The entry into force of the new provisions of the Customs Law in 2026 did not create new risks for Mexican importers, but it did make the consequences of lacking robust documentation processes much more visible. In an environment where the authorities demand greater traceability and verification capabilities, digitization ceased to be a competitive advantage and became an operational requirement.

This was stated by Iván Hernández, general director of QIMA LATAM , who explained that the main change lies in the strengthening of the authority’s verification powers and in the increase of sanctions for inconsistencies in foreign trade operations.

“It’s not that the reform has invented new obligations, but rather that today the fines, sanctions and co-responsibility between importers and customs agents make the risk much more evident,” he commented in an interview.

One of the most important changes is the elimination of the customs agent’s exclusive responsibility , which increases scrutiny of importers, who must now more easily demonstrate the legality and traceability of each of their operations.

Hernández explained that, for years, many companies implemented processes to get to know their suppliers as a good business practice, mainly to avoid fraud or working with non-existent companies.

However, with the entry into force of the electronic declaration of value (MVE) and the obligation to integrate electronic files , these practices are now part of the legal defense strategy of companies.

“Before, compliance was enough; now, proof is required. If the authorities request proof of a supplier in China, India, or Vietnam, the importer must have documentary evidence to support the entire transaction,” he stated.

This involves proving aspects such as the physical existence of the supplier, its address, legal representative, production capacity and the materiality of the operations that gave rise to the import.

Digitization is no longer optional

The executive stated that the digitization of the supply chain has gone from being a tool to improve efficiency to becoming an indispensable element for complying with regulations.

In this context, he stressed that companies need to have digital files that integrate contracts, purchase orders, audits, inspections, and documentary evidence available in real time.

“Commerce as we knew it, based on physical files and paper, is over. Digitalization is here to stay, and the authorities are not going to back down,” he said.

Although the new regulatory framework promotes digitization for legal reasons, Hernández highlighted that companies also obtain significant operational benefits.

Among them, he mentioned greater visibility over production, better control of suppliers, reduction of fraud, real-time tracking of purchase orders, and greater certainty that the merchandise shipped corresponds to that declared to the authority.

He also highlighted that preventive audits allow for the detection of inconsistencies before the merchandise leaves the country of origin , avoiding delays, additional costs, and inspections at Mexican ports.

“We often find suppliers who have changed their address, modified their information, or even companies that simply don’t exist. Detecting this before shipping prevents much bigger problems,” he explained.

Another effect observed after the reform is an increase in physical inspections carried out by customs agents, who now seek to reduce their exposure to penalties arising from shared responsibility.

In response, the company has strengthened its prior inspections at origin, inspections carried out before shipment to verify quantities, labeling, compliance with non-tariff regulations and container conditions.

According to Hernández, these reviews allow customs agents to have advance information to prepare the shipment and reduce stay times in port.

“Today, a labeling error or a discrepancy in the merchandise can cause significant delays . Verifying the cargo at the point of origin allows us to correct deviations before the container arrives in Mexico,” he stated.

Despite the regulatory changes, Hernández believes there is still a widespread lack of awareness among small and medium-sized enterprises about the new obligations .

While large corporations have been working under compliance and audit schemes for years, many importers still do not grasp the importance of having complete digital records.

“The recommendation is very clear: know your supplier, don’t take anything for granted, and document everything. Trust is no longer enough; now you have to be able to verify every transaction,” he emphasized.

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

El cargo Customs Law Reform Accelerates Digitization of Supply Chains: QIMA apareció primero en T21.

CANCUN, Q. ROO.- Deficient infrastructure, high logistics costs, regulatory delays and security problems continue to be the main obstacles to the competitiveness of freight transport and logistics in Mexico.

Faced with this reality, while the adversities are identified, within the framework of the National Freight Transport Forum , organized by the  National Association of Private Transport (ANTP) , Alex Theissen, president of the Board of Directors of the organization, asserted that within the work carried out in the different panels of the 26th edition of this event, the constant was to talk about progress, improvement, even in how to face the free trade agreements, “in general we all agree that those of us involved in this industry have to learn, as the theme of this forum says, to be more resilient . “

Theissen Long recalled that when he started in the logistics industry, Mexico was not a major player in the production of heavy vehicles, a situation that has evolved and today the country is the main exporter of tractor-trailer trucks, among other milestones .

