In the first half of 2026, the performance of logistics chains showed signs of recovery and growth, driven mainly by domestic consumption and the favorable expectations generated by the 2026 FIFA World Cup, as noted by Diego Casares Zambrano, Warehouse and Commercial Manager of Work One Solutions , a company specializing in comprehensive logistics solutions in North America.

According to Casares, in 2025 commercial and economic uncertainty caused various productive sectors to remain cautious in their operations ; however, so far this year there is a greater willingness to invest and develop new projects, which has resulted in a positive first half of 2026 for the company.

One of the sectors that has driven logistics activity during this period has been consumption. In an interview with T21, he explained that the increased demand for products related to the World Cup has generated greater movement of goods in import, storage, and distribution processes within the country.

This dynamism has been particularly evident in categories such as household appliances, electronics, and clothing . For logistics companies, this has meant greater operational capacity requirements in distribution centers and ground transportation.

Although a moderation in consumption is expected during the second half of the year, Casares Zambrano considered that the flow of tourists and goods generated by the World Cup held between Mexico, the United States and Canada will continue to boost regional logistics activity.

According to the Ministry of Tourism (Sectur) , the 2026 World Cup will attract 5.5 million visitors and generate an economic impact of more than 60 billion pesos (mdp), which will increase the demand for logistics, transportation and distribution services in Mexico.

Beyond consumption, the sector’s focus is on strategic industries such as automotive and export manufacturing . These segments remain pillars of Mexican logistics due to their close relationship with the U.S. market and the need for efficient cross-border operations.

According to the executive, increased US consumption could translate into greater demand for Mexican exports, especially in the automotive sector. This would strengthen transportation, warehousing, and customs services related to foreign trade

According to the National Institute of Statistics and Geography (Inegi) , in the period  January-May 2026, 1,388,236 light vehicles were sent abroad , which meant an increase of 4% compared to the same period last year.

However, much of the growth outlook hinges on the renegotiation of the United States-Mexico-Canada Agreement (USMCA) . Casares noted that the industry needs long-term certainty so that projects currently under analysis and pricing can materialize into concrete investments in the coming months.

The combination of a more dynamic domestic market, greater regional integration, and a stable trading environment will be the foundation for a strong finish to 2026 and a favorable start to 2027. In this scenario, logistics chains will continue to play a strategic role in connecting production, trade, and consumption in North America .

“We are closing the first half of 2026 with the conviction that major logistics projects reflect business confidence,” concluded Diego Casares.

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El cargo Global and domestic consumption drive the storage and distribution of goods in Mexico apareció primero en T21.

The economic reforms recently announced by the Cuban government could usher in a new era for Mexican companies involved in foreign trade and logistics . While experts rule out an abandonment of the socialist system, they do believe the island is making some aspects of its economic model more flexible due to an urgent need to guarantee supply and attract investment.

During the third extraordinary session of the National Assembly of People’s Power (ANPP) , the Cuban government announced new measures aimed at strengthening the economy, boosting the participation of private actors and promoting foreign investment, in a context marked by a severe energy crisis, food shortages and liquidity problems.

For Mariana Alonso, an international trade specialist and commercial director of Praxis Logística , it is an exaggeration to claim that Cuba “has opened up to capitalism” or that the political regime has changed. However, she acknowledged that there is a clear sign that the current economic model is facing significant pressure.

“What we do have is a very strong sign of weakness with the current regime. We are talking about blackouts of up to 20 hours, protests, external pressure, and an economic package that acknowledges, even if it doesn’t say so explicitly, that the closed model can no longer be sustained,” he noted in an interview.

From a logistical perspective, the opening takes on a different meaning. When an economy struggling with energy, fuel, infrastructure, and foreign exchange shortages seeks greater participation from private companies and foreign capital, logistics ceases to be a complementary service and becomes an indispensable condition for any reform to materialize.

For the Mexican Business Council for Foreign Trade, Investment and Technology (Comce) Northeast chapter , the crisis the island is going through is also an example of how the lack of infrastructure and economic certainty end up directly affecting supply chains.

“This case demonstrates the need for infrastructure, energy, maritime activity, and economic certainty. Without these, there is no flow of goods or development,” explained Javier Cendejas, president of Comce Noreste, in an interview.

The executive considered that the scarcity of basic goods and infrastructure limitations make Cuba a market that, despite its complexities, could attract investment and generate opportunities for nearby countries like Mexico.

However, without transportation, efficient imports, storage, internal distribution, financing, and traceability, economic openness risks remaining only on paper.

An opportunity for Mexico

Mariana Alonso believes that Mexico has natural advantages to become one of the island’s closest trading partners, thanks to geographical proximity, maritime connectivity, export experience, and the existing trade relationship between the two countries.

