Despite a challenging environment, Canadian Pacific Kansas City (CPKC) recorded a 4% growth in cargo volume and a 13% increase in revenue during the second quarter of 2026 (2Q26) compared to the same period in 2025.

“During the quarter, we set volume records in grains, energy, chemicals, plastics, and automotive. We also made progress on several important business initiatives that reinforce our long-term growth story,” said Keith Creel, president and CEO of CPKC.

He noted that the launch of Southeast Mexico Express, the continued growth of the Mexico Midwest Express service, the opening of another Americold facility from the port of Saint John in Canada, and the continued increase in traffic flow between Canada and Mexico have a positive impact on the railroad.

According to its second quarterly report, the railway company’s revenues totaled four billion 2 billion dollars (USD) , compared to three billion 7 billion dollars in the second quarter of 2025 (2Q25).

During the cycle, CPKC recorded record grain handling revenue, with a 24% increase in income compared to a 19% volume growth. Canadian grain volumes rose 24%, driven by a record harvest and continued growth in markets such as Mexico.

Meanwhile, exports from the United States increased by 14%, also driven by strong demand for Mexico and Pacific Northwest markets.

Meanwhile, in the automotive segment, revenues increased by 19% with an 8% volume growth , representing another record quarter.

“Growth was driven by the acquisition of new businesses and the extension of journey lengths, as the sector continues to be a compelling example of the value of our three-country network,” the company emphasized.

For intermodal, revenue increased by 11% with stable volumes . Domestic intermodal saw a 3% increase in the quarter. “We are encouraged by the initial success of our SMX service with CSX, with volumes increasing by more than 30% since the first quarter,” he said.

“We are seeing signs of improvement in truck-to-rail conversion opportunities, supported by higher fuel prices, stricter enforcement of regulations, and reduced trucking capacity. Both our MMX and SMX services are well-positioned to capitalize on these favorable market dynamics,” said John Brooks, EVP & Chief Marketing Officer of CPKC.

Meanwhile, potash revenues rose 10% year-on-year  against a 2% drop in volume, reflecting the impact of port maintenance and lower mining production.

Revenue from forest products increased by 2% despite a 2% decrease in volume, while the metals, minerals and consumer products segment advanced 16% annually with a 7% growth in volume.

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El cargo CPKC reports increased volume and revenue in the second quarter of 2026 apareció primero en T21.

In the second quarter of 2026 (2Q26),  Fomento Económico Mexicano (FEMSA)  obtained revenues of 231 billion 002 million pesos (mdp) , which meant an increase of  9.3%  compared to the same period in 2025, driven by growth in Coca-Cola FEMSA, OXXO Mexico, Americas and Mobility, and Health, partially offset by a decrease in Europe.

“During the second quarter, we achieved solid results, reflecting encouraging performance at OXXO Mexico and sustained momentum in many of our retail operations , while Coca-Cola FEMSA navigated a still challenging environment caused by weak consumer demand and increases in excise taxes in Mexico, which was more than offset by strong performances in South America,” said Jose Antonio Fernández Garza-Lagüera, CEO of FEMSA.

According to its operational and financial results report, the company detailed that its  operating cash flow (EBITDA)  was 33,340 million pesos , an increase of 12.7% compared to the figure for the same period last year.

Meanwhile, gross profit in Q2 2026 was 92,611 million pesos , 7.8% higher than in the second quarter of 2025 (Q2 2025).

“The gross margin would have contracted by 20 basis points, from a base of 40.3% for the second quarter of 2025. On a like-for-like basis, which considers currency effects and the consolidation of OXXO Brazil, gross profit increased by 8.8%,” the firm explained.

During the period, FEMSA’s operating profit totaled 19,110 million pesos , an increase of 7.2% compared to Q2 2025, driven by growth in Coca-Cola FEMSA and OXXO Mexico, “partially offset by decreases in Americas and Mobility, Europe, and Health.”

OXXO Mexico’s total revenue grew 11.8% and operating profit increased 12.3% compared to Q2 2025. Meanwhile, Spin by OXXO had 11.5 million active users, a 22.1% increase compared to the second quarter of last year.

“It’s worth highlighting OXXO Mexico’s quarter, which achieved double-digit revenue and profit growth and, importantly, a return to positive growth in customer traffic after several quarters of decline. While the World Cup made a positive contribution during the quarter, we believe there was an additional boost resulting from better execution across the country of commercial initiatives focused on key categories to increase traffic,” the executive emphasized.

