In a world that is changing faster than ever, logistics is undergoing a profound transformation . This was the warning issued by Antonio Arranz, CEO of DHL Express Mexico , who outlined how the company is responding to technological disruption, automation, geopolitical challenges, and the new dynamics of e-commerce.
“All industries are being radically transformed, and we have to ask ourselves how we can ensure that this change does not generate inequality or unemployment, but rather a better world,” he said.
With that premise, he presented a global vision of where the supply chain is moving and what Mexico’s role will be in that new scheme.
The executive highlighted that DHL Express’s strength in Mexico lies in its speed and reach, 24-hour deliveries throughout the country, and a constantly growing network of stores.
During the last year, the company opened more than 100 points of sale , including its own stores, retail outlets and strategic alliances, reaching 830 establishments, an expansion that responds to the new behavior of the digital consumer.
“There are towns where people used to shop once or twice a week, now they shop daily. E-commerce has changed logistics forever,” Arranz said.
From “just in time” to “crisis-proof”
Arranz gave an overview of how the global supply chain has changed . Until 2019, the dominant model was just-in-time, driven by China as a global manufacturing hub. But the COVID-19 pandemic revealed the system’s fragility.
“Covid brutally accelerated all trends. It forced us to ask ourselves if the system was working, and the answer was no,” he said.
Border closures, the collapse of shipping routes, climate change, and geopolitical conflicts have completely transformed logistics management . Today, the key word is resilience.
Arranz stressed that, despite the nearshoring narrative , it is impossible, at least in the short term, for the United States to recover a significant portion of its manufacturing.
“Less than 15% of manufacturing is in the United States. Even if they wanted to bring more, the needle isn’t moving,” he pointed out.
Therefore, companies are migrating towards more flexible models that include multiple suppliers and distributed production in regions such as Vietnam, India or Mexico.
The goal is no longer just to reduce costs, but to guarantee operational continuity in the face of any global event.
Arranz noted that DHL publishes the Logistics Trend Radar study annually , which anticipates major industry trends. According to these projections, the future of logistics will be characterized by hyper-flexible supply chains , the integration of Artificial Intelligence (AI) at all operational levels, robots and advanced automation, digital infrastructure and interconnected sensors, hybrid regional manufacturing, and resilience models for climate and political crises.
“The world is moving fast. The key question is how we make this transformation work for the better, create opportunities, and build a stronger, more humane logistics system,” he emphasized.
DHL heading towards 2026
DHL confirmed that 2026 will be a year of significant investment in Mexico, even amidst the political climate and the review of the United States-Mexico-Canada Agreement (USMCA). The company announced it will focus on infrastructure, electric vehicles, and expanding its ground and air network to serve the growth of e-commerce in regions previously underserved by its logistics network .
“When the world is uncertain, that’s when we invest the most. 2026 will be a year of strong investments in Mexico,” Arranz emphasized.
On the other hand, regarding its operations at Felipe Ángeles International Airport (AIFA) , DHL was adamant about its air operations, with the executive stating that it will not return to Mexico City International Airport (AICM) . Antonio Arranz indicated that after moving to AIFA, the company went from a space of 1,500 square meters (m2) to 10,000 m2, tripling its air capacity.
“I’d have to be crazy to come back. We’re happy at AIFA and we’ve already asked for contracts for many more years,” he said.
The company also indicated that the new hub in Querétaro, with the capacity to process 41,000 pieces per hour, was crucial in managing the peak season. The company emphasized that the investment made during the pandemic proved critical in preventing bottlenecks.
“If we hadn’t invested during the pandemic, we would be overwhelmed today. This hub and the daily overnight 737 flight are giving us a huge advantage,” Arranz emphasized.
By 2025, DHL reported double-digit growth, with increased volume coming from rural areas driven by e-commerce. The strategy for 2025 and 2026 includes more warehouses and strengthening last-mile delivery capabilities .
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