After more than a year since the first crossing of vehicles through the Interoceanic Corridor of the Isthmus of Tehuantepec (CIIT) , the second shipment with three thousand vehicles from Hyundai Glovis Mexico was carried out .

The units arrived from the ship Glovis Condor at the port of Salina Cruz, Oaxaca, coming from Masan, South Korea, to be transferred by the interoceanic railway to Coatzacoalcos, Veracruz, towards the ports of Brunswick and Philadelphia, in the United States.

“The arrival of this second interoceanic vehicle crossing demonstrates the private sector’s confidence in Oaxaca’s logistical capabilities. Each operation strengthens the state’s position as a key hub for international trade and contributes to generating investment, employment, and well-being for Oaxacan families,” highlighted Raúl Ruiz Robles, Secretary of Economic Development of Oaxaca.

He emphasized that the state government is working in coordination with the CIIT to take advantage of the strategic benefits of this infrastructure, promote the attraction of investments , and generate greater development opportunities for the state.

It is worth remembering that on March 27, 2025, the Glovis Cosmos ship arrived at the port of Salina Cruz from Asia, with 900 units of said automotive company as part of a pilot program to use the CIIT , thus making the first interoceanic crossing.

Ruiz Robles considered that the transfer of these units reaffirms the potential of the CIIT to offer efficient logistics solutions , strengthen national and international supply chains and consolidate the Isthmus of Tehuantepec as one of the main centers of economic development in the country.

This operation represents a new step forward in the consolidation of the Corridor , a project promoted by the Mexican government to boost development in the south-southeast of the country, improve connectivity between the Pacific and Atlantic oceans, and consolidate a logistics platform that increases Mexico’s competitiveness in international trade, he stressed.

This move confirms the continuity of the service and the confidence of international companies in this logistics platform.

Furthermore, it strengthens the country’s strategy to position the CIIT as a global logistics hub to serve supply chains linked to the automotive industry and other sectors.

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El cargo Hyundai vehicles cross second crossing at CIIT apareció primero en T21.

Because uncertainty will continue to hold back Mexico’s economic activity, the International Monetary Fund (IMF) reduced its growth projection for the country from 1.6% to 1.2% in 2026 , although it estimated that conditions exist for a moderate recovery driven by less restrictive domestic policies.

In the “World Economic Outlook Update: The global economy between the crosswinds of war and technology”, the organization also lowered its estimate of the Mexican economy for 2027, from 2.2% to 1.9 percent .

If the international organization’s projections materialize, slower growth in the Mexican economy would translate into a setback and stagnation in various sectors of the country, such as decreased household consumption, a drop in employment, and less foreign and domestic investment, among other factors. Despite these estimates, Mexican authorities have indicated that the country’s economy will perform better.

Regarding global growth , he estimated it will be 3% in 2026 and 3.4% in 2027, figures that represent a reduction from the average of 3.5% observed in 2024–2025.

This slight slowdown is due to the fact that the effects of the war in the Middle East are partly offset by the greater impetus that demand gives to the global technology cycle thanks to advances in artificial intelligence (AI) and its adoption.

“The impact varies considerably depending on the degree to which each country is exposed to war and its position in the technological value chain,” the report noted.

For advanced economies , growth rates of 1.7% are projected for 2026 and 1.8% for 2027.

In the case of the United States , he estimated that growth will be 2.3% in 2026 and 2.2% in 2027. “Activity is supported by fiscal policy and favorable financial conditions, as well as by continued investment in technology by companies and strong productivity,” he said.

In the euro area , growth will be 0.9% in 2026 and 1.2% in 2027, stemming from a significant negative impact carried over from the first quarter, largely attributable to Ireland, but also indicating a moderation of momentum elsewhere. “This is compounded by the drag imposed by rising energy costs—despite some fiscal mitigation measures—and weak consumer confidence.”

China ‘s growth is projected to slow to 4.6% in 2026, as economic activity is expected to be hampered by rising global oil prices, prolonged uncertainty, and structural obstacles.

In Latin America and the Caribbean,  growth is expected to remain stable at 2.4% in 2026 and then increase moderately to 2.7% in 2027, with different dynamics among countries.