Coca-Cola FEMSA’s total revenue increased 4.7% and operating profit rose 9.1% year-on-year.

Regarding its results in the first half of 2026 (1H26), total revenues were 438,695 million pesos , 7.8% more than in the same period of 2025.

“Revenues were driven by growth in Coca-Cola FEMSA, OXXO Mexico, Americas and Mobility, and Health, partially offset by a decline in Europe. Revenues reflected a net negative foreign exchange effect due to the appreciation of the Mexican peso against other currencies; as a result, revenues grew 9.3% on a like-for-like basis,” the company stated in its report.

FEMSA’s gross profit was 176.666 billion pesos, representing a 7.3% increase compared to the same period last year. In its earnings report, the company indicated that its operating profit was 33.421 billion pesos in the first six months of 2026, a 6.5% year-over-year increase, driven by growth at Coca-Cola FEMSA and OXXO Mexico. EBITDA was 61.455 billion pesos, a 12.1% increase compared to the first half of 2025.

“Looking ahead, and despite continuing to face a weak consumer environment in Mexico that no longer has the boost of the World Cup, we view the current trajectory in most of our business units favorably, and we are cautiously optimistic about the second half of the year, although we anticipate that it may be more moderate,” said the CEO of FEMSA.

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The  Association of American Railroads (AAR) reported a 9.8% increase in freight movement between Mexico and the United States during the first 27 weeks of 2026 compared to the same period in 2025.

According to the agency, the accumulated volume on Mexican railways during that period was 700,187 railcars and containers, as well as intermodal trailers .

In that sense, intermodal had a growth of 15.5%, grains registered an increase of 12.2%, while vehicles and parts increased 9.5% year-on-year.

Conversely, the AAR detailed that four segments experienced declines: coal; forest products; oil and its derivatives; and other products with 98.9%, 14.8%, 11.8% and 14.9%, respectively, compared to the same period last year.

He detailed that Mexican railway companies reported 14,182 loaded railcars in the week ending July 11, an increase of 24.6% compared to the same period in 2025, and 14,082 intermodal units , which meant an annual increase of 55.4 percent.

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The impact is no longer new, but it is more profound. After weeks of diesel price increases , the freight transport sector is beginning to feel not only the rise in costs, but also a more complex imbalance: falling tariffs, stifled demand, and an international environment that continues to put pressure on the energy market.

The global context has set the tone. The rise in crude oil prices, driven by the conflict in the Middle East, led to diesel price increases of nearly 10% nationwide in a matter of weeks , in a country where dependence on imports remains crucial. But on the ground, the reality is more straightforward: profit margins are shrinking.

Currently, diesel is priced at around 28.5 pesos per liter nationwide , with some regions already exceeding 29 pesos.

“With the increase in diesel prices, they are killing us,” said Martín González Márquez, commercial manager of  Transport Martin .

The trend had already been developing. Throughout 2025, diesel prices showed an upward trajectory , with a more pronounced increase toward the end of that year and the beginning of 2026, reflecting the accumulated pressure on transportation operating costs. The problem is not just the increase itself, but how it is absorbed.

In practice, the sector operates under two models: companies that partially absorb the impact to maintain competitiveness and others that pass it on directly to the end customer. However, both models face limitations.

“The carrier cannot absorb it… we have to index the increase in diesel to the tariff,” explained Fernando Chacón, general director of Setramex .

He added that negotiations are no longer general but rather case-by-case with each client, in an environment where volatility complicates any immediate adjustments . Passing on the cost is inevitable, but not immediate.

“You pass on the increase… and at the end of the day, the end consumer is the one who ends up paying,” agreed Bernabé García González, general manager of Altamira Logística de Carga .

However, the gap between the fuel price increase and the tariff adjustments is what is currently causing the greatest financial pressure on companies. This is compounded by an even more adverse environment.

“Rates are going down and diesel is going up… it’s unsustainable,” warned Benjamín Barrera Muñoz, commercial director of Santa Fe de Guanajuato Express .

In this scenario, diesel is not just another input: it’s the main operating cost for transportation , and any variation directly impacts profitability. Beyond the short term, the effect is already spreading throughout the entire supply chain.

The increase in fuel prices not only puts pressure on transporters, but also anticipates adjustments in the price of goods, in a domino effect that is beginning to be reflected in different sectors of the economy.