In addition, transport companies have been growing steadily and today there are entrepreneurs focused on professionalism, services, technology and commitment to the market .

Therefore, Alex Theissen emphasized that the problems must continue to be addressed in a coordinated manner. “Let’s tackle the problems head-on, together, with optimism and, of course, with creativity.”

During the panel “Industry Perspectives and Resilience in Logistics and Freight Transportation ,” Augusto Ramos, president of the National Chamber of Freight Transportation (Canacar) , emphasized the deterioration of the highway network, which not only increases the risk of accidents but also directly affects transportation productivity. “We face constant maneuvers to avoid potholes, reduced speeds, and longer travel times, all of which impact operating costs and the working conditions of drivers ,” he commented.

Customs and technology at a slow pace

Customs facilitation is one of the priority areas identified. Mexico exports hundreds of millions of tons of products each year and depends heavily on the efficiency of its border crossings and foreign trade processes. However, there are still ample opportunities to incorporate technology, simplify procedures, and expedite customs operations.

Reflecting the existing challenges, Mexico’s unfavorable positions in various international competitiveness indicators were mentioned, particularly in infrastructure, international trade, and economic performance .

Augusto Ramos pointed out that modernizing customs and reducing processing times is an essential requirement to fully take advantage of the opportunities arising from trade integration with the United States and Canada.

Factors such as the above cause logistics costs in Mexico to reach up to 20% , while in developed markets they are between 8% and 10% of the value of the goods.

This percentage is compounded by multiple factors: insufficient infrastructure, congestion, complex regulatory processes, insecurity, and downtime during journeys.

Addressing the above becomes even more relevant when Mexico participates in a trade region that accounts for 30% of global trade. “The region represents 1.6 trillion dollars and serves 515 million consumers, and every minute three million dollars are spent in this negotiation between the three countries,” highlighted Alejandro Malagón, president of the Confederation of Industrial Chambers (Concamin) .

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

El cargo “Logistics continues to develop, even with multifactorial challenges”: Theissen apareció primero en T21.

Penske Logistics Mexico recognized the carriers that stood out for their performance during 2025, as part of the annual Carrier Excellence Awards , an initiative that seeks to strengthen collaboration with its strategic partners and promote excellence in the supply chain.

During the ceremony, held in Monterrey, Nuevo León, the company brought together transport partners, clients and collaborators to recognize those companies that stood out for the quality of their service and their contribution to the logistics operation.

The selection of winners was based on an evaluation process that combined Penske Logistics’ performance scorecard with feedback from customers, as well as from operations and purchasing areas, with the goal of recognizing suppliers who maintained high standards of service, reliability, and efficiency .

During the event, Tracy Urbanski, senior vice president of Supply Chain Management at Penske Logistics, highlighted the strategic role that carriers play in the company’s success.

“We congratulate all our transportation partners, who have demonstrated a commitment to excellence. Our suppliers are key to the success of our business, developing innovative products and accelerating supply chain performance for our customers,” he said.

With this initiative, Penske Logistics reaffirms its commitment to fostering long-term relationships with its business partners, recognizing best practices that contribute to strengthening the competitiveness and performance of supply chains in Mexico.

The winners of the Carrier Awards for 2025 are:

Category A (more than 10,000 transactions per year)

• Mon-Ro Transport.
• DX Xpress.
• Flexcoah.
• Specialized Logistics Transport.

Category B (between 5,000-10,000 transactions)

• Vita Industrial Transport.
• Fema Freight Transport.
• Villarreal Berlanga Transport.

Category C (between 1,000–5,000 transactions)

• Gaspar Vargas Díaz.
• Rafael García Elizondo.
• Autotransportes Toca.
• Marva Transport.
• Rame Autotransportes.

Category D (1,000 or fewer transactions)

• Ricardo Torres Martínez.
• Teodulo Leyva Luna.

Category: Carriers United States/Canada

• DX Xpress, Inc.
• Trans 99 Logistics.