The IMF warned that an escalation of international conflicts could lead to further increases in oil prices , put pressure on inflation, prolong commodity price volatility, exacerbate factors that threaten supply chains, raise prices and negatively impact financial conditions in various countries.

In that regard, he estimated that global headline inflation will rise from 4.1% in 2025 to 4.7% in 2026, before falling to 3.9% in 2027. “These projections indicate that the disinflation trend observed since the beginning of 2024 has stalled.”

The IMF noted that trade tensions could reignite —especially if trade diversion or trade imbalances lead more economies to raise tariffs and adopt non-tariff barriers— and weigh on growth.

“Measures targeting sectors in the early stages of production chains or critical intermediate inputs could cause supply bottlenecks, with disproportionately severe effects on output and prices. Retaliatory measures would amplify these costs and could disrupt global supply chains,” he estimated.

Nevertheless, he indicated that global growth could exceed forecasts if tangible progress is made in international negotiations and national policy agendas.

“If a lasting peace agreement is reached, global trade routes and supply chains could be quickly restored. Trade agreements could reduce tariffs and revive investments that have been postponed due to the uncertainty of the external environment,” he stressed.

In that regard, he indicated that international cooperation remains essential to managing the “contagion effects,” including pressures in commodity markets, refugee flows, and debt vulnerabilities, and called for avoiding export bans so as not to exacerbate the difficulties faced by trading partners.

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El cargo Uncertainty will continue to hold back Mexico’s economy: IMF apareció primero en T21.

The digital transformation of transportation and asset management in Mexico is entering a new phase. For Samsara , a company specializing in connected operations platforms, the challenge is no longer just monitoring vehicles, but offering tools that allow organizations to comprehensively manage their operations , improve safety, and make data-driven decisions in real time.

Recently, Beyond Samsara unveiled more than 40 solutions for its clients, which are just a sample of its ongoing technological development process. “Several of the capabilities that are now gaining relevance in the industry, particularly in the area of ​​artificial intelligence applied to road safety, have been part of our platform for several years,” highlighted Julia Monroy, Area Vice President of Sales (AVP) for Mexico, in an interview with T21.

The executive highlighted that in some solutions, such as road safety, the proposal is not limited to the vehicle but seeks to integrate assets , operators, goods and processes within the same digital ecosystem.

One aspect that stands out in the market is the progress being made in technology adoption within small and medium-sized enterprises. “While in the past advanced platforms seemed reserved for large corporations, today Samsara works on systems designed for organizations with fewer than 30 units ,” Monroy added.

To further strengthen companies’ digital immersion, Samsara recently launched its Incident Center , which centralizes alerts, events, and security reports in a single control panel, allowing companies to operate with leaner and more efficient structures, thereby reducing the operational barriers that historically limited digitalization.

One key factor driving the progress of digital transformation is that, for many companies, cost is no longer the primary obstacle to technology adoption. Increasingly, transportation companies are evaluating these solutions as strategic investments aimed at generating efficiency, safety, and profitability, noted Julia Monroy.

Mexico on the radar

Mexico has acquired increasing importance within Samsara’s global strategy. Outside of the United States, the Mexican market is among the most relevant, both for its size  and for the complexity of the challenges it faces.

In Mexico, Samsara has 600 employees focused on the national territory and maintains close cooperation with global engineering and product development teams. “This proximity allows the needs of Mexican customers to directly influence the creation of new technological solutions,” noted Monroy, who is included in the list of the 100+ Most Influential People in Transportation and Logistics .

One of the clearest examples of the above  is the remote engine shutdown function, originally developed to address the asset security challenges facing Mexico . “The solution proved so effective that it was subsequently adopted in other international markets,” he noted.

Samsara’s growth is also linked to a diversification strategy. Although freight transport remains one of its main segments, the company has identified significant opportunities in industries such as passenger transport, food and beverage, field services, last-mile delivery, construction, and mining .

The intention is to leverage a technological platform capable of adapting to any organization that manages vehicles, mobile assets, or operational personnel. In this context, Mexico is beginning to replicate a vertical integration model that the company has already successfully developed in the United States .

