribution shows that the demand for industrial spaces is mainly linked to production needs, while logistics and transport companies maintain a relevant share in the occupancy of properties for storage and operation of supply chains.

By country of origin, US companies led cumulative demand with 249,000 m² , followed by China with 104,000 m² and Mexico with 70,000 m². The average transaction size was approximately 12,900 m².

The performance of the industrial real estate market occurs in an environment where Nuevo León maintains a relevant weight in attracting investment.

During the first half of 2026, the entity received three billion 712 million dollars of Foreign Direct Investment (FDI), equivalent to 10.6% of the national total.

In Monterrey, the consulting firm identified development activity mainly linked to manufacturing projects and companies related to electronic components and supply chains associated with technological infrastructure.

Furthermore, greater clarity regarding the review process of the United States-Mexico-Canada Agreement (USMCA) could provide certainty to companies’ investment and expansion decisions.

“The Monterrey industrial market maintained its stabilization process during Q3 2026, with a recovery in net absorption and a reduction in availability,” highlighted Ramón Flores, Vice Chairman of CBRE Mexico, Northeast region.

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El cargo Industrial construction grows in Monterrey in Q3 2026; manufacturing drives demand: CBRE apareció primero en T21.

Fibra Mty announced the signing of an agreement for the potential acquisition of an industrial portfolio in Santa Catarina, Nuevo León, for approximately 22 million dollars (mdd) , plus taxes and expenses associated with the operation.

According to the real estate investment trust, the transaction involves two warehouses located within an industrial park , with a combined gross leasable area of ​​approximately 21,300 square meters (m2), built on a land area of ​​approximately 42,000 m2. According to information shared by Fibra Mty itself , the properties have an average age of five years and are fully occupied by two companies: one of Swedish origin, dedicated to the light manufacturing of metal components; and another Mexican company, specializing in corrugated cardboard packaging solutions.

Lease and expansion agreements

Fibra Mty estimates that the portfolio will generate an annual net operating income of approximately $1.68 million during the first 12 months after the closing of the acquisition.

The lease agreements are denominated in dollars, include annual increases linked to the Consumer Price Index (CPI), and have a weighted average remaining term of 4.2 years. They operate under a Triple Net (NNN) model, whereby lessees assume operating expenses, insurance, property taxes, and maintenance costs, in addition to the rent payment.

Also noteworthy: the transaction includes a land reserve of approximately 7,500 m2 , with potential to develop additional rentable area.

The company stated that the transaction has received the necessary corporate approvals , although its completion remains subject to certain conditions. If finalized, it would strengthen its presence in the industrial real estate market of the Monterrey metropolitan area .

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El cargo Fibra Mty continues expanding its industrial portfolio in Nuevo León apareció primero en T21.

Mexico has an estimated annual demand for molds and dies of five billion dollars (USD) , but manufacturers established in the country cover only between 10% and 13% of the market, so it is necessary to expand production capacities in this sector, whose supply chain and logistics are complex since they depend, for the most part, on parts from Asia.

In this industry, which supports automotive, aerospace, electronics, household appliance and medical device manufacturing processes , among others, distance can mean a bottleneck.

“When a mold comes from another continent, as is the case with Asia, the problem isn’t just the cost of freight or taxes; you have to consider the transport time, the logistics procedures , the commissioning, and, above all, what happens afterward, because a mold can need many things throughout its productive life, such as repairs, adjustments, maintenance, or even an engineering change. And that’s where the problem lies, because that’s where distance, the geographical aspect, weighs heavily,” explained Eduardo Tovar, director of Industrial and Manufacturing Meetings in Mexico at Meximold.

A clear example of the above occurs in the automotive industry, where a modification may be linked to the launch or change of a part and have the person who manufactures the mold thousands of kilometers away, which makes the whole cycle longer.

“In the case of the aerospace industry, almost the same thing happens, because we are talking about tooling molds that are highly specialized , where precision, traceability and above all the issue of validation, which is very critical, are also needed,” he said.

Mexico’s dependence on foreign imports is evident in trade figures. According to the DataMéxico portal , from the Ministry of Economy , in 2024 the country imported approximately US$1.504 billion worth of rubber and plastic injection and compression molds, compared to exports of roughly US$196 million . China was the primary source of these imports, accounting for nearly US$538 million.

This, rather than a vulnerability of the Mexican market, represents an opportunity. The goal is to identify the segments in which domestic workshops are competitive and gradually develop the specialization necessary to service more complex tools. In this process, geographic proximity can become an advantage for regional supply chains .

“It’s not that we should stop importing, but rather that we should have more capacity close to the plants, which reduces the risk of a weak supply chain, because the mold is practically the mother of all industries; everything starts with a mold,” the specialist emphasized.

In an interview with T21, Tovar emphasized that distance is the main bottleneck in the mold supply chain, since some products, such as vehicle bumpers or a shampoo bottle cap, may require a quick model change and being so far away, redesigning, re-engineering, is more complex “because it is not the same to have a plant in the Bajío region as to have it in Shanghai.”

A key point in addressing this situation is that the molds should be manufactured closer to the user.

“A locally produced product is involved in the entire process; the cycle between design, testing, correction, and production becomes much shorter when it’s done locally. For example, if a problem arises during mold bonding, the manufacturer, if they’re nearby, can intervene quickly. And if an engineering change, maintenance, or repair is required later, you again have your supplier close by,” he said.

Developing local suppliers also reduces exposure to external disruptions such as logistical connectivity , international transport problems, or very long response times, especially given the geopolitical situation occurring in various regions of the world, such as the conflicts in Ukraine or the Middle East.

“Many of these molds are very heavy, they weigh tons, and they are not transported by plane, but often by ship; so we see the development of the national mold industry as part of strengthening regional manufacturing chains,” he explained.

In this regard, talent development is important. Tovar believes that Mexico already has workshops, technology, and personnel with relevant skills, although the training of specialists still needs strengthening . Practical experience remains fundamental for mold makers, engineers, programmers, and operators involved in toolmaking. Linking companies, universities, and technical centers would help expand the availability of profiles that meet the requirements of advanced industries.

Therefore, the opportunity in this sector lies not in eliminating imports, but in strengthening a supply chain that responds more quickly and with greater specialization to manufacturing needs. “The mold is a productive infrastructure, not a standard commodity,” Tovar concluded.

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El cargo Mexico seeks to “shape” the supply chain in the mold industry apareció primero en T21.