Shuttles (or local circuits):

• Lar-Mex Transport.

Expedited movements:

• Express Cherokee.
• FJ Solutions of Monterrey.

Special Recognition Outstanding Carrier Award

• Vita Industrial Transport.
• Trareysa.

Comment and follow us on LinkedIn: @GrupoT21

El cargo Penske Logistics awards top-performing carriers in Mexico apareció primero en T21.

For years, automation was associated with conveyor belts, warehouse management systems (WMS ), and robots for moving goods . Today, the concept has evolved toward facilities where artificial intelligence (AI) , sensors, and automated systems work together to make decisions with minimal human intervention. These facilities are also known as dark warehouses .

But for Karolina Pulido, CEO of GIEicom , not every automated distribution center can be considered a dark warehouse . “The essence lies in the convergence between artificial intelligence and the Internet of Things (IoT) so that the automation systems can manage themselves,” she explains in an interview.

The specialist points out that the real change lies not in operating in the dark, but in creating ecosystems where machines and systems “talk” to each other and are able to learn and act in real time .

Pulido calls this evolution a kind of “neurologistics .” Just as neurons exchange information to generate responses, the supply chains of the future will be made up of intelligent nodes capable of perceiving, analyzing, and acting in a distributed manner.

If in the 2000s the priority was to produce at the lowest cost and in the 2020s it became to deliver in the shortest possible time, by 2030 the dominant variable will be uncertainty.

“It is impossible for a human being, however brilliant, to make the right decisions in the face of so many disruptions. Technology becomes necessary to respond in real time,” he says.

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

El cargo From noise to silence: dark warehouses are revolutionizing logistics apareció primero en T21.

CANCUN, Q. ROO.– Supply chains face increasing pressures stemming from a combination of factors, including geopolitical conflicts, extreme weather events, technological transformations, and changes in global supply dynamics.

When discussing “Resilient supply chain: logistics in international trade and strategies in the face of global disruptions” , specialists agreed that resilience has ceased to be an option and has become an indispensable condition for the permanence and competitiveness of companies.

Within the framework of the National Freight Transport Forum , organized by the National Association of Private Transport (ANTP) , Guadalupe Isla, head of the Human Resources Department of Fábrica de Jabón La Corona , emphasized that logistics has had to move from rigid efficiency to competitive flexibility that is part of its strategy with tangible results.

In this context, human capital remains the decisive element in any crisis. Although artificial intelligence (AI) and analytics systems generate vast amounts of information, strategic decisions still depend on people.

Business continuity

When analyzing supply chain risks, one of the main challenges for companies is business interruption, not only due to direct impacts , but also due to problems that strategic suppliers may suffer and that end up impacting the entire value chain.

Climate change is another factor that has led to an increase in the frequency and severity of natural phenomena, a situation that must be associated with risk, “raising insurance costs and causing disruptions to distribution centers, roads and logistics networks ,” said Astrid Karam, vice president of Marsh .

Steffania Sánchez, professor of Foreign Trade Law at the Faculty of Law of the National Autonomous University of Mexico (UNAM) , echoed this sentiment, highlighting that droughts, ocean acidification, and resource scarcity affect logistics. A recent example was the reduction in operations at the Panama Canal due to water shortages, a situation that caused significant delays for international trade .

Another element analyzed within risk management was the global economic fragmentation and the growth of risks associated with multimodal transport, which constantly faces responsibilities in the face of theft, damage or incidents occurring in different segments of the journey.

Therefore, Karam considered that comprehensive risk maps should be created that involve areas such as logistics, finance, operations, purchasing, sales and insurance , in order to strengthen business continuity.

Overcoming threats

When reviewing the geopolitical issues that can affect supply chains, the first factor is the trade rivalry between the United States and China , which has created a new scenario in which governments and companies must rethink their supply, manufacturing and export networks.

A second point that was identified was the effect of international conflicts and their impact on strategic routes, such as the tensions in the Strait of Hormuz or the problems recorded in the Suez Canal , which have demonstrated how a localized event can affect world trade, raise logistics costs and disrupt entire supply chains, emphasized Steffania Sánchez.