“Cuba has an urgent need for reliable supplies, cargo consolidation, agro-industrial inputs, electric mobility, spare parts, and last-mile solutions. There is an opportunity for Mexico, but it remains a complex market,” he explained.

Despite its relatively small size compared to other markets, Mexico maintains a highly favorable trade balance with Cuba. According to data from the National Institute of Statistics and Geography (Inegi) , in 2025 Mexican exports to the island totaled $699 million, while imports from Cuba amounted to just $13.3 million, resulting in a surplus of $686 million for Mexico.

Sectors where demand could grow include food, agro-industrial inputs, energy efficiency equipment, solar panels, batteries, tourism materials, consumer products, technology, and specialized services .

Likewise, opportunities could arise for logistics operators, freight forwarders, integrators, and companies capable of offering door-to-door solutions , cargo consolidation, document coordination, and traceability for exporters interested in serving the Cuban market.

“We shouldn’t assume it will be an easy or immediate market. The important thing is to identify where the needs are most urgent and support that demand with logistical solutions,” he commented.

According to Cendejas, the geographical proximity and the productive experience of Mexican companies could make the country one of the island’s natural partners if economic openness is consolidated.

“Mexico can be a much closer strategic partner. There are companies with the experience and production capacity to collaborate and provide solutions for Cuba,” he said.

In addition to food and consumer goods, the president of Comce Noreste identified opportunities in services, tourism, hospitality, education and construction materials, sectors in which Mexico has experience and a consolidated offering.

However, Alonso cautioned that Cuba’s potential should be analyzed with care . The island faces financial constraints, energy problems, uncertainty about the implementation of reforms, and a partial dollarization process that adds complexity to operations.

“Cuba remains a market that requires reviewing state authorizations, understanding how the exchange rate will work, and evaluating payment mechanisms. We must proceed step by step and study how the opening evolves,” he emphasized.

The executive emphasized that entering the market without a clear strategy would entail significant risks. Aspects such as regulatory compliance, selection of local partners, insurance, documentation, and traceability will be fundamental to ensuring successful operations.

Cendejas agreed, stating that the main variable for any company will be legal and financial certainty .

“Logistics also involves money. There has to be fiscal, customs, and contractual certainty, and the assurance that you will be paid. Cuba’s regulatory, geopolitical, and financial particularities are complex and must be evaluated with great responsibility,” he warned.

In his opinion, the opportunities exist, but they will hardly come without changes that give greater confidence to international investors and operators.

The United States, a factor to consider

The situation is also influenced by the relationship between Havana and Washington . The economic reforms come amid a new offensive by the administration of US President Donald Trump, which has tightened financial and energy restrictions on the island, limiting its access to the international banking system and increasing pressure on companies linked to the state-owned conglomerate GAESA.

In that context, increased trade between Mexico and Cuba could have political implications in the complex relationship with the United States; however, Alonso believes the opportunity must be properly assessed.

“Yes, there may be one more stripe on the tiger, but we also have to see the positive side. Mexico has geographic proximity, industrial capacity, and export experience. The important thing is to understand that we are talking about an emerging situation and that there are real needs to be addressed,” he stated.

Cendejas indicated that any trade rapprochement should be handled with caution, given that the United States remains Mexico’s main trading partner.

“Diplomatically, an international understanding would have to be built. The United States would have to see that there is a real intention for Cuba to move forward and that economic and trade aid has clear rules,” he commented.

The president of Comce Noreste emphasized that, beyond the political implications, the island’s geographical proximity and supply needs could favor a greater economic relationship with Mexico in the long term .

Cuba’s economic transformation is opening a conversation that had previously remained outside the logistics sector. If the reforms move forward, Mexico could participate in a potential trade reconfiguration of the Caribbean, where proximity, execution capacity, and reliability could become competitive advantages for Mexican companies.

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El cargo Does Cuba’s economic transformation open a new frontier for Mexican logistics? apareció primero en T21.

US-based XPO is taking a decisive step in its regional strategy by strengthening its presence in Mexico. The appointment of Jesús Osuna as Managing Director is a move aimed at capitalizing on the potential of the cross-border market and consolidating its operations in both countries.

From Monterrey, Osuna will lead a new stage for the company, focused on getting closer to its customers, strengthening its commercial and operational structure in the country, and driving accelerated growth. 

Although the company has had cross-border operations for decades, until now they were mainly managed from the United States. 

“The goal is to bring that footprint we already have in the United States to Mexico, with a local presence, infrastructure and talent that allows us to strengthen the relationship with our clients and grow volume,” he explained. 

