Grupo México , through its Grupo México Transportes (GMXT) division , decided to withdraw from the freight rail tender process in Argentina, considering that the proposed scheme under the Open Access model lacks the necessary incentives to guarantee long-term efficiency, investment, and competitiveness.

He stated that after analyzing the competition rules, the company’s Board of Directors concluded that the proposed model does not coincide with the model promoted in Mexico and North America.

“The tender in that country contemplates the rail operating model known as Open Access, which consists of an infrastructure used by multiple operators who divide the same cargo among themselves, diminishing the possibility of achieving economies of scale. From our perspective, this model is inefficient, reduces the competitiveness of the system as a whole, increases costs and prices for customers, and requires public subsidies to be maintained. On countless occasions, different companies have collapsed and declared bankruptcy due to this scheme,” he stated.

In contrast, the Vertical Integration model adopted in Mexico and integrated into the United States and Canadian network has generated incentives for investment and operational efficiency , since by controlling the entire system, freight rail companies optimize the use of their assets, improve logistics planning and benefit users and supply chains, he explained.

Volume and revenue on the rise in the third quarter

During the third quarter of 2026 (3Q26), GMXT reported revenues of $978,384,000, an annual increase of 12.3%, while EBITDA reached $388,809,000, an advance of 8.2% compared to the same period in 2025.

The company moved 524,538 railcars, a figure that represented a growth of 5%; the increase was led by the metals segment  with a 15.4% increase in cars, followed by intermodal which grew 11.8% and by cement with a 3.5% increase.

The main driver of performance was the intermodal business ; this segment increased its revenue by 16.3%, driven by greater container movement and by the growth of cross-border traffic in the south.

This was further supported by the dynamism of the metals sector, which registered increases of 15.4% in volume and 14.1% in revenue, supported by the recovery of the scrap market and compliance with the slab program.

Likewise, minerals increased its revenue by 13.2% thanks to greater iron ore movements on long-distance routes.

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El cargo GMXT withdraws from Argentina; reports revenue increase in Q3 2026 apareció primero en T21.

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

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

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

Differences between regions

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

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

Logistics accounts for more than half of the activity

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

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

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

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

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

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

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

Profitability before speed

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

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

Technology and specialized talent

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

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

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

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

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

The image in this article was generated using artificial intelligence.

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

Cargo aviation will maintain a trajectory of sustained expansion over the next two decades. According to Airbus ‘s Global Cargo Market Forecast 2026 , the global fleet of dedicated freighters will grow by 46%, from 2,360 aircraft in 2025 to 3,460 in 2045 , driven by increased international trade, e-commerce , and fleet renewal.

Presented at the Cargo Facts Symposium , the analysis forecasts that 2,670 cargo aircraft will be required over the next 20 years . Of that total, 1,580 aircraft will be used to replace existing aircraft, while 1,090 will meet the growing global demand for air cargo.

The European manufacturer estimated that demand will be distributed among 1,140 single-aisle freighters, 860 medium-wide-body aircraft and 670 large-wide-body freighters, reflecting the needs of different markets and operational profiles.

He indicated that 1,700 cargo planes will be modifications of passenger planes, while 970 will be newly manufactured.

The company projected that global trade will grow at a compound annual rate of 2.9%, while air cargo traffic will advance at a higher rate of 3.2% annually until 2045. This will occur despite an environment marked by high fuel prices, geopolitical tensions, and persistent pressures on supply chains.

“Although air cargo represents less than 1% of the volume of global trade by weight, it carries more than 30% of total trade by value, proving to be a vital mode of transport for goods requiring the fastest routes to market. In the last three years, the value of computers and high-tech products shipped by air has doubled, reaching 15% by 2026. Other factors driving e-commerce and air transport, seen as an alternative to traditional shipping for some products, are also contributing to this growth,” he explained.

Added to this is the continued growth of e-commerce, which continues to favor fast delivery logistics solutions.

Geographically, Asia-Pacific will continue to lead international air cargo traffic , particularly on routes to North America, which will register the highest growth rate at 3.8% annually. Europe will remain the second most important market for these intercontinental operations.