Like Astrid Karam, Sánchez emphasized the role of climate change, including droughts, ocean acidification, and resource scarcity.

From an operational standpoint, supply chains prioritized minimal inventory, few suppliers, and high levels of cost optimization. “However, recent global events have highlighted the limitations of that model ,” explained Luis Hernández, president of the Mexican Intermodal Transportation Association (AMTI) .

Given this reality, resilience now requires diversifying suppliers, expanding capabilities, generating strategic inventories, strengthening nearshoring schemes , improving end-to-end visibility, and having logistical alternatives that allow responding to unexpected disruptions.

“Business continuity is more important than absolute efficiency,” the president of AMTI stated.

Global best practices

Francisco Kim Olguín, vice president of the ANTP, described that, as a strategy to learn about the best global practices in logistics, they have been attending the OECD International Transport Forum , held in Leipzig, Germany, for years, and that this year resilience was one of the central topics of discussion among governments, specialists and business leaders.

“The main lesson was that resilience should no longer be seen as an additional expense, but as a strategic investment. According to estimates shared at the forum, the cost of preventing risks through resilience measures is significantly lower than the cost of repairing damage once a disruption occurs,” shared Kim Olguín.

In agreement with the other panelists, they sent a message to the Forum participants to warn about the trends of deglobalization, which are generated by trade tensions between major powers and the possible regulatory changes derived from the review of trade agreements, factors that force Mexican companies to strengthen their planning and review aspects such as rules of origin and regional content in their exports .

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

El cargo Building resilient supply chains in a turbulent environment apareció primero en T21.

Artificial intelligence (AI) is moving beyond being a promise and becoming an indispensable tool in logistics . In an environment where speed, accuracy, and operational visibility make all the difference, freight forwarders face the challenge of accelerating their digital transformation or risking their competitiveness.

During the webinar “The shift of technology and AI in the operation of the freight agent in Mexico” , organized by the Mexican Association of Freight Agents (Amacarga) , specialists agreed that artificial intelligence and digitalization no longer represent a competitive advantage, but a requirement to maintain competitiveness in an expanding logistics market.

Adriel Mateos, founder and CEO of AMR Consulting , highlighted that the global freight market maintains favorable prospects, with estimated growth of approximately 4.8% between 2025 and 2030 , driven by the strengthening of international trade and Mexico’s strategic position. However, he cautioned that this scenario also demands a faster pace of technological transformation for companies.

One of the key findings presented was that the adoption of artificial intelligence and advanced automation in the Mexican logistics sector hovers around 45%, a percentage that still lags behind regions such as the United States, Europe, and Asia-Pacific . For the panelists, this gap represents both an opportunity and an urgent call to accelerate the digitalization of freight forwarders.

From digitizing documents to automating decisions

During the session, César Hernández, VP Operations Success at Tsol , explained that for years the industry has focused its efforts on digitizing processes through ERP, TMS and WMS systems ; however, he clarified that AI represents a new level of evolution.

“The real transformation happens when the entire operation is connected and information flows in real time,” he stressed.

He added that AI allows for anticipating delays, automating notifications, analyzing risks, and improving decision-making, provided that organizations feed these tools with reliable and up-to-date information.

He also warned that using technological systems does not mean that a company is fully digitized , since many organizations continue to rely on spreadsheets to generate reports and track their indicators.

From an operational perspective, Griselda Padilla Ruiz, founder and CEO of Trade the World, explained that automation directly impacts the profitability of freight forwarders.

He indicated that digitizing processes reduces data entry errors, speeds up quotes, facilitates document control, and improves the tracking of each shipment, which translates into lower costs for delays, storage, and reprocessing.

Furthermore, he pointed out that having systematized processes allows for a faster response to customers and the provision of strategic information , such as average transit times or historical operations, strengthening the user experience and the commercial capacity of companies.

The executive shared that, according to World Bank data , inefficiencies in administrative processes can increase dispatch times by up to 15%, while various studies show that freight forwarders spend between 30% and 40% of their workday on documentary tasks that could be automated.

Technological investment must be comprehensive

Another key message of the webinar was that investing in technology goes far beyond acquiring software or incorporating artificial intelligence tools.