Among the most recent launches are smart tags for tracking assets and goods, a tool that expands the visibility of operations and allows connecting information about vehicles, operators and cargo within the same system.

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El cargo Digital transformation, a key element to boost productivity in the trucking industry: Samsara apareció primero en T21.

The discussion about electromobility in Mexico usually focuses on reducing emissions, but for this transition to also strengthen the country’s competitiveness, it is necessary to solve structural challenges such as electricity generation, charging infrastructure, and the modernization of public transport.

According to David Bonilla, a researcher at the National Autonomous University of Mexico (UNAM) , the electrification of transportation cannot be analyzed in isolation, since its economic impact will depend on the country’s ability to develop the necessary infrastructure and public policies to accompany this transformation.

In an interview with T21, he explained that, in freight transport, the railway maintains a cost advantage per ton moved; however, the increase in the capacity of tractor-trailers, particularly double-trailer trucks, has reduced that difference and put pressure on the competitiveness of the rail mode.

“Trains can indeed have many benefits that go beyond costs, such as reducing the number of road accidents, decreasing local pollution and also carbon dioxide (CO2) emissions,” he noted.

Bonilla believes that Mexico is progressing slowly in the adoption of heavy electric vehicles compared to markets like China or Germany , where this type of technology is already beginning to be used in commercial operations.

He explained that one of the main challenges for electric tractor-trailers is the size and weight of the batteries, which limits their range and efficiency in high-capacity units. Therefore, he estimated that electrification will first advance in urban delivery and last-mile delivery vehicles, where range requirements are lower.

However, he warned that the biggest challenge is not solely technological.

“We do not have enough electricity generation in the country if there were a sudden increase in electricity demand,” he stated.

He added that the limited availability of strategic minerals such as lithium for battery manufacturing means that Mexico needs an industrial policy that identifies and addresses these bottlenecks before electrification reaches a larger scale.

Electromobility requires a comprehensive vision

In addition to freight transport, Bonilla considered that the discussion on electromobility should not be limited to replacing combustion vehicles with electric ones.

The specialist pointed out that one of the least discussed aspects is that electrification, by itself, will not solve problems such as urban congestion if it is not accompanied by greater investment in public transport.

“The transition to electromobility has that Achilles’ heel of not solving the space problem,” he argued.

In that regard, he stated that electromobility must be taken into account in a comprehensive way, such as the gradual replacement of public transport units that operate with diesel or gasoline with hybrid or electric buses, as well as the expansion of mass transport systems where there is sufficient demand, which would contribute to reducing emissions and improving mobility in cities.

Regarding the energy sources that should accompany the transition, Bonilla indicated that electrification does not imply relying exclusively on renewable energy. He explained that, due to their intermittent nature, technologies such as solar and wind power need to be complemented by other generation sources that guarantee the electricity supply .

He also highlighted the potential of distributed generation for homes and businesses to produce some of the electricity they consume and to power electric vehicles with their own energy . However, he considered it essential to develop regulatory and economic incentives to accelerate these schemes.

Finally, he warned that delaying the modernization of transport has costs that are not usually accounted for , such as higher health expenses resulting from pollution, greater dependence on fossil fuels, increased emissions, and economic losses associated with congestion.

“If you have an efficient public transportation system, journeys will be faster and you will be able to distribute your daily life time in a better way,” he stressed.

The Ministry of Infrastructure, Communications and Transportation (SICT) reported at the end of 2025 that there were 82 electric vehicles in the federal freight transport service, a figure that barely represented 0.01% of the more than 762,800 units that at that time made up this fleet.

Furthermore, the charging infrastructure for electric vehicles in Mexico grew 26% year-on-year by the end of 2025, adding 56,726 public and private charging positions , according to the Electromobility Barometer of the Electromobility Association (EMA) , reflecting a growing adoption of electric cars.

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El cargo Mexico needs a comprehensive strategy to make electromobility competitive apareció primero en T21.

Scania Mexico is maintaining its growth strategy with a focus on customer experience and the operational capacity of its facilities. The relocation of its Tijuana branch is part of a program initiated in 2025 to redesign existing units, open new service points, and adapt its infrastructure to the needs of the Mexican market.