Mexico, a key player in the regional strategy 

For XPO, Mexico is not just an operational extension, but a strategic market. The decision to invest in the country responds both to the demand of its clients , primarily multinationals with operations on both sides of the border, and to the size of the opportunity. 

In this regard, the company is considering introducing capabilities in the country, in addition to leveraging its infrastructure in the United States. 

“The market share is there. A company like XPO couldn’t stay out of Mexico, especially with the infrastructure, technology, and customers we already have,” Osuna pointed out. 

The company’s operational approach is supported by its strength in the United States, where it is one of the main players in LTL (less-than-truckload) cargo , and by its ability to integrate services throughout the entire chain. 

Their proposal aims to solve one of the main problems in cross-border transport: the fragmentation of stakeholders. Instead of multiple providers, XPO offers a single point of contact from origin to destination, including tracking, customer service, operational management, and billing. 

“We want the customer to have a single point of contact, a single invoice, and a single responsibility. To simplify their life in a process that is normally complex,” he summarized. 

This model combines LTL operations with FTL (full truckload) consolidations , leveraging its network in the United States to efficiently distribute cargo once it has crossed the border. 

For its operations in the country, XPO has established strategic alliances, notably its collaboration with Almex as its main LTL partner. This partnership will allow it to extend its operating model in Mexico under technological and service standards aligned with its network in the United States.

In parallel, the company is evaluating additional agreements for FTL, with the goal of covering the entire national territory , including regions such as the north and the Bajío. 

Unlike other players, XPO does not identify infrastructure or security as its main challenges in Mexico, but rather communication and trust at the operational level. 

Osuna explained that, although trade agreements are usually closed in the United States, implementation in Mexican plants faces resistance due to a lack of knowledge about the supplier. 

“The challenge is to build trust in the operation. We want the teams on the plant floor to understand our capabilities and overcome any uncertainty about switching suppliers,” he said. 

With a focus on industries such as automotive, high tech , manufacturing and fashion retail , XPO seeks to position itself as the leading cross-border LTL provider between Mexico and the United States. 

The goal is clear: accelerated growth and leadership in the segment . 

“We didn’t come here just to see how things go. We want to be the best cross-border LTL provider between Mexico and the United States,” Osuna stated. 

Furthermore, the strategy is not limited to direct clients. The company also seeks to strengthen its relationship with freight forwarders, whom it considers key allies for expanding its operations on both sides of the border. 

Technology and artificial intelligence 

One of the pillars of XPO’s strategy in Mexico will be technology. The company is investing in the digitalization of processes through EDI and API integrations , as well as artificial intelligence tools to automate operations, optimize routes, and maximize capacity utilization. 

From scanning systems that automatically size the load to platforms that allow real-time visibility and dynamic route allocation, the goal is to eliminate manual processes and improve operational efficiency.

“We want to leave behind Excel spreadsheets and manual reports. Everything is managed by a system, with 24/7 visibility and automated processes,” Osuna emphasized.

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El cargo XPO strengthens its commitment to Mexico with local operations and a cross-border vision apareció primero en T21.

With rising costs, volatile diesel prices, road safety issues, and increasing service demands, the relationship between cargo owners and transport companies has ceased to be merely transactional and has become a strategic alliance .

During the panel “ Perfect Storm: Transportation Competitiveness vs. Availability and Service Level” , organized by the National Council of Executives in Logistics and Supply Chain (ConaLog) , specialists agreed that, in the face of current pressures, the key is not to reduce rates, but to find efficiencies that allow preserving service and profitability .

Francisco Rodríguez, Logistics Director at Colgate-Palmolive , explained that, from the perspective of a company like Colgate, the indicators are grouped into three main blocks: service, costs, and planning.

“The most important indicator for the company will always be sales. In logistics, we focus on how well we serve the customer, what our cost is, and how accurate our planning is,” he said.

For his part, Pablo Ocampo, CEO of Grupo MexAmerik , emphasized that for a transportation company, asset productivity is essential.

“We need the units to be running fully loaded. Profitability is linked to reducing empty kilometers and controlling costs, with diesel being one of the most important factors,” he commented.

Alejandro Hernández, an independent consultant, added that asset utilization and waste elimination are fundamental.

“We need to focus on the cost to serve per customer, per channel, and per product. Not all services require the same infrastructure or the same level of attention,” he said.

Long-term relationships, the formula for ensuring capacity

Rodríguez explained that Colgate has evolved from a transactional model to one of collaboration with its logistics providers.

“We want our partners to make money. We share information and visibility so they can better plan and manage their resources,” he emphasized.

Grupo MexAmerik, which has a 28-year relationship with Colgate, seeks to balance high and low seasons through a diversified portfolio of clients.