César Hernández estimated that companies typically allocate between 3% and 7% of their annual revenue to technological development , resources that must include operating systems, process automation, integrations with clients and suppliers, digital infrastructure and cybersecurity.

He specified that AI should be understood as a complementary tool that enhances the experience of the staff , but that it requires a solid technological strategy to generate results.

Participants also discussed the risks associated with the use of artificial intelligence platforms.

Hernández emphasized that, as digitization increases, information becomes one of the most valuable assets for organizations, and therefore recommended strengthening security protocols, access controls, protection infrastructure, and data management policies.

In that regard, he stated that digital transformation must advance hand in hand with cybersecurity strategies that allow for the protection of both internal operations and the information of clients and business partners.

Experts agreed that logistics is at a turning point .

With a growing market and increasingly digitized competition, they pointed out that the challenge for Mexican freight forwarders is not deciding whether to adopt artificial intelligence, but how quickly they will be able to integrate it into their operations to remain competitive.

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

El cargo AI is no longer an option for freight forwarders; the challenge is to accelerate its adoption. apareció primero en T21.

Inflation in the transportation, postal and storage sector in Mexico registered an increase in June 2026, which resulted in a rise in the country’s logistics prices , which increased 0.45% on a monthly basis, while in its annual measurement the curve was more upward, advancing 5.03% in the period.

This rebound is in line with the increase shown by the tertiary activities of the economy in the sixth month of the year with an advance of 0.21% monthly and 4.37% compared to June 2025, according to the National Producer Price Index (INPP), prepared by the National Institute of Statistics and Geography (Inegi) .

According to the INPP, the subsectors that make up the transport, mail and storage sector had a differentiated behavior; however, most showed increases that impacted their operations.

Air cargo companies lowered their costs, showing decreases of 0.27% month-over-month and 2.21% year-over-year. This could be explained by the high demand for air freight to supply products such as snacks and goods related to the World Cup.

In June 2026, the  airport usage fee  decreased by 0.28% compared to the previous May, while the year-on-year rate showed an increase of 0.98%. Among the main reasons for this change was the increased passenger traffic due to the World Cup, held in Mexico, the United States, and Canada.

 The air cargo loading and unloading subsector  showed no monthly variation in its cost, although companies in the sector paid 3.07% more at an annual rate.

Rail freight rates remained  unchanged in June 2026 compared to May. Year-on-year, however, rates increased by 1.18 percent. This subsector remained virtually stable due to the sustained growth of industries such as automotive and manufacturing, which maintained demand for rail transport without generating extraordinary pressure on rates.

Maritime freight transport  grew 0.02% month-on-month and increased 1.24% year-on-year, reflecting relatively contained inflation. However, geopolitical risks, such as the conflict in the Middle East, persist and have prevented a reduction or normalization of international logistics costs for this type of transport. Meanwhile, port usage fees  rose 0.21% month-on-month and 4.90% year-on-year.

General freight trucking prices accelerated to 0.22% monthly in June 2026 and 3.71% year-on-year. This mode of transport has been pressured by volatility in diesel, maintenance, and vehicle renewal costs. Added to this is the increase in toll costs for trucks and buses  , which registered a 7.59% annual rise, although it remained unchanged month-on-month.

Customs agencies  and other freight forwarding services increased their service prices by 0.03% monthly; however, they showed a decrease of 0.06% year-on-year.

Parcel and courier services saw a 0.06% increase in June 2026 compared to May, while the annual rate rose by 4.69%. Meanwhile, cargo storage costs increased by 0.04% month-on-month and had an annual increase of 1.78%.

Mexican logistics continues to navigate rising tariffs and the pressure of inflation on the sector, compounded by international factors such as the conflict in the Middle East, which has increased fuel costs.

Comment and follow us on LinkedIn:  @GrupoT21

El cargo Prices for logistics activities in Mexico accelerate in June apareció primero en T21.

STG Logistics announced that it has successfully completed its financial restructuring and has therefore emerged from Chapter 11 after the approval of the company’s Reorganization Plan on May 18.