In an interview with T21, Gisela Quintero, Director of Customer Experience and Services, explained that the company has carried out 13 projects since the beginning of this expansion phase in March 2025 , which include new locations, expansions and adaptations.

“ We are opening new locations, and we are also working on projects to relocate and redesign the customer experience in the branches where we already are, as was the case in León last year; we are also opening new branches, as was recently the case in Chihuahua, and expansions in Puebla and Guadalajara ,” Quintero explained. 

The new facility in Tijuana represents a significant increase in operational capacity. The building is almost six times larger than the previous location , with improvements for customers, operators, and technicians. Key changes include increased service capacity, ergonomic improvements for staff, and a sustainability-oriented infrastructure.

The unit has a capacity for 11 bays and a specialized area for component repair , in addition to a warehouse to maintain the availability of spare parts and meet the needs of the border region.

Quintero pointed out that the network’s growth is not solely due to a specific number of openings, but rather to a constant review of market conditions. He added that the company conducts annual planning exercises to determine where it is necessary to expand the brand’s presence, relocate facilities, or increase capacity.

“We’ve come from challenging years in the industry, and as part of this planning, we’re redesigning our network plan. Our vision remains focused on increasing our coverage, and we’ll confirm the numbers as we go. We’re about to begin the planning process for the next five years,” he explained.

One of the challenges in developing new facilities, he explained, is related to the specific conditions of each region, from regulatory processes to available infrastructure. Therefore, the company conducts preliminary analyses of capacity, regional operations, and specific requirements before defining new locations .

Strengthening the after-sales network in key industrial areas, such as the northern border, is a response to increased economic activity, as investment in specialized workshops allows serving an industry that contributes approximately 3.8% to the national Gross Domestic Product (GDP), according to the  Ministry of Infrastructure, Communications and Transportation (SICT) .

Scania’s strategy is also linked to a customer service philosophy based on close relationships . For Quintero, service represents a relationship where the company understands the needs of each operation.

“The transportation industry has many things in common, but each operation has its own specific challenges. One of the things that makes us strong is our ability to adapt, to be there for the customer, and to contribute through our service,” he said.

In this regard, maintenance contracts play a key role in the relationship between Scania and its customers. The executive emphasized that these contracts represent a shared commitment , as they allow for ongoing support of the vehicles throughout their lifecycle and provide greater predictability for transport companies.

“The maintenance policy is a two-way commitment. Our customers’ experience doesn’t end with the sale or when they pick up the vehicle from a branch . The customer experience begins there, and then we start this relationship, which obviously reveals challenges along the way, and I believe that learning and relationships are strengthened by how we overcome them,” explained Gisela Quintero.

Scania currently has a fleet of nearly 15,000 vehicles operating in Mexico, including both freight and passenger buses , a significant portion of which are under contracted maintenance agreements. The company aims to ensure its service infrastructure keeps pace with this growth and maintains operational availability for its customers.

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El cargo Scania strengthens its service network in Mexico, focusing on better customer service. apareció primero en T21.

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.

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

Air cargo transport in Mexico maintains a positive trend during 2026, registering five consecutive months of growth , driven by the international market, mainly from Asia.

According to figures from the Federal Civil Aviation Agency (AFAC) , between January and May of this year 507,792.5 tons of cargo were moved, representing an increase of 5.5% compared to the 481,322.3 tons reported in the same period of 2025.

Of the country’s top 10 airports, the largest growth was recorded by the Felipe Ángeles International Airport (AIFA) , as it ended the period with 167,262.9 tons, that is, 14,738.5 tons more.

Meanwhile, the Toluca International Airport (AIT) experienced a 27.2% year-on-year decline, going from 13,151.5 tons in the January-May 2025 cycle to 9,580.4 tons in the same period of 2026.

AFAC specified that at the domestic level there was a year-on-year drop of 0.5% , as it ended with 151,170 tons during the comparison period, that is, 759.6 tons less.

The airports of Guadalajara, Tijuana, San Luis Potosí, Hermosillo and Cancún showed a decrease during that period, with 2.1%, 4.7%, 10.6%, 23.1% and 3.9%, respectively.