North America will lead the demand for new aircraft  with an estimated requirement of 925 freighters, followed by Asia-Pacific with 850. Together, these two regions will account for nearly two-thirds of global demand. Europe and the Commonwealth of Independent States (CIS) will require 515 aircraft, while Latin America will need 165, the Middle East 125, and Africa 90.

Technological upgrades will be another driving force in the market . Airbus has anticipated a gradual retirement of older-generation freighters to make way for more fuel-efficient and emission-reducing aircraft. In this context, models like the A350F and the conversions of the A320, A321, and A330 families will seek to capitalize on an industry that, despite global uncertainty, continues to demonstrate remarkable resilience and long-term expansion prospects.

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El cargo Airbus forecasts a 46% increase in its global freighter fleet by 2045 apareció primero en T21.

The decision by the U.S. Department of Transportation (DOT) to lift restrictions preventing Mexican airlines from opening new routes from Mexico City International Airport (AICM) and Felipe Ángeles International Airport (AIFA) represents a direct boost for air cargo , expanding operational capacity, strengthening connectivity with the U.S. market, and creating new alternatives for importers and exporters.

This was confirmed by the Mexican Association of Freight Forwarders (Amacarga) , which celebrated the decision due to the benefits it will bring to the movement of goods between Mexico and the United States.

The agency noted that in 2023, dedicated cargo handling was transferred by decree to AIFA , which allowed that terminal to consolidate its position as the country’s main cargo hub . However, the concentration of operations also limited some logistical options for users requiring greater connectivity from the country’s interior.

With the new DOT ruling, Mexican and US cargo airlines will be able to apply again for slots at AICM , expanding the options for planning operations and taking advantage of the infrastructure of both airports.

“By 2026, we are moving 40% more air cargo in electronic components and machinery. We need both airports operating at full capacity, not one against the other. AIFA and AICM are complementary,” he emphasized.

Another advantage identified by Amacarga is the strengthening of connectivity to major logistics hubs in the United States. Greater availability of routes and frequencies will improve connections to key markets such as Los Angeles, New York, Miami, and Chicago , facilitating supply chain integration and reducing transit times for users.

The agency acknowledged the coordinated work of the Secretariats of Infrastructure, Communications and Transportation (SICT) , Foreign Affairs (SRE) and the Federal Civil Aviation Agency (AFAC) , whose efforts made it possible to meet the bilateral commitments related to the allocation of slots and operating rights.

It is worth remembering that on October 16, the SICT reported that the DOT decided to revoke the restrictions that prevented Mexican airlines from opening new flights from AIFA and AICM to the United States, thus reopening the possibility of developing routes and frequencies to and from the US market.

The measure revokes Order 213-2, through which the DOT had restricted existing, proposed and future operations of Mexican carriers.

El cargo Revocation of US restrictions will boost air cargo: Amacarga apareció primero en T21.

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

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

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

Differences between regions

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

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

Logistics accounts for more than half of the activity

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

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

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

Comment and follow us on LinkedIn:  @GrupoT21

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

The decision by the U.S. Department of Transportation (DOT) to lift restrictions preventing Mexican airlines from opening new routes from Mexico City International Airport (AICM) and Felipe Ángeles International Airport (AIFA) represents a direct boost for air cargo , expanding operational capacity, strengthening connectivity with the U.S. market, and creating new alternatives for importers and exporters.

This was confirmed by the Mexican Association of Freight Forwarders (Amacarga) , which celebrated the decision due to the benefits it will bring to the movement of goods between Mexico and the United States.

The agency noted that in 2023, dedicated cargo handling was transferred by decree to AIFA , which allowed that terminal to consolidate its position as the country’s main cargo hub . However, the concentration of operations also limited some logistical options for users requiring greater connectivity from the country’s interior.

With the new DOT ruling, Mexican and US cargo airlines will be able to apply again for slots at AICM , expanding the options for planning operations and taking advantage of the infrastructure of both airports.

“By 2026, we are moving 40% more air cargo in electronic components and machinery. We need both airports operating at full capacity, not one against the other. AIFA and AICM are complementary,” he emphasized.