“What we are looking for are business partners with whom we can work hand in hand and generate value,” Ocampo stated.

Based on Sony ‘s experience , Alejandro Hernández explained that having a supplier segmentation strategy ensures availability.

“I had carriers A, B, C and even new players that I was developing. That combination is what allows you to not run out of transport,” he commented.

One of the main topics discussed was the increase in the price of diesel and its impact on tariffs.

For Pablo Ocampo, fuel represents between 30% and 40% of the income from a trip.

“There is no legal way to absorb such a sharp increase without making adjustments. A company that fails to do so is destined to disappear,” he warned.

However, the panelists agreed that the cost should not be analyzed solely from the perspective of the tariff .

“When a carrier demonstrates to us, with data, that a customer takes 48 hours to unload a unit, the conversation stops being about price and becomes a discussion about efficiency,” Rodríguez explained.

Reducing loading and unloading times benefits everyone: it improves asset utilization, reduces costs, and raises the level of service.

“I prefer to adjust the price a little to ensure service rather than face spot rates or run out of capacity when the customer needs me,” added the Colgate-Palmolive executive.

Alejandro Hernández pointed out that there are also alternatives such as making advance payments to suppliers or even sharing capacity between companies.

“With Sony, we were able to share rides with other companies to make better use of space and reduce costs without affecting the service,” he said.

Technology and security

The panelists agreed that digitization and information analysis are fundamental to facing disruptions.

Ocampo highlighted that the integration of GPS, telemetry, cameras and control towers allows for a response to road closures, robberies or incidents.

“Travel isn’t perfect, but we can measure incidents and work continuously to minimize them,” he explained.

Rodríguez added that dashboards and analytics allow for healthier conversations with clients and internal departments.

Road safety was also part of the conversation. Francisco Rodríguez summarized the strategy in three pillars: prevention, intelligence, and technology .

“We need to identify the highest risk points and work with information to reduce exposure,” he explained.

Pablo Ocampo emphasized that long waits at toll booths and distribution centers represent critical moments.

“We can’t control everything, but we can plan better and avoid being in the wrong place at the wrong time,” he commented.

Alejandro Hernández added that many robberies originate from information leaks.

“We need to map who has access to the data and avoid sharing unnecessary information. Many thefts are planned,” he said.

The participants also called for consideration of the human factor.

“An operator is a person. You can’t ask them to travel 600 kilometers without stopping. You have to make travel plans and define where they will stop safely,” Ocampo pointed out.

4PLs still face challenges in Mexico

Opinions on the role of 4PL logistics operators were diverse.

Rodríguez explained that Colgate uses this model in the United States, but he believes that in Mexico there are not yet sufficient capabilities to replicate it throughout its operations.

“We review it every year, but it’s not the right time yet,” he said.

Hernández shared that he has had both successful and unsuccessful experiences with this type of scheme.

“You can’t hand everything over to a single player. The important thing is to identify where it adds value and where it’s best to maintain direct relationships with the transport companies,” he commented.

For the participants, the logistics function has gained importance within organizations.

“Years ago, these decisions were made at a different level. Today, when there is no transportation, the issue reaches senior management,” Pablo Ocampo pointed out.

In an environment that participants described as a “perfect storm”, competitiveness will not be achieved through price wars, but through long-term relationships , transparency, information sharing and a joint search for efficiencies between shippers and carriers.

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El cargo The “perfect storm” necessitates strengthening collaboration in the logistics sector apareció primero en T21.

Moving cargo from Asia to Mexico in record time seems like an impossible mission. Even more so when it’s a critical operation whose delay could halt a production line and generate millions in losses.

That is precisely what VGL Logística y Soluciones Integrales achieved . The company coordinated five Boeing 747s to transport merchandise from Korea, through China, to Mexico via several flights and a complex distribution network, with the goal of preventing a client’s production line from shutting down.

“We work against the clock. When merchandise has to arrive within a specific timeframe, we explore every possible alternative to meet that deadline. That’s the level of responsiveness we offer,” explained Astrid Aubert, Mexico Marketing Director of VGL Logística y Soluciones Integrales.

The story encapsulates the type of operations the company has specialized in: those where time is a critical factor and where a mistake can cost millions of dollars.

VGL Logística y Soluciones Integrales is Vector Global Logistics’ operation in Mexico . The company is part of an international network specializing in freight forwarding services and comprehensive logistics solutions, with a presence in various strategic markets around the world.

Although VGL operates maritime, land, and air services , its main strength lies in expedited operations, especially for the automotive industry. But beyond simply moving goods, the company seeks to play a different role.