Meanwhile, the international market increased by 8.3% year-on-year , rising from 329,392.7 tons to 356,622.5 tons. AIFA remains the leading airport in cargo traffic, with an 11.3% increase from January to May of this year compared to the same period in 2015.

The agency indicated that the fastest growing routes were Shanghai-AIFA with a 42.3% increase , Mexico-Madrid with 19.5% more, Saint Lucia-Frankfurt with a 1.5% increase, and Memphis-Guadalajara with 15.3 percent.

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El cargo Air cargo in Mexico marks its fifth consecutive month of growth: AFAC apareció primero en T21.

CANCÚN, Q. ROO – Strengthening trade between Mexico, the United States, and Canada will require a rail system capable of offering much more than just installed capacity. The resilience of supply chains in North America will increasingly depend on the integration of infrastructure, technology, digitalization, and coordination among operators, authorities, and users, agreed representatives of major rail companies during the panel “Resilient and Sustainable Rail Transport: Integrating Infrastructure, Technology, and Sustainability in the USMCA,” held at the 2026 National Freight Transportation Forum of the National Association of Private Transportation (ANTP) .

The discussion made it clear that the growth of nearshoring (relocation of production lines) and the consolidation of the United States-Mexico-Canada Agreement (USMCA) are increasing pressure on regional logistics infrastructure, forcing the rail sector to evolve toward more agile, connected, and sustainable operating models. According to the panelists, North American competitiveness will no longer depend solely on having more tracks or locomotives, but rather on building logistics chains capable of responding quickly to an environment of greater demand, uncertainty, and environmental requirements.

Linda Hernández, Business and Industrial Development Manager at Canadian Pacific Kansas City (CPKC) , stated that rail integration between Canada, the United States, and Mexico represents an opportunity to simplify cross-border operations and offer more competitive alternatives for users. “Railways are about connection, trust, but above all, they are a promise of continuity,” she affirmed, explaining that the merger between Kansas City Southern and Canadian Pacific (which ultimately resulted in CPKC) made it possible to build the first rail network directly connecting the three North American countries.

The executive emphasized that true growth in rail capacity depends not only on expanding physical infrastructure. “True capacity lies in coordination. It lies in designing reliable services, investing in infrastructure, digitizing processes, and building alliances with authorities, customers, ports, terminals, and carriers,” she noted. Following this logic, she explained that a logistics chain “is not as strong as its largest link, but as its weakest.”

As an example of this strategy, Hernández presented the Mexico Midwest Express (MMX) and Southeast Mexico Express (SMX) services , developed after the integration of CPKC to directly connect Mexican industrial centers with the Midwest and Southeast United States in journeys of less than four days. He also highlighted the addition of refrigerated containers, the installation of new Senasica inspection points outside the border, and the opening of the second international rail bridge in Laredo, infrastructure that doubled the rail exchange capacity between the two countries. “When we connect the rail network, the region undoubtedly moves forward,” he summarized.

From the perspective of Grupo México Transportes (GMXT) , resilience also involves incorporating artificial intelligence into the core of rail operations. Daniel Doria, Commercial Director, explained that the company is developing “La Maquinista ,” an artificial intelligence system designed to optimize train formation, allocate capacity, and improve the network’s operational performance. The project, he said, does not seek to replace human expertise, but rather to enhance it through algorithms capable of learning, anticipating, and making operational decisions in real time.

The initial results, he asserted, already show significant reductions in dwell times, a higher average network speed, and more efficient use of the rail fleet. For Doria, artificial intelligence will be a productivity enabler, while modal integration will remain essential. “Road transport and rail definitely coexist, and coexist very well. It all depends on the customer’s needs,” he stated, emphasizing that both modes of transport must complement each other to offer tailored logistics solutions.

The executive added that GMXT, part of Grupo México , continues to strengthen its coverage through annual investments of between $450 and $500 million in infrastructure, yards, terminals, locomotives, and technology, as well as promoting alternatives such as CG Rail , the rail-sea service connecting Coatzacoalcos (Veracruz) with Mobile (Alabama), as a new option for trade between Mexico and the United States. “When infrastructure, technology, and logistics work as a single network, growth ceases to be a possibility and becomes a competitive advantage,” he concluded.