Another advantage identified by Amacarga is the strengthening of connectivity to major logistics hubs in the United States. Greater availability of routes and frequencies will improve connections to key markets such as Los Angeles, New York, Miami, and Chicago , facilitating supply chain integration and reducing transit times for users.

The agency acknowledged the coordinated work of the Secretariats of Infrastructure, Communications and Transportation (SICT) , Foreign Affairs (SRE) and the Federal Civil Aviation Agency (AFAC) , whose efforts made it possible to meet the bilateral commitments related to the allocation of slots and operating rights.

It is worth remembering that on October 16, the SICT reported that the DOT decided to revoke the restrictions that prevented Mexican airlines from opening new flights from AIFA and AICM to the United States, thus reopening the possibility of developing routes and frequencies to and from the US market.

The measure revokes Order 213-2, through which the DOT had restricted existing, proposed and future operations of Mexican carriers.

El cargo Revocation of US restrictions will boost air cargo: Amacarga apareció primero en T21.

Fleet management in Mexico is undergoing a transformation marked by the incorporation of electric vehicles, the arrival of new manufacturers to the market, and an international economic environment that forces companies to review their operating costs and vehicle management strategies.

Added to these factors is a greater need to optimize resources, from fuel consumption and unit maintenance to the selection of suitable vehicles for each operation, in a market where companies are beginning to evaluate alternatives to delegate the management of their fleets.

In an interview with T21, Josué Chávez, Acting Managing Director of Holman Mexico , identified three trends that are influencing the behavior of the sector: electrification , the diversification of the vehicle offer , particularly with the entry of Chinese manufacturers, and the reconfiguration of international trade .

On this last point, he explained that tariff discussions and changes in global supply chains also have implications for Mexico, particularly in its positioning as a destination for manufacturing and logistics services.

Given this scenario, he pointed out that one of the main opportunities lies in leveraging operational information to identify areas of efficiency and make better decisions about fleets.

The executive explained that the Mexican market can be divided into three segments: companies that directly manage their vehicles, those that contract external services, and a third group that is still unaware of the available alternatives for managing their units.

From their perspective, there is a trend towards greater adoption of vehicle leasing, accompanied by specialized management and maintenance services.

“More and more customers who manage their own fleet are starting to look for external solutions,” he emphasized.

This evolution is also beginning to be reflected in financial institutions, which traditionally focused on offering leasing, but are now seeking partnerships to incorporate fleet management solutions.

Chávez explained that one of the opportunities lies in companies that maintain their own workshops, due to the costs associated with personnel, facilities and operation, regardless of how frequently their vehicles require maintenance.

In contrast, external management models allow the use of workshop networks and the contracting of services according to the needs of each unit.

According to the executive, this alternative can represent an opportunity to optimize resources, although its suitability depends on the characteristics and requirements of each fleet.

Faced with pressure on operating expenses , Holman has strengthened its focus on data analysis to identify efficiency opportunities among its clients.

Chávez explained that the company recently formed a specialized data analysis team in Mexico , with the purpose of leveraging the information generated during the operation of the units.

The variables considered include routes, vehicle age, fuel consumption, taxes and general administration costs, as well as preventive and corrective maintenance expenses.

This information allows for the creation of reports that help fleet managers evaluate alternatives to improve their operations.

The company also maintains relationships with vehicle manufacturers to analyze performance differences between makes and models, taking into account the specific needs of each customer.

For Chávez, these tools become relevant when it comes to managing fleets with different configurations, which can include cars, vans and trucks, as well as executive and operational vehicles distributed in metropolitan areas or remote regions.

Holman strengthens its presence in Mexico

Amid these changes, Holman seeks to consolidate a new stage of operations in Mexico, after assuming full control in September 2026 of the business that it developed for approximately three decades in partnership with Grupo Zapata .

The company specializes in vehicle fleet management through leasing, maintenance, vehicle registration, and insurance services. Its offerings range from vehicle financing to maintenance management and regulatory compliance, with the goal of facilitating the operation of corporate fleets.

The company’s history dates back to 1924, when it began operations in New Jersey, USA, distributing Ford parts and auto components . It later expanded into vehicle sales and, in the late 1960s, began developing its fleet management business.