“We don’t see ourselves as a supplier. We are an extension of our clients’ business. When they have a problem, we are involved in the problem,” Aubert said.

This philosophy involves understanding in depth the operation, culture and specific needs of each company, as well as assigning dedicated teams that work practically as part of the client’s structure.

“You can’t give the same equipment to an automotive company as you would to a food company. Each industry has different needs, and to be an extension of our clients, we must understand them from the ground up,” he added.

Prevention over reaction

In an environment marked by geopolitical conflicts, regulatory changes, tariffs and route closures, the ability to anticipate has become one of the main assets for logistics companies.

Therefore, VGL asserted that one of its main differences is its preventative approach .

“We always have scenarios A, B, C, and D. We’re not reactive, we’re proactive. Before a problem occurs, we’re already thinking about what to do if an airport closes, if documentation is missing, or if the cargo doesn’t arrive complete,” he commented.

The company also prioritizes transparent communication with customers.

“If something goes wrong, we’re the first to say so. We never hide information and we always take responsibility. That builds trust with our clients,” he stated.

For Aubert, the role of the freight forwarder has changed radically.

Previously, he explained, many companies simply managed reservations and coordinated shipments. Today, supply chains require a partner capable of understanding the global context and anticipating risks .

“Tariffs are constantly changing, there are international conflicts, route closures, and new regulations. Our job is to keep customers informed and help them make decisions. It’s no longer just about making bookings ,” he explained.

Regarding technology, although digitization and monitoring tools are part of daily operations, he considered that the human factor remains indispensable.

“Technology helps us, but we also need to know who’s on the other side of the world. We need to be able to call and ask for a photo of the shipment or personally verify what’s happening. Connections and experience remain essential,” he explained.

Currently, VGL primarily serves the automotive, steel, food, industrial materials, and aerospace industries . It is also part of a global network with a presence in the United States, Chile, Peru, Ukraine, and Asia.

The company is also certified as a B Corp, a distinction that recognizes organizations committed to social, environmental and governance criteria.

For Aubert, that philosophy begins from within.

“We want people to have a good quality of life. We are a very humane, multicultural, and diverse company. We have women, mothers, people from different countries, and we strive to ensure that work doesn’t take precedence over personal life,” she affirmed.

With its sights set on expanding its presence into new industries, VGL is committed to continued growth based on one premise: when operations are critical, logistics ceases to be a service and becomes an extension of the business.

“If a client has a problem, we have it too. That’s how we work,” he emphasized.

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El cargo VGL Logistics and Solutions: the key to handling critical cargo apareció primero en T21.

The review of the United States-Mexico-Canada Agreement (USMCA) represents an opportunity to consolidate the competitiveness of the country’s industrial infrastructure, stated the Mexican Association of Private Industrial Parks (AMPIP) , highlighting that Mexico faces a new stage marked by more selective trade, more strategic investments, and a growing demand for ready-to-operate infrastructure.

The association echoed the reflections shared by Ildefonso Guajardo, former Secretary of Economy and Mexico’s chief negotiator for the USMCA, during a conference with AMPIP members. He noted that the world has moved beyond an era in which production chains were designed solely based on costs . Now, he explained, investment decisions incorporate elements such as resilience, national security, and the ability to operate in reliable regions.

“The pandemic taught us a lesson: we are not only going to look for models of maximum efficiency in operating costs, but also resilience in value chains,” Guajardo stated.

The former official emphasized that regional integration will continue to be a determining factor for the country’s competitiveness. “The future lies in strengthening integration ,” he stated.

For AMPIP, this view aligns with the recent evolution of the industrial real estate market. In a presentation published in its digital Think Tank library, the association points out that demand for industrial space remains strong, but now requires conditions such as availability of energy, water, security, connectivity, and operational certainty.

Currently, AMPIP members comprise a network of more than 477 industrial parks operating in 28 states of the country, with more than 85 million square meters of industrial surface, more than four thousand companies installed and around 3.7 million jobs linked to their operations.

The association has also identified 103 industrial parks under construction , reflecting Mexico’s continued expansion of its capacity to receive new investments, production expansions, and higher value-added logistics operations.

The productive relationship between Mexico and the United States is also reflected in the composition of the tenants of these complexes, since 44% of the companies installed in industrial parks affiliated with AMPIP are of US origin , an indicator of the depth of integration between both countries.

Guajardo warned that Mexico must avoid short-term decisions that affect its competitiveness, noting that industrial projects are built with a long-term vision.

“This is a medium- and long-term game,” he noted.

In anticipation of the upcoming review of the USMCA, AMPIP believes it is necessary to strengthen factors such as the availability of reliable energy, water security, connectivity, logistics infrastructure, security, talent, administrative simplification, and regulatory certainty.