Meanwhile, the sector remains attentive to decisions from the federal government, as today (March 26), during the morning press conference at the National Palace, an announcement is expected regarding a support package for the trucking industry , the scope of which is still to be detailed, but which generates anticipation about the price of diesel at a key moment for the industry.

For now, the transportation sector is beginning to reconfigure its operations amid more complex negotiations, narrower margins, and decisions that, in many cases, define the viability of the business in the short term.

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The growing geopolitical tension in the Middle East, which has forced the blockade of the Strait of Hormuz, opens a window of opportunity for nearshoring in the Cali-Baja region , which, being close to the United States, the world’s largest consumer market, can be an option for various industries that still have part of their production in Asia.

“This could be an opportunity to position Cali-Baja and Mexico as relocation centers, since our geography continues to help us a lot to bring all the supply chain closer to the production points and finally to the consumption points,” said Bertha Martínez, coordinator of the Bachelor’s Degree in International Logistics at CETYS University Campus Mexicali .

In an interview with T21, the specialist explained that the crisis in Hormuz is accelerating the need to regionalize supply chains , to make them more centralized and less fragmented, given the uncertainty that prevails in world trade.

“Supply chains are no longer focused so much on costs; they must focus on resilience, on the ability to resolve unforeseen events in times of uncertainty , when they become fragile and inflection points begin. Perhaps what makes us most vulnerable right now is what can ultimately make us stronger,” Martínez explained.

In this context, the Cali-Baja region becomes an attractive point for companies that are looking to diversify their supply and logistics routes to reduce their dependence on critical or strategic blocks.

Cali-Baja, which encompasses San Diego and Imperial counties in the United States and Baja California in Mexico, is one of the most important areas for the process of reconfiguring supply chains in North America.

According to the  Binational Trade & Competitiveness Report 2025 , prepared by the  World Trade Center San Diego , 30% of the foreign value added present in U.S. exports comes from Mexico and Canada , reflecting the integration of the three countries in North American supply chains.

One of the trends that companies are implementing to anticipate disruptions is inventory planning , as they seek to strengthen their stock , but not at the point of sale, as traditionally happens.

“We are now seeing inventories as fragmented around the world; they are being established as safety stockpiles in different locations so that when there are routes that cannot be accessed or points that cannot be considered for operation at that moment, they can be moved to other places,” he pointed out.

Martínez considered that Cali-Baja could have an advantage in that situation, since its geographical location makes it a strategic area.

“It could be a kind of hub where companies could locate their inventories in case of any disruption or crisis at a global level, so that companies have these safety stocks,” he noted, emphasizing that this could accelerate the arrival of investments to Baja California.

In 2025 alone, Baja California attracted 1.892 billion dollars, placing it in fourth position nationally, according to data from the Ministry of Economy (SE) .

Crisis in Hormuz triggers logistical costs

The crisis in the Strait of Hormuz has caused an increase in the price of gasoline and diesel in the United States, fuels essential for the cross-border transport of goods.

“They’ve already seen price increases; for example, the price of gasoline in the Los Angeles, California area has risen by almost 70 cents per gallon, which is quite significant. The same has happened with diesel. The price is between five dollars and 5.30 dollars per gallon in Southern California,” Martínez explained.

Data from the American Automobile Association (AAA) indicates that diesel has increased by 34% compared to the price recorded before the conflict between the United States and Israel against Iran, representing the largest increase in more than three years.

The increase in fuel prices in the United States is impacting logistics costs, because they directly affect inputs in this sector, which has also led to an increase in freight prices , due to the integration of supply chains between Mexico and the United States.

The logistics specialist commented that in California, these supplies are more expensive than in other states in the neighboring country to the north. “The cost structure in the logistics sector, due to fuel and diesel prices, is already being affected. Carriers are beginning to see these changes and are starting to be more strategic in their supply chains.”

According to the United Nations Conference on Trade and Development (UNCTAD) , the transit of ships through the Strait of Hormuz, through which approximately a quarter (25%) of the world’s maritime oil trade passes, has registered a drastic drop of 97% in daily transits.

Despite this, global supply chains are shifting from cost efficiency to risk management. In this context, Cali-Baja emerges as one of the best-positioned regions to capitalize on a current situation affecting various economic blocs worldwide .

The second edition of ETYL Cali-Baja (Transport and Logistics Meeting) will take place on May 14th.  This forum, organized by Grupo T21 , will bring together industry leaders and nearly 200 attendees at the Real Inn Hotel in Tijuana. Through four panels, specialists will analyze the  challenges and opportunities in the binational logistics context and its impact on supply chains .