Its arrival in the Mexican market occurred in 1995, based on a need for vehicle management services identified by a client in the logistics sector who maintained commercial relations with both organizations.

From that opportunity arose the partnership between Holman and Grupo Zapata, through which the fleet management business was developed in the country.

Now, with the integration of its operations, the company seeks to combine the experience acquired in Mexico with its technological capabilities and international presence.

“We are not a new company in Mexico. We truly see those 30 years we spent together with Grupo Zapata as a very important foundation on which we want to continue building,” he explained.

One of the main elements of their strategy is service, particularly in response to the needs of customers who operate fleets with different types of vehicles and geographical coverage, Chávez indicated.

In that regard, he highlighted the importance of having alliances , service infrastructure, and technological tools that allow responding to the particularities of each operation.

Although he did not provide a figure on the number of units he currently manages in Mexico, he noted that Holman participates in industry associations, including the Mexican Association of Vehicle Leasing Companies (AMAVe) .

Looking ahead, Holman plans to strengthen its integration with operations in the United States and Canada , under a strategy that will allow it to serve customers with a presence in all three countries.

This vision reflects the way companies organize their supply and service chains, which often operate in an integrated manner in North America.

As part of this strategy, he announced that the company is considering investing several million dollars in technology for Mexico, although he did not specify the amount or the implementation schedule.

The resources would be aimed both at standardizing the technological capabilities available in other markets and at developing tools that allow strengthening service to Mexican customers.

Chávez, who joined Holman in September 2024, explained that his leadership approach is based on data analysis to identify the current state of the business, set goals, and evaluate alternatives to achieve them.

For the executive, Holman’s new stage in Mexico represents the continuation of a trajectory built over three decades.

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El cargo Electrification and operating costs redefine fleet management in Mexico: Holman apareció primero en T21.

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

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

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

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

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

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

Three months to prepare the operation

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

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

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

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

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

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

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

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

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

Artificial intelligence to reduce friction

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

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

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

Sharing resources to contain costs

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

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

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

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

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

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

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

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

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

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

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

Grupo México , through its Grupo México Transportes (GMXT) division , decided to withdraw from the freight rail tender process in Argentina, considering that the proposed scheme under the Open Access model lacks the necessary incentives to guarantee long-term efficiency, investment, and competitiveness.

He stated that after analyzing the competition rules, the company’s Board of Directors concluded that the proposed model does not coincide with the model promoted in Mexico and North America.

“The tender in that country contemplates the rail operating model known as Open Access, which consists of an infrastructure used by multiple operators who divide the same cargo among themselves, diminishing the possibility of achieving economies of scale. From our perspective, this model is inefficient, reduces the competitiveness of the system as a whole, increases costs and prices for customers, and requires public subsidies to be maintained. On countless occasions, different companies have collapsed and declared bankruptcy due to this scheme,” he stated.

In contrast, the Vertical Integration model adopted in Mexico and integrated into the United States and Canadian network has generated incentives for investment and operational efficiency , since by controlling the entire system, freight rail companies optimize the use of their assets, improve logistics planning and benefit users and supply chains, he explained.

Volume and revenue on the rise in the third quarter

During the third quarter of 2026 (3Q26), GMXT reported revenues of $978,384,000, an annual increase of 12.3%, while EBITDA reached $388,809,000, an advance of 8.2% compared to the same period in 2025.

The company moved 524,538 railcars, a figure that represented a growth of 5%; the increase was led by the metals segment  with a 15.4% increase in cars, followed by intermodal which grew 11.8% and by cement with a 3.5% increase.

The main driver of performance was the intermodal business ; this segment increased its revenue by 16.3%, driven by greater container movement and by the growth of cross-border traffic in the south.

This was further supported by the dynamism of the metals sector, which registered increases of 15.4% in volume and 14.1% in revenue, supported by the recovery of the scrap market and compliance with the slab program.

Likewise, minerals increased its revenue by 13.2% thanks to greater iron ore movements on long-distance routes.

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El cargo GMXT withdraws from Argentina; reports revenue increase in Q3 2026 apareció primero en T21.