The association reiterated that industrial parks represent a key destination for productive investments and constitute a crucial platform for transforming trade integration into employment, exports, regional development, and greater competitiveness for Mexico. In this context, it emphasized that the challenge lies in ensuring the country has the necessary infrastructure to fully capitalize on the new industrial phase in North America.

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El cargo USMCA review demands strengthening of Mexico’s industrial infrastructure: AMPIP apareció primero en T21.

The logistics sector in Mexico has a deficit of between 25% and 30% in infrastructure and labor , so it is necessary to carry out actions that allow its growth to keep pace with the demand of this industry.

José Ignacio Aguado, Director General of Innovation, Services and Domestic Trade at the Ministry of Economy (SE) , stated that by 2030 the logistics market in the country will register accelerated growth.

“We cannot aim for only 7% growth because we will continue with this deficit trend in our country; we have to grow more than double so that by 2030 we are already on par with the sector’s demand,” he stated during the conference “Logistics and Infrastructure Integration of Mexico in the Context of the USMCA, Nearshoring and Regional Development,” held at the College of Civil Engineers of Mexico (CICM) .

He mentioned that Mexico ranks 10th among the main countries exporting goods and 12th in imports, and highlighted the integration of the economy between Mexico and the United States, noting that 81.7% of the country’s exports go to the United States, while Mexico buys 36% from its northern neighbor, “almost double what we buy from China (19.3%), and the United States buys more from China than we buy from them.”

Therefore, he said it is necessary to improve and incorporate new technologies into the current infrastructure in airports , ports, highways and railways, to help reduce logistics costs and position the country as a global logistics platform.

He noted that by 2030 the goal is to consolidate Mexico as a logistics hub , increase Foreign Direct Investment (FDI) in strategic sectors, generate formal jobs with job training, and expand logistics infrastructure in response to industry growth.

He emphasized that the goal is also to promote import substitution of critical inputs, strengthen energy and food security, reduce regional gaps through the Economic Development Hubs for Well-being (Podecobis), and increase regional competitiveness within the framework of the United States-Mexico-Canada Agreement (USMCA) .

Furthermore, he explained that the trend in the logistics sector is towards greater technology and digitization , data analysis and intelligence, automation, as well as the last mile focused on sustainability.

Meanwhile, Reyes Juárez del Ángel, Vice President of Planning and Foresight at CICM, maintained that Mexico is going through an exceptional period to consolidate itself as the main industrial logistics center of North America, driven by nearshoring (relocation of production lines) and by its position as the main trading partner of the United States.

However, he considered that the country is going through “a governance labyrinth” in logistics . “We came from a simpler effort, with less dependence and bureaucracy, and now logistics has become significantly fragmented.”

He specified that the Ministry of Infrastructure, Communications and Transportation (SICT) manages the highway network and rail transport with the support of the private sector, while the Ministry of the Navy (Semar) manages the seaports; airports and border crossings are subject to diverse commands such as the Navy, private entities and the Ministry of National Defense (Defensa) ; the pipelines have been quasi-private infrastructure of Petróleos Mexicanos (Pemex) and the Federal Electricity Commission (CFE) , while customs “operate with a control approach that does not always synchronize with the trade facilitation that is required and that is implicit in the Mexico Plan”.

“This fragmentation is indeed worrying and will surely require a great collaborative effort to provide the country with the necessary resources to coordinate the entire logistics system, synchronize it, and put it into perspective. Just across the border with the United States, three billion dollars pass through daily, which implies significant pressure and the need to have the capacity for the more than 50 international crossings and bridges that Mexico operates,” he concluded.

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El cargo Mexican logistics sector faces infrastructure and labor deficits: Ministry of Economy apareció primero en T21.

The reform to the Customs Law, which came into effect in 2026, has become one of the main challenges for logistics in Mexico, since it has not provided advantages for foreign trade, but rather obstacles to its operation, considered the Mexican Association of Intermodal Transport (AMTI) .

“The reform of the Customs Law, far from creating advantages, has created more obstacles to operations, as it places greater responsibilities on customs brokers and more penalties on transporters and customs brokers, which is beginning to cause some friction in foreign trade. The nature of customs is to facilitate foreign trade, and this reform is generating a series of complaints,” explained Luis Hernández, president of AMTI.

During the webinar “Supply Chain Readiness in North America” , Hernández pointed out that this scenario is currently occurring, despite having a greater investment in logistics in the country.

According to the Ministry of Economy (SE) , the transport, postal and storage sector attracted 913 million dollars (USD) of Foreign Direct Investment (FDI) in the first quarter of 2026, a growth of 123.3% compared to the same period in 2025, when it was 409 million USD.