A group of financial institutions led by funds managed by Fortress Investment Group , Fidelity Management & Research Company and Invesco Senior Secured Management , will now be the main owners of the company.

These partners contribute significant financial resources , experience in the transportation and logistics industry, and commitment to the future strategy as the leading integrated provider of multimodal transportation and logistics in North America.

“The completion of this process marks a pivotal moment for STG, positioning us to invest in our people, our service, our technology, and our capabilities,” said Geoff Anderman, the company’s Chief Executive Officer.

It’s worth recalling that on January 12, the firm announced it had filed for Chapter 11 bankruptcy protection in the United States. At the time, it stated that through the Restructuring Support Agreement (RSA), it would seek to reduce 91% of its debt and inject up to $150 million of new capital, with the aim of supporting future growth and increasing its liquidity.

After a little over five months in this process, STG Logistics, Inc. and some of its affiliates reached an agreement, whereby the firm reduced its financed debt obligations by nearly one billion dollars and secured new capital, providing the necessary financial flexibility to support its business operations in the future.

“With a significantly strengthened financial foundation and the backing of our new ownership group, we are well positioned to continue leading the industry as the only true provider of single-stop, port-to-door container shipping in North America, and we look forward to a bright future,” Anderman said.

He stated that with a significantly deleveraged balance sheet and the financial flexibility to invest in the business, the company will be well-positioned to capitalize on opportunities as the freight transport market recovers.

Comment and follow us on LinkedIn: @GrupoT21

El cargo STG Logistics emerges from Chapter 11; achieves capitalization through new owners apareció primero en T21.

CANCÚN, Q. ROO – Logistics and transportation are facing unprecedented pressure from factors beyond companies’ control, ranging from geopolitical volatility and tariffs to rising fuel costs and increasingly aggressive international competition. In this context, artificial intelligence (AI) has moved beyond being a technological promise to become a tool capable of increasing productivity, reducing costs, and strengthening the competitiveness of supply chains, stated Nabil Malouli, a specialist in global logistics and technological trends, during his participation in the 2026 National Freight Transportation Forum , organized by the National Association of Private Transportation (ANTP) .

The specialist, who worked for nearly two decades at DHL and currently promotes technology adoption for businesses from the independent consulting stage, argued that the main challenge for the industry is not anticipating whether innovations will arrive, but preparing to incorporate them before they become commonplace. “ Any disruptive innovation or transformation goes through three phases : the ideas seem ridiculous; then we try to block them because we think they are dangerous; and finally, they become obvious,” he stated.

As an example, he cited the rapid expansion of autonomous vehicles in U.S. cities, a technology that, he said, still seems distant for Mexico, but whose arrival he considers inevitable. “It’s going to arrive, there’s no doubt about it,” he asserted, noting that the country is already conducting pilot tests and that the technological development will eventually spread to major markets.

Malouli warned that the global environment has become increasingly complex for logistics planning. International conflicts, changes in U.S. trade policy, uncertainty surrounding the United States-Mexico-Canada Agreement (USMCA), and geopolitical tensions create an environment that makes long-term decision-making difficult for companies.

In that context, he explained that while factors such as tariffs or the international price of fuel remain beyond the control of companies, there is room to act on operational efficiency. “None of us can control the price of fuel (…) but what we can control are our costs and the efficiency of our industry,” he emphasized.

The speaker emphasized that Mexico maintains favorable fundamentals for further consolidating its position as a manufacturing and logistics hub thanks to its geographic location, its network of trade agreements, and the sustained growth of international trade. This is further bolstered by an increase in cargo volumes and foreign investment from companies already established in the country.

However, he also drew attention to the advance of Chinese competition, particularly in industries such as automotive and e-commerce. He noted that manufacturers from that country are accelerating their international expansion through investments in strategic markets such as Mexico, Brazil, Chile , and various regions of Europe and Africa, while e-commerce platforms have transformed the competitive dynamics of numerous sectors in just a few years.

The growth of e-commerce represents another major driver of transformation for logistics. Malouli explained that this channel requires redesigning supply chains , modifying inventory locations, rethinking last-mile delivery strategies, and raising service levels to meet increasingly demanding consumers.