Francisco Fabila, CEO of Ferrocarril y Terminal del Valle de México (Ferrovalle) , stated that the transformation of the railway system will depend on the automation of critical operational processes . He explained that the company operates the most important intermodal rail hub in North America, located in the nation’s capital, and that the challenge lies in managing more than one hundred trains daily in a highly congested area using digital tools and artificial intelligence.

To achieve this, Ferrovalle incorporated rail arches with optical recognition , automated mechanical inspection systems, railcar classification algorithms, and control centers that allow for real-time monitoring of the entire operation. With these tools, processes that previously took several hours can now be carried out virtually instantly, while customers can track every movement of their trains, containers, and tractor-trailers from digital platforms. “Every movement, every train, every load, every container, and every truck is digitally visible in real time to the customer and in an automated way,” Fabila emphasized.

In parallel, he explained that digitalization has also improved the efficiency of the Pantaco intermodal terminal (also known by that name), where truck access times have been reduced from several minutes to just seconds thanks to OCR systems and artificial intelligence, strengthening connectivity between rail and trucking. He also emphasized that technology has become an essential component for reinforcing security and maintaining operational continuity at the main rail hub in the Valley of Mexico.

For her part, Daniela Zarza, Business Director – Premium at Union Pacific , focused her remarks on the need to continue strengthening North American rail integration through investments, strategic mergers, and talent development. She explained that the company is undergoing a regulatory process to finalize its integration with Norfolk Southern , which would allow for the construction of a transcontinental rail network—from coast to coast in the United States—and eliminate interchange points that currently limit the smoothness of operations. In her view, greater competition among operators will ultimately benefit customers directly through improved services and shorter transit times.

The executive also highlighted that Union Pacific, which operates cross-border services through six border crossings between Mexico and the United States , makes ongoing investments in infrastructure maintenance, technology, and cybersecurity, while also promoting diversity and inclusion strategies to increase female participation in the railroad’s operational areas by 2030. Simultaneously, the company is advancing the development of locomotives with hybrid technologies and initiatives to reduce the carbon footprint of rail transport. “Rail is the safest mode of transportation in Mexico and the United States,” she stated, noting that a Union Pacific train can travel a distance equivalent to 49 times around the world before derailing.

Although each company presented different strategies, the message converged on a single point: the future of rail transport in North America will depend on its ability to integrate infrastructure, artificial intelligence, automation, sustainability, and collaboration among all actors in the logistics chain. In an environment where regional trade continues to accelerate, rail operators agreed that resilience is no longer just about recovering from disruptions, but about anticipating them and turning them into a competitive advantage under the USMCA.

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

El cargo The railway is accelerating its regional and digital transformation in Mexico. apareció primero en T21.

For years, the scene repeated itself over and over. Clients waited for the company engineer. When Lucía López walked through the door, surprise was inevitable.

“Where is the engineer?” they asked.

She was the engineer.

That reaction, which was commonplace for a long time in a male-dominated industry, ended up becoming one of the many challenges that would mark a nearly three-decade career at Cummins . Today, Lucía López is the commercial director for the automotive engine business and is one of T21’s 100 Women in Transport and Logistics .

But the journey began long before that.

When he decided to study industrial engineering, the response at home was almost immediate. His father was a doctor and, as was the case in many families more than 30 years ago, engineering was still seen as a male profession.

“Why don’t you study medicine? That’s not a career for women,” she recalled being told. However, it was also her father who ultimately gave her the support and encouragement to pursue the path she truly wanted.

That decision would mark the rest of his life.

He joined Cummins as an intern and never imagined that, 27 years later , he would still be building his career within the same company. Moreover, he did so by working in virtually every business area of ​​the company: manufacturing, power generation, field testing, technical sales, off-highway applications, aftermarket , marketing and communications, eventually reaching the commercial management position for the automotive engine business.

His story is not made up of consecutive promotions, but of constant learning .

At the plant, he learned how engines worked, starting with their individual components . Later, he had the opportunity to participate in a power generation project in Zacatecas, where he spent a year and a half working with an all-male team.