Luis Hernández indicated that there are currently bottlenecks in customs operations, such as duplicate inspections , staff availability, binational coordination, and crossing times.

“In order to resolve the capacity issue and be more in line with the growth we are logistically promoting and what the United States, Canada, and Mexico are seeking to supply that market, the country still has to resolve many problems related to customs to be at the same level,” he commented.

Therefore, he asserted that the challenge is to cross borders, move goods, and expedite the flow of logistics. “We have to resolve the customs issue as a logistics industry and work hand in hand with associations. Connectivity is not the problem.”

Reconfiguration in the automotive industry

For his part, Daniel Hernández, president of the National Network of Automotive Industry Clusters of Mexico (Redcam) , stressed that the automotive sector has registered changes, including the speed at which it moves, driven by the role of China and artificial intelligence (AI), as well as by the adjustments in the Treaty between Mexico, the United States and Canada (USMCA) .

“The automotive industry is experiencing its most profound transformation in a century, driven by technology and now by the reconfiguration of value chains and a major new player: China. The global map has changed; today, the center of gravity of the industry, which was primarily in Detroit or Tokyo, is now in China,” he said.

He recalled that last year 96.4 million vehicles were manufactured , of which 36% were produced in that country, while 10 years ago it manufactured 24 million units and sold 700,000 to the world; in 2025 it manufactured 34 million and placed more than seven million cars worldwide.

Daniel Hernandez described China’s development in the automotive industry as “impressive,” even stating that its current production is more than double that of North America.

“All the mobility and growth of the automotive industry is driven by China. Last year, we had negative growth of just under 1% in our assembly industry, while they are growing by over three million units produced each year. Their production capacity is greater than any other country, and they are also absorbing a large number of electric vehicles. I think that’s where some of the frustration in the automotive industry comes from, because the progress of electrification hasn’t been as we expected,” he noted.

He stated that this change is related to the development of their supply chains , mainly in the critical supply for electric vehicles, batteries and basic raw materials.

Furthermore, he indicated that China is already one of the world’s largest vehicle exporters, with Brazil, Russia, and Mexico being its main markets. In Mexico alone, there are 30 Chinese brands, and 11 of them have a distribution and maintenance network.

In that regard, he asserted that the supply chain must make strategic investments , while suppliers need to appeal to a closer proximity with their customers’ engineering cycles, use of AI, process automation, among other actions.

Comment and follow us on LinkedIn:  @Evangelina del Toro  /  @GrupoT21

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Logistics is the backbone of retail . From deciding whether a delivery will be made directly to the store or through distribution centers, to anticipating changes in demand due to weather phenomena or mass events, retail chains and their suppliers depend on information to make decisions.

However, many of the tools currently used by the industry are still based on historical data. In response, Jorge J. Quiroga, CEO of TodoRetail , pointed out that agentic artificial intelligence (AI) represents an evolution toward models capable of analyzing information in real time and generating more dynamic scenarios for operations.

In an interview with T21 , he explained how this type of intelligence seeks to complement traditional retail and logistics planning .

“The backbone of the retail business is distribution logistics. Historically, everything has been done based on past data and forecasts built from the last few weeks of sales, but today there are tools capable of incorporating much broader variables,” he explained.

According to the expert, traditional business planning systems rely on information generated at the point of sale to project future demand. However, external factors such as weather phenomena, major events, urban mobility, or demographic changes can significantly alter these patterns.

“Data is gold, but it’s not enough to just analyze what happened. The key is to understand what’s happening in real time and build future scenarios,” he asserted.

For his part, Alejandro Canales, founder of QualtomTronix, explained that agentic AI works through autonomous agents that continuously collect, verify, and cross-reference information from multiple sources.

“An agent is like an investigator who works 24 hours a day. Artificial intelligence is only as good as the quality of the data it is fed,” he noted.

Logistics as a beneficiary of new analysis models

Combining commercial data with climate, demographic, and geospatial information opens up new possibilities for logistics.

Canales explained that the analysis can incorporate variables such as temperature, rainfall, population density, or nighttime activity to identify potential changes in consumption and anticipate supply needs.

Quiroga mentioned that, in the face of extraordinary events such as the 2026 FIFA World Cup, these types of tools would allow estimating increases in demand by region and help suppliers and commercial chains to adjust inventories, routes and logistical capacities.

“Before a truck goes out on its route, you could modify the load configuration depending on the demand being generated in a certain area,” he commented.

He even pointed out that during weather events, the first distribution networks to arrive with aid are usually those of the wholesale channel, so having up-to-date information can facilitate the planning of products such as water, medicines, batteries or basic necessities.