“ E-commerce is transforming the supply chain of brands,” he stated, anticipating that the penetration of this model will continue to grow in Mexico over the next few years.

Based on this new environment, he argued that transportation is undergoing a technological transition from traditional vehicles to connected, intelligent, and eventually fully autonomous units. Telemetry, connectivity, management systems, and data analysis are all part of a process that has already begun and will shape the evolution of the sector.

But the central theme of his presentation revolved around artificial intelligence as a lever for improving the profitability of transportation and logistics companies. Unlike other technological investments that were previously only accessible to large corporations, he stated that today any organization can begin developing specific solutions with much more affordable investments.

“AI can be applied in all areas of business,” he explained, listing use cases in operations, customer service, sales, human resources, data analysis, billing, and administrative processes.

To illustrate this, he presented an example of an artificial intelligence agent capable of automatically handling calls from operators reporting roadside incidents, validating information, generating recommendations, and escalating cases when necessary. He explained that this type of tool reduces response times and frees up staff for higher value-added activities.

“If you create efficiencies, you can put those people to work helping the business grow,” he said, rejecting the idea that AI should be understood solely as a job replacement mechanism .

Malouli also insisted that the failure of numerous artificial intelligence projects is not due to limitations of the technology, but rather to a poor definition of the problems they seek to solve. Before selecting a tool, he said, companies should ask themselves why they want to implement it and what strategic objective they are pursuing: defending their business, expanding it, or targeting new markets.

“We often start with technology. But we really need to ask why ,” he pointed out.

He also recommended abandoning the idea that a company needs completely clean databases to start AI projects. In his view, it is enough to organize the information related to the specific use case that is intended to be solved.

“ That’s the biggest lie there is,” he said, referring to the belief that all corporate data must be sorted before starting any project.

Another aspect he highlighted was the advancement of artificial intelligence applied to the physical world through smart cameras, computer vision, and systems capable of automatically identifying vehicles, detecting risky behavior, or activating security protocols. He also noted that the Internet of Things (IoT) will continue to drive fleet connectivity , while the transition to electric vehicles will progress as infrastructure and business models improve.

Finally, he called on the attendees to stop viewing artificial intelligence solely from a theoretical perspective and to start experimenting with it in the daily activities of their organizations.

“Understanding is not enough,” he stated. “Try it ,” he insisted, recommending that every professional use AI tools to analyze reports, summarize information, or automate repetitive tasks.

In his closing remarks, he argued that artificial intelligence will hardly replace workers completely, but it will profoundly change the way they carry out their activities.

“No job can be 100% replaced, but all jobs can at least be increased or replaced by 50%,” he concluded, considering that raising productivity through these tools represents an opportunity that the logistics and transportation industry cannot afford to miss.

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

El cargo AI is already transforming transportation: Nabil Malouli apareció primero en T21.

Logistics in Mexico is beginning to move beyond the stage marked by reacting to global disruptions and enter a phase where competitiveness increasingly depends on companies’ ability to measure, compare, and improve their performance. This is reflected in the 4th National Study of Logistics Indicators , prepared by #SoyLogístico Association , LDM , EGADE Business School of Tecnológico de Monterrey , and the Ministry of Economy . The study’s results show supply chains with higher service levels, but also new challenges related to planning, talent, sustainability, and operating costs .

The study, compiled using data from over 160 companies for the period 2023-2025, confirms that logistics has evolved from a purely operational area to a strategic element within organizations. The research incorporates 17 key performance indicators (KPIs) that allow companies to benchmark themselves against their peers and assess the maturity level of their operations, classifying them as leaders, intermediate, or lagging.

During the presentation, David Martínez, general director of #SoyLogístico Association, explained that the intention is to make this exercise a national benchmark for decision-making.

“What we want in the future is to conduct a robust study , to have hard data on the basic logistics KPIs so that you can compare yourselves (…) the other objective of the study is to create a culture of sharing information,” he said.

The results show that service level indicators maintain a high performance. Customer delivery fill rate , perfect sales order, and on-time deliveries remain above 90% in most of the sectors analyzed, reflecting increasingly mature operations and greater discipline in logistics execution.