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Charging infrastructure, incentives, accessibility, and energy generation are essential factors for the development of electromobility in Mexico, specialists agreed during the panel ” Connectivity and Electric Charging Infrastructure: Opportunities and Innovations that Drive Electromobility ,” within the framework of  Latam Mobility North America 2026

At the event, which took place in Monterrey, Nuevo León, Tonatiuh Anzures, Director of Government Affairs for DiDi Mexico , stated that in the transition to electromobility, the cost of the vehicle must be accessible, as well as having incentives for the construction of charging infrastructure .

He emphasized that, according to the Electro Mobility Association (EMA) , there are currently 53,000 private charging stations in the country, compared to almost 4,000 public ones.

“If we think about the challenge of the energy transition, we have to achieve a clearer and more fluid operation in the generation of energy needed for all charging stations and make electric vehicle charging stations a reality,” he emphasized.

For his part, Roberto Rocha, co-founder of VEMO , agreed that the price of vehicles “must be correct,” since it is a determining factor for the growth of the industry.

“We have to consider the tariffs. We’re going to allow companies to invest in charging plants, which would generate jobs, but we need to ensure access to fair prices. As for the charging infrastructure, it would be advisable to make it faster,” he stated.

Similarly, he considered that although they are carrying out actions to accelerate recharging, such as the installation of solar panels, generation points are required close to the areas where they are needed.

He also commented that connectors are an issue that needs to be addressed in the short term, and added that, beyond education, work must be done on standardizing these components.

“In other regions you have one or at most two, and in Mexico there are four types, including one that isn’t designed for North America. Everyone in the electromobility sector should push towards a single connector or at most two. Having several creates problems for the user,” he explained.

He recalled that the company partnered with Organización Soriana , which has more than 800 safe and accessible stores nationwide, where charging points were installed.

For his part, Pablo Bernal, Automotive & Energy Solutions Engineer at Keysight Technologies , pointed out that the implementation of sodium batteries will allow for a decrease in costs both in those used by vehicles, as well as in stationary storage.

“In terms of regulations and operability between standards, there is a lack of education for the general public regarding the existing protocols, and they need to know that if they are going to buy a vehicle with a certain charger, they must understand the limitations,” he stressed.

Ana Acedo Tamayo, CEO of VoltDeo , reiterated that interoperability is essential to guarantee an ecosystem that allows, among other things, easy access to chargers , which will improve the user experience and “therefore generate more promoters and add more people who want to migrate to more electric vehicles.”

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Walmart de México y Centroamérica (Walmex) reported  net sales of  280 billion 982 million pesos (mdp) in the fourth quarter of 2025 (4Q25), driven by an increase in the purchase ticket, which meant a growth of 3% compared to the same period of 2024.

Despite weak consumer spending in the country, the retailer indicated that it obtained a  gross profit  of 67,944 million pesos in the cycle , a 4.6% increase compared to the fourth quarter of 2024 (4Q24), when it was 64,982 million pesos.

In its results report sent to the  Mexican Stock Exchange (BMV) , Walmex indicated that its operating cash flow  or EBITDA was 29,595 million pesos in Q4 2025 , an increase of 8.1% over the same period in 2024.

In contrast, the firm’s net profit fell 3.9% to 14.6 billion pesos, while operating profit increased by 8.5% , reaching 23.317 billion pesos in the same period.

“As 2025 comes to a close, I want to thank our associates in Mexico and Central America. We remain focused on our three non-negotiables: everyday low prices, product availability, and accelerating e-commerce ,” said Cristian Barrientos, CEO and Managing Director of Walmart Mexico and Central America.

In Mexico, total revenues grew by 4.9%, reaching  237,314 million pesos in the period compared to 226,168 million pesos in the same cycle but in 2024; EBITDA was 25,489 million pesos, an increase of 10 percent.

In turn,  total revenues in Central America amounted to 45,535 million pesos , which meant an increase of 6.2% in Q4 2025, while EBITDA was 4,106 million pesos, an increase of 2.6 percent.

Walmart de México y Centroamérica stated that Bait , its telephone service, reached  26.4 million active users  in the period October-December 2025.

The retailer opened 102 new stores in Mexico and 13 in Central America in Q4 2025, bringing its total to 4,265 units.