Beyond technology, Quiroga considered that the industry faces three main challenges.

The first is to clearly define their long-term strategy , in an environment where chains must decide between continuing to expand physical stores or strengthening omnichannel models.

The second involves improving the relationship between suppliers and purchasing departments .

“There is ongoing frustration between both sides. They should work in a much more integrated way to better serve the end consumer,” he noted.

The third challenge is professionalization . Despite the sector’s economic importance, Quiroga believes there is still a lack of specialized retail training in Mexico, which limits the development of skills in areas such as procurement, market analysis, and category management.

Despite the economic challenges and the slowdown in consumption, the TodoRetail executive indicated that the country maintains enormous potential for trade growth.

“We have to believe in Mexico. The market is constantly changing, and companies have to learn to move with it. You can no longer remain static,” he stated.

In that context, the specialist assured that agentic artificial intelligence, such as the RetailTronix retail map , will not replace human decision-making, but could become a tool to improve market visibility and make commercial and logistical planning for retail more efficient .

Comment and follow us on LinkedIn: @Jennifer Galindo  /  @GrupoT21

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The reform to the Customs Law, which came into effect in 2026, has become one of the main challenges for logistics in Mexico, since it has not provided advantages for foreign trade, but rather obstacles to its operation, considered the Mexican Association of Intermodal Transport (AMTI) .

“The reform of the Customs Law, far from creating advantages, has created more obstacles to operations, as it places greater responsibilities on customs brokers and more penalties on transporters and customs brokers, which is beginning to cause some friction in foreign trade. The nature of customs is to facilitate foreign trade, and this reform is generating a series of complaints,” explained Luis Hernández, president of AMTI.

During the webinar “Supply Chain Readiness in North America” , Hernández pointed out that this scenario is currently occurring, despite having a greater investment in logistics in the country.

According to the Ministry of Economy (SE) , the transport, postal and storage sector attracted 913 million dollars (USD) of Foreign Direct Investment (FDI) in the first quarter of 2026, a growth of 123.3% compared to the same period in 2025, when it was 409 million USD.

Luis Hernández indicated that there are currently bottlenecks in customs operations, such as duplicate inspections , staff availability, binational coordination, and crossing times.

“In order to resolve the capacity issue and be more in line with the growth we are logistically promoting and what the United States, Canada, and Mexico are seeking to supply that market, the country still has to resolve many problems related to customs to be at the same level,” he commented.

Therefore, he asserted that the challenge is to cross borders, move goods, and expedite the flow of logistics. “We have to resolve the customs issue as a logistics industry and work hand in hand with associations. Connectivity is not the problem.”

Reconfiguration in the automotive industry

For his part, Daniel Hernández, president of the National Network of Automotive Industry Clusters of Mexico (Redcam) , stressed that the automotive sector has registered changes, including the speed at which it moves, driven by the role of China and artificial intelligence (AI), as well as by the adjustments in the Treaty between Mexico, the United States and Canada (USMCA) .

“The automotive industry is experiencing its most profound transformation in a century, driven by technology and now by the reconfiguration of value chains and a major new player: China. The global map has changed; today, the center of gravity of the industry, which was primarily in Detroit or Tokyo, is now in China,” he said.

He recalled that last year 96.4 million vehicles were manufactured , of which 36% were produced in that country, while 10 years ago it manufactured 24 million units and sold 700,000 to the world; in 2025 it manufactured 34 million and placed more than seven million cars worldwide.

Daniel Hernandez described China’s development in the automotive industry as “impressive,” even stating that its current production is more than double that of North America.

“All the mobility and growth of the automotive industry is driven by China. Last year, we had negative growth of just under 1% in our assembly industry, while they are growing by over three million units produced each year. Their production capacity is greater than any other country, and they are also absorbing a large number of electric vehicles. I think that’s where some of the frustration in the automotive industry comes from, because the progress of electrification hasn’t been as we expected,” he noted.

He stated that this change is related to the development of their supply chains , mainly in the critical supply for electric vehicles, batteries and basic raw materials.

Furthermore, he indicated that China is already one of the world’s largest vehicle exporters, with Brazil, Russia, and Mexico being its main markets. In Mexico alone, there are 30 Chinese brands, and 11 of them have a distribution and maintenance network.

In that regard, he asserted that the supply chain must make strategic investments , while suppliers need to appeal to a closer proximity with their customers’ engineering cycles, use of AI, process automation, among other actions.

Comment and follow us on LinkedIn:  @Evangelina del Toro  /  @GrupoT21

El cargo New Customs Law Impacts Mexican Foreign Trade: AMTI apareció primero en T21.