However, behind these good results, a structural challenge persists: planning.

Forecast accuracy remains one of the indicators with the greatest disparity between leading and lagging companies , demonstrating that many organizations still overreact. While leading companies achieve accuracy levels close to 95%, lagging companies barely exceed two-thirds.

José Ambe, CEO of LDM, attributed this difference primarily to the use of technological tools. “What makes the difference between a leading company and a lagging one? A factor we hear about constantly: technology. Artificial intelligence… the better we plan, the better we will invest our capital.”

According to the manager, low forecast accuracy leads to unnecessary inventories or, conversely, shortages that ultimately affect customer service and the use of working capital.

Another key finding is the shift in inventory management. The study identifies higher inventory turnover in industries such as food, manufacturing, and automotive, accompanied by lower warehouse utilization, pointing toward more agile operations and better management of capital invested in inventory.

Ambe pointed out that this trend also has direct implications for productivity. “Something that concerned us in previous studies was seeing warehouses at 90, 95, or 100% utilization. We consider 80 to 85% to be the healthiest number we can find,” he stated.

The study also reveals a transformation in how companies manage their logistics infrastructure. While warehouse outsourcing continues to grow in several sectors, particularly food and healthcare, transportation shows the opposite trend: many companies are choosing to regain control of this activity.

For Ambe, this change is due to factors that go far beyond operational efficiency. “We didn’t expect to see this in the study (…) what’s happening is that companies are taking control of transportation,” he stated, linking this trend to the shortage of drivers, the limited installed capacity of the trucking industry, and safety problems on Mexican highways.

High turnover

The human factor also emerges as a major concern for the industry. Research shows an increase in staff turnover among logistics personnel in most sectors, particularly in food, construction, and logistics services, a phenomenon that increases pressure on productivity and operational continuity.

“We are fighting over resources (…) the personnel who operate the supply chain will continue to be the key factor that drives the logistics of our country,” Ambe said.

Sustainability is another of the most noticeable changes. Although 63% of companies still admit to not measuring their carbon footprint, this percentage represents significant progress compared to the 84% recorded in the previous two years, reflecting that more and more organizations are beginning to incorporate environmental metrics into their logistics operations.

The study itself shows that this practice continues to be concentrated mainly in companies with revenues exceeding 10 billion pesos, while small and medium-sized enterprises maintain a much lower adoption rate.

Ambe warned that this trend will no longer be optional. “It’s no longer a fad. It’s becoming a reality (…) whether our customers, our shareholders, or our government ask us to.”

From a strategic perspective, Eric Porras, director of postgraduate studies at EGADE Business School, highlighted that one of the most relevant findings of the study breaks with a common perception in the industry: raising the level of service does not necessarily imply increasing logistics costs.

“Many companies have a high level of performance and are not necessarily raising their logistics costs proportionally,” he said.

Furthermore, he pointed out that the size of the company does not by itself determine logistics performance , since medium and even small companies achieve competitive levels comparable with larger-scale organizations.

For his part, Ignacio Aguado, Director General of Innovation, Services and Domestic Trade at the Ministry of Economy, contextualized these results within the review of the United States-Mexico-Canada Agreement (USMCA) , highlighting that logistical strength will be crucial to maintaining Mexico’s position within the North American economic bloc.

“Mexico is well established with solid and strong foundations because we are a great economy,” he stated.

Meanwhile, Javier Ordóñez, president of the #SoyLogístico Association, insisted that the study should be understood as a management tool and not just as a statistical document.

“It’s a study to compare ourselves (…) knowing where others are gives us a reference point to say: I can improve,” he said.

Beyond individual indicators, the study draws a clear conclusion: competitive advantage will no longer depend solely on moving goods quickly, but rather on organizations’ ability to measure their performance, leverage technology, strengthen collaboration with suppliers, manage talent, and control costs without sacrificing service levels. In an environment where supply chains face increasing commercial and regulatory demands, logistics is ceasing to be a support area and is becoming one of the main drivers of business competitiveness in Mexico.

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

El cargo Mexican logistics enters a new stage: efficiency, talent and sustainability redefine competitiveness apareció primero en T21.