Regarding the 2025 results, the company’s consolidated revenues registered an increase of 5.6%, while EBITDA showed an increase of 3.4% with 103,447 million pesos.

“We know what we need to do, we have clear priorities, and we will accelerate the speed at which we are moving. I am confident that this focus on fundamentals is strengthening our company and preparing us to accelerate our performance,” Barrientos emphasized.

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TAMPICO, TAMPS.- After five years since its inception, 16 events in four locations and more than 1,300 operators who participated on various occasions, MT Mexico celebrated its first national final, where the winners of the 2024 and 2025 editions were part of the lineup .

The MT Mexico national final brought together not only the finalist operators, but also executives and owners of transport companies, who spared no effort in giving this competition the value it deserves. From now on, it will be held annually, and there is a strong possibility that Tampico will remain the host city for this event.

“We know they come from a great circuit, where the operators have demonstrated their skills and abilities, and today we have the finalists, the best who will hold the top spots at the national level… we make a commitment to improve the conditions of the fairgrounds so that in 2027 we can give them better service than this year,” anticipated Mónica Villarreal, municipal president of Tampico .

Founded in 2020 in Nuevo Laredo, Tamaulipas , MT México was created with the objective of recognizing the important work carried out by truck drivers, but also of linking families with the work of their husbands, fathers, sons, uncles and all kinds of relatives.

Nuevo Laredo was joined by Tijuana, Allende (Nuevo León) and Córdoba-Orizaba, which had representation in the grand final of MT Mexico, which called for 37 operators to participate in the Sleeper Cab, Double articulated and Cab Over categories.

In a single day of competition, the best times were tested in the three different categories, from which the top places were obtained, which served to reaffirm the excitement of victory, the adrenaline of the competition and the overflowing cheers encouraging the participants.

Among the supporters in the stands , from the stands or even from the bars that separated the track, were not only family members, but also co-workers, direct bosses or the CEOs or owners of the transport companies themselves, encouraging their own, which confirmed the objective of this competition .

THE WINNERS

Category: Sleeper Cab

         Place – Name – Company – Time

• 1st Javier Jiménez Vázquez – Transmex – 02:36.064.
• 2nd José Luis Guadarrama Hernández – Transportes Elola – 02:38.071.
• 3rd José Luis Machado Ruiz – TNL Express – 02:58.090.

All participants are from the MT Nuevo Laredo competition, although the competition took place in all four locations.

Category: Cab Over

         Place – Name – Company – Time

• 1st Fabián Alfredo Sierra Nájera – Nájera Trucking – 03:34.042.
• 2nd Juan Manuel Moreno Juárez – Transportes Urgentes de Nuevo León (Zinergia) – 03:39.056.
• 3rd Juan Antonio Cruz Martínez – Transportes Sega – 03:52.033.

This category combined the winners, representing Tijuana, Allende, and Nuevo Laredo, respectively.

Category: Double articulated

         Place – Name – Company – Time

• 1st Deyron Isaid Chávez Martínez – ALCA Transportes – 03:06.046.
• 2nd Carlos Patricio Guerrero Martínez – HCarga Super Express – 03:14.092.
• 3rd Ricardo Valdez Reyes – ALCA Transportes  – 03:34.073.

Even though the Full category was held in Tijuana, Allende and Córdoba – Orizaba, the first three places represented the Allende edition, remaining in the same order as the 2025 competition.

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Driven by growth in primary, secondary, and tertiary activities on a monthly basis, the Mexican economy showed a rebound both monthly and annually in October 2025.

In the tenth month of 2025, Mexican economic activity increased by 1% compared to September 2024 , which meant the highest growth rate so far this year, according to the  Global Indicator of Economic Activity (IGAE) , prepared by the  National Institute of Statistics and Geography (Inegi) .

In its annual measurement, this indicator registered a rise of 1.6 percent . The IGAE, which allows for monitoring and tracking the evolution of the real sector of the economy in the short term, stood at a level of 105.6 points.

By component, primary activities , which include agriculture and livestock, increased by 1.4%; while  secondary activities , which include manufacturing and construction, also increased by 0.7% monthly.

Meanwhile,  tertiary activities , which involve services – including the  transport, postal and storage sectors – registered an increase of 1.2% in October 2025 compared to last September.

On an annual basis, primary activities grew 11.8%, secondary activities decreased 0.7%, and tertiary activities increased 2.5%.