There he learned maintenance, operation, service, and administration of a power plant that supplied electricity to the Federal Electricity Commission (CFE) . Later came field tests, certifications as a diesel technician, and hundreds of kilometers traveled alongside operators to understand engine behavior under real-world conditions.

“I’ve always liked understanding how things work,” he emphasized.

That curiosity eventually led her to technical sales, a field where she discovered she could combine her engineering knowledge with another of her great strengths: working with people . It was then that she understood the business wasn’t just about selling an engine, but about finding the right solution for each application.

However, growing within the organization meant facing challenges that went far beyond learning a new business.

In her early years, it was common for clients to arrive expecting to meet the Cummins engineer and be surprised to see her. One such incident occurred during a negotiation in Brazil, when a Korean client refused to discuss the matter with her solely because she was a woman and requested that a man be sent instead. Far from discouraging her, experiences like this reinforced a conviction that has guided her throughout her career: each new challenge meant proving once again that knowledge, preparation, and leadership are not dependent on gender.

Over time he understood that every change of position meant starting over.

“It was about demonstrating, once again, that I knew what I was talking about,” he commented.

Even though she had been with the company for years, each new position meant rebuilding the trust of those who didn’t know her. While others arrived with the backing of their position, she felt she first had to prove her abilities. That experience, she acknowledged, strengthened her character and forced her to develop an emotional intelligence that she now considers essential for any leader.

During that journey, people also appeared who influenced his professional development .

She speaks with particular gratitude of those who believed in her when she was just starting out, those who pushed her to step outside her comfort zone, and those who encouraged her to take on increasingly greater responsibilities. Thanks to these mentors at Cummins , she went from leading operations in Mexico to managing businesses across Latin America, coordinating teams in countries with completely different cultures, markets, and ways of doing business.

One of his most memorable moments was when he accepted the position of head of the off-road business for Latin America. In a matter of months, he went from managing a two- to three-million-dollar operation to leading a 50-million-dollar business , with teams distributed across various countries.

“It was learn or die,” he summarized.

That experience not only taught her how to run a business; it also forced her to learn how to work with people who thought differently , lived in other contexts, and faced completely different realities.

The second major turning point came when it took over the aftermarket filtration business .

Leading through people

Although he knew engines inside and out , he admitted he knew very little about filters. To further complicate matters, the manager he was to work with passed away unexpectedly before he even started. He found a team reeling from grief and without a clear transition plan. More than just managing a business, he had to rebuild people’s trust, support them through a difficult time, and rebuild a cohesive team. Five years later, the department had not only gotten back on track but had also improved its performance.

All those experiences ended up shaping the way he understands leadership today.

He doesn’t believe in micromanagement . He prefers to set goals, remove obstacles, and allow people to find their own path to achieving them. He also makes an effort to understand the aspirations of his team members to help them develop the skills they will need in the future.

“If I had people who believed in me, I want to do the same for others,” he explained.

His other conviction has to do with information.

Before making a decision, she needs data . She likes to research, analyze, and understand the context. She’s convinced that the best decisions come from knowledge, not assumptions. This discipline is also part of her daily life. Her days usually begin around 6:30 in the morning, and when she travels, she often ends up answering emails past midnight. She can’t stand leaving messages unread and always tries to keep up with her work, without neglecting time for her family, her husband, her friends, and activities like exercising or going to the movies.

When asked how she would like to be remembered, she doesn’t talk about positions, sales, or results. She talks about people.

She would like to be remembered as someone happy, curious, capable of helping others grow, and loyal to those who have shared her journey. And if she had to summarize her story in a single word, she wouldn’t hesitate to answer: perseverance .

Perhaps that is the word that best explains his career.

Because behind every job change, every challenge, and every new business, there was the same decision: to learn, to prove myself again, and to move forward.

A philosophy that not only led her to manage one of Cummins’ most important businesses in Mexico, but also to become one of T21’s 100 Women in Transportation and Logistics , a recognition that distinguishes the leaders who, with their work and example, contribute to transforming an industry that for years was reserved almost exclusively for men.

Comment and follow us on LinkedIn:  @Karina Quintero  /  @GrupoT21

El cargo Lucía López: a career built on learning, proving, and starting over 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.