The transportation, postal, and warehousing sector grew 0.9% compared to last September . In its annual measurement,  Mexico’s logistics industry  also showed positive figures, with a  1.9% increase  in economic activity, according to the IGAE (Global Indicator of Economic Activity).

The increase in economic activity in Mexico gives positive signs in this area, in a trade environment framed by tariff uncertainty.

Manufacturing activity expected to decline in November

Amid the protectionist trade policy of the United States, Mexican manufacturing activity would have experienced an annual decline in November 2025, according to data from the Monthly Indicator of Manufacturing Activity (IMOAM) .

The report, prepared by Inegi, anticipated a drop of 1.8%  compared to the same month last year.

In the penultimate month of the year, the IMOAM registered a value of  104.9 points , as an advance calculation of this indicator.

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During the breakfast meeting of the National Council of Executives in Logistics and Supply Chain (ConaLog) , Carlos Oropeza, Project Director at Miebach Consulting , opened the panel by reminding everyone that the bottlenecks of digital transformation do not come solely from technology.

“Processes, people, and technology have to work together like an orchestra. You can have the best tool, but if the process isn’t well-designed or there’s no change management, it simply won’t work,” he emphasized.

According to Oropeza, many companies invest in advanced systems, but fail to balance these three elements. And the impact is direct: the profitability and visibility of the supply chain depend precisely on this integration.

For its part, from the perspective of luxury retail , El Palacio de Hierro has found that visibility is one of the biggest drivers of satisfaction.

“One of the main detractors of NPS is not knowing where your order is. With real-time tracking, we improved our NPS by 30%,” explained María Devesa, Planning Director at El Palacio de Hierro .

But traceability not only builds customer trust, it also allows you to uphold the service promise in a market where luxury is no longer defined solely by the brand, but by the experience.

“The luxury experience is no longer about the premium label. It’s about adding value, emotions, and companionship,” he added.

Along these lines, El Palacio de Hierro has integrated virtual queues , enhanced the experience with a human touch, and is connecting its entire supply chain architecture through artificial intelligence to synchronize inventories, processes, and deliveries.

Devesa also spoke about the “new luxury” of 2025, in which “iconic brands remain, but today there is an accessible luxury that lives on Instagram and TikTok. They are communities. The challenge is to integrate these brands and ensure that Generation Z wants to return to the store.”

With 2.5 million SKUs and e-commerce  growth of over 35% annually, the brand works with continuous planning, turnover analysis and a collaborative model between sales, stores and supply chain to respond to a volatile market without losing availability.

For Price Shoes , accuracy is the foundation of the business, as their clients need real availability to sell.

“For our partners, inventory has to be reliable. We achieved 99.6%–99.7% accuracy by integrating WMS, ERP, and TMS in real time,” said Jorge Pinzón, e-commerce Logistics Director .

But one of its biggest advances is in delivery. Faced with insufficient capacity from parcel delivery companies and with no intention of creating its own fleet, Price Shoes developed an alternative model.

“We developed an express fleet with independent carriers: the uberization of the last mile. We give them technology, flexible contracts, and weekly payment,” Pinzón emphasized.

Today, this model represents 60% of their deliveries and allows them to reach 50% of orders in Mexico City and the State of Mexico within 24 hours, in addition to generating economic opportunities for small transporters.

In that sense, fashion is experiencing one of the most uncertain moments in its recent history, and for Levi’s , the key is to react quickly to tariff volatility and changes in demand.

Edgar Contreras, LATAM director of D&L, explained how nearshoring became a strategic shield.

“With the tariff increases, we had to move quickly from China to Vietnam and other markets. Agility is only possible when you have well-trained processes, skilled talent, and flexibility,” he explained.

For Latin America, Levi’s has opted for suppliers that provide its highest-turnover SKUs, eliminating low-demand variations to gain speed.

“We increased our inventories by 15% to maintain availability. When the consumer is at the center, decisions become clearer,” he pointed out.

Contreras also warned about a common challenge of poorly integrated processes, staff turnover, and a lack of documented training that generate costly errors in systems such as SAP, WMS, and OMS.

Therefore, El-Moizz Malpica, Supply Chain Director at Coupa , pointed out that technological adoption does not depend solely on investment.

“Companies that lead in supply chain have three things: a culture of experimentation, a focus on the entire ecosystem, and leadership that drives technology from the top down,” he emphasized.

For Malpica, digitalization requires failing fast, learning faster, and that management pushes a comprehensive vision